- Cover
- Engineering Project Management
- About the Author
- Acknowledgments
- About the Companion Website
- Introduction
- 1 The Role and the Challenge
- 2 Performing Engineering on Projects (Part I)
- 3 Performing Engineering on Projects (Part II)
- 4 Understanding Your Users and Your Other Stakeholders
- 4.1 The Four Steps to Understanding Your Users and Your Other Stakeholders
- 4.2 Case Study About the Value of Using the Customer's Coordinate System of Value: Role‐Based Processing
- 4.3 Special Topic: Designing the User Experience
- 4.4 Summary: Understanding Your Users and Your Other Stakeholders
- 4.5 Next
- 4.6 This Week's Facilitated Lab Session
- 5 How Do Engineering Projects Get Created?
- 6 Organizing and Planning
- 7 Creating Credible Predictions for Schedule and Cost: the Activity Network
- 8 Drawing Valid Conclusions From Numbers
- 8.1 In Engineering, We Must Make Measurements
- 8.2 The Data and/or the Conclusions are Often Wrong
- 8.3 What Engineering Project Managers Need to Measure
- 8.4 Implications for the Design and Management Processes
- 8.5 Your Role in All of This
- 8.6 Summary: Drawing Valid Conclusions From Numbers
- 8.7 Next
- 8.8 This Week's Facilitated Lab Session
- 9 Risk and Opportunity Management
- 10 Monitoring the Progress of Your Project (Part I)
- 10.1 Monitoring Progress Via Updated Predictions to Schedule and Cost
- 10.2 Making the Updated Predictions
- 10.3 Using the Updated Predictions
- 10.4 Financial Measures About Which Your Company Will Care
- 10.5 Your Role in All of This
- 10.6 Summary: Monitoring the Progress of your Project (Part I)
- 10.7 Next
- 10.8 This Week's Facilitated Lab Session
- 11 Monitoring the Progress of Your Project (Part II)
- 11.1 How the Manager of an Engineering Project Ought to Allocate His/Her Time
- 11.2 A Big Claim on Our Time: The Periodic Management Rhythm
- 11.3 The Steps of the Periodic Management Rhythm
- 11.4 The Social Benefits of the Periodic Management Rhythm
- 11.5 Your Role in All of This
- 11.6 Summary: Monitoring the Progress of Your Project (Part II)
- 11.7 Next
- 11.8 This Week's Facilitated Lab Session
- 12 Four Special Topics
- 13 The Social Aspects of Engineering Project Management
- 13.1 Dealing With People, Becoming a Leader
- 13.2 Alignment
- 13.3 The Sine Qua Non of Leadership
- 13.4 Motivating Your Team
- 13.5 Recognizing and Resolving Conflict
- 13.6 Siegel's Mechanics of Project Management
- 13.7 Dealing With Special People
- 13.8 Your Career as an Engineer
- 13.9 Change on Your Project
- 13.10 Coping With Career Change
- 13.11 Getting Ahead
- 13.12 Two Special Topics
- 13.13 Summary: Social Aspects of Engineering Project Management
- 13.14 Next
- 13.15 This Week's Facilitated Lab Session
- 14 Achieving Quality
- 14.1 Defining the Term Quality
- 14.2 One Motivation for Quality: A Good Reputation
- 14.3 Quality Initiatives
- 14.4 Processes for Engineering and for Project Management
- 14.5 Procurement and Subcontracting
- 14.6 The Effects of Quality
- 14.7 The Bill of Materials
- 14.8 Your Role in All of This
- 14.9 Next
- 14.10 This Week's Facilitated Lab Session
- Appendix: What Distributions Actually Look Like in the Real World of Engineering Projects
- 15 Applying Our Ideas in the Real World, Ethics in Engineering
- Index
- End User License Agreement
Engineering Project Management
Neil G. Siegel
The IBM Professor of Engineering Management
University of Southern California
Los Angeles, US
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