IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 452
... risk metric , one necessary validity test is the correlation between risk and corresponding reward . This is especially true of a metric design to delineate the value provided to the corpora- tion by a portfolio of research driven ...
... risk metric , one necessary validity test is the correlation between risk and corresponding reward . This is especially true of a metric design to delineate the value provided to the corpora- tion by a portfolio of research driven ...
Pagina 453
... risk and reward be meas- ured within our management model ? " Lucent Technologies has faced this problem squarely and dedicated a team of Bell Laboratories scientists to the task of creating a decision support system that allows ...
... risk and reward be meas- ured within our management model ? " Lucent Technologies has faced this problem squarely and dedicated a team of Bell Laboratories scientists to the task of creating a decision support system that allows ...
Pagina 454
... risk quadrant ? Are too many projects in the low risk , low value quadrant ? Admittedly , there are many considerations involved in answering these questions . But , the VCM allows Lucent management to visualize the relationships among ...
... risk quadrant ? Are too many projects in the low risk , low value quadrant ? Admittedly , there are many considerations involved in answering these questions . But , the VCM allows Lucent management to visualize the relationships among ...
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