IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 171
... Success must be marketed to make it easy for the important people in your life to perceive it . It is not their responsibility to keep track of your accomplishments , it your job to provide this information to them . Project success has ...
... Success must be marketed to make it easy for the important people in your life to perceive it . It is not their responsibility to keep track of your accomplishments , it your job to provide this information to them . Project success has ...
Pagina 213
... success by these and other scholars in an effort to determine what factors are important to NPD success ( Parry and Song 1994 ) . A number of studies have suggested that important relationships exist between proficiently performed NPD ...
... success by these and other scholars in an effort to determine what factors are important to NPD success ( Parry and Song 1994 ) . A number of studies have suggested that important relationships exist between proficiently performed NPD ...
Pagina 214
... success . The literature notes that integration is important to new product success but only suggests that different types of integration and integration between various " players " in the new product development process may be ...
... success . The literature notes that integration is important to new product success but only suggests that different types of integration and integration between various " players " in the new product development process may be ...
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