IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 156
... Practicing this habit involves understanding what someone else means before you speak so that you understand where ... practice this . When they are together on a project team , building off each other's ideas , leveraging each other's ...
... Practicing this habit involves understanding what someone else means before you speak so that you understand where ... practice this . When they are together on a project team , building off each other's ideas , leveraging each other's ...
Pagina 385
... practice , participants of the course got a ractical task and the University - practice site for course articipants . Small teams carried out all projects . Students esigned and implemented three multimedia projects to hree companies or ...
... practice , participants of the course got a ractical task and the University - practice site for course articipants . Small teams carried out all projects . Students esigned and implemented three multimedia projects to hree companies or ...
Pagina 479
... practices are extensions to the capability dimension . All process attributes have related management practices . For example one of the four management practices of PA 2.1 is Plan the performance of the process . A management practice ...
... practices are extensions to the capability dimension . All process attributes have related management practices . For example one of the four management practices of PA 2.1 is Plan the performance of the process . A management practice ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
Copyright | |
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activities analysis application approach areas automation Balanced Scorecard benefits capabilities Cellular Manufacturing client communication companies competitive complex cost cycle cyclical software development data mart database decision defined development process economic effective employees Engineering enterprise environment evaluation example expected Expert Systems factors Fat Clients firms focus function Geographic Information Systems global goals identified impact implementation important improve increase industry information system integration interaction internal issues kenaf knowledge manufacturing methodology Object OOBIS operations organization organizational output paper parameters performance phase planning problems product development Project Management psychological contract radical innovation Re-Design Rensselaer Polytechnic Institute requirements role schedule sharing specific stage strategy structure success system supplier task TCAD team members technical Thin Clients value network variables Waterfall Model