IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 69
... schedule , indicates behind schedule . The arrow is only used when the planned phase differs from the actual phase . Note that this arrow is different from that indicating requirement slippage to a subsequent cycle . Table 6 - Status ...
... schedule , indicates behind schedule . The arrow is only used when the planned phase differs from the actual phase . Note that this arrow is different from that indicating requirement slippage to a subsequent cycle . Table 6 - Status ...
Pagina 156
... schedule . Taking the time to solve the software problem did make his schedule slip even further , but it also reduced the overall program risk , a much more important goal . His understanding of the broader needs of the project allowed ...
... schedule . Taking the time to solve the software problem did make his schedule slip even further , but it also reduced the overall program risk , a much more important goal . His understanding of the broader needs of the project allowed ...
Pagina 170
... schedule & sizings . The rough cut schedule is a planning document . On the surface its ' purpose is to provide a " date for a date " for a final schedule . It also gives you the first opportunity to perform some crisis management if it ...
... schedule & sizings . The rough cut schedule is a planning document . On the surface its ' purpose is to provide a " date for a date " for a final schedule . It also gives you the first opportunity to perform some crisis management if it ...
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