Project Management for Automotive Engineers: A Field Guide

✍ Scribed by Jon M. Quigley, Roopa Jha Shenoy

• Publisher: SAE International
• Year: 2016
• Tongue: English
• Leaves: 277
• Category: Library

✦ Synopsis

Project Management for Automotive Engineers: A Field Guide was developed to help automotive engineers be better project managers as automotive projects involve suppliers dispersed across the globe, and can often span multiple years. Project scope change is common, and so too are the budget constraints and tight deadlines. This book is an excellent guide on how to manage continuous change.

As project management in this particular industry is intrinsically linked to product development, the chapters focus on the project management aspects that are significant during the various stages of a product development cycle, including business case evaluation, process development cycle, test phases, production ramp up at the plant and at the Tier 1 supplier level, and how to work within a matrix-structured organization. The principles of value projects and how to revive failing projects are discussed. Together with demonstrating metrics, and the techniques to ensure the project remains on schedule and on budget, it is a must-have for professionals getting started on this activity.

✦ Table of Contents

Front Matter
Preface
Chapter 1: Overview of Managing Automotive Projects
1.1 What is at Stake?
1.2 Overview of Project Management Areas
1.3 Organizational Influences
1.4 Communication
1.5 Contract Types
References
Chapter 2: Business Case and Product Development Models
2.1 Business Justification
2.2 Project Life Cycle
2.3 Models of Development
2.4 Mix the Two: Business Case and Phases
References
Chapter 3: Vehicle Subsystem and Concept Generation
3.1 Vehicle Concept Development and Selection
3.2 Requirements, Specifications, and Drawings
3.3 Requirements and Change Management
3.4 Requirements Traceability Plan
3.5 Configuration Management Plan
3.6 Technical Reviews
3.7 OEM and Top-Tier Supplier Selection
References
Chapter 4: Product Development
4.1 Project Schedule: Time Plan
4.2 Prototype Delivery and Risk
4.3 Virtual Testing and Prototype in Product Development
4.4 Resources Allocation
4.5 Key Product Characteristics
References
Chapter 5: Process Development
5.1 Process Overview
5.2 Tier 1 Production Line and Prototypes
5.3 OEM Product Handling
5.4 Manufacturing Specific Deliverables
References
Chapter 6: Product Life Cycle and Testing
6.1 Fundamentals
6.2 Testing Process
6.3 Agile Practices Applied to Conventional Projects
6.4 Communication during the Test Phases
6.5 Verification vs. Validation Process
6.6 Product Validation
6.7 Product Verification and Features
6.8 Process Verification
6.9 Verification through Simulation
6.10 Continuous Conformance Testing
6.11 Different Test Modes
Reference
Chapter 7: Design to Ramp Up Production
7.1 Why is it critical?
7.2 Activities Needed from Design Board to Production Floor
7.3 Critical Activities to Support Ramp Up
7.4 Transition from Project to Operations
7.5 Transition from Prototype to Production
7.6 Supply Chain Decisions
7.7 Environmental Impact
References
Chapter 8: Early Production
8.1 Tier 1 and Vehicle Operations
8.2 Export Vehicles
8.3 Prediction of Product Production Quality (OEM and Tier 1)
8.4 Impact of Customization
8.5 Statistical Process Control for Tier 1 and OEM
8.6 OEM Sampling Strategies (Inspections)
8.7 Missing Hardware Strategy
8.8 Labels, Certifications, and Manuals
8.9 Post-Vehicle Launch Activities
8.10 Vehicle and Part Field Failure Recovery
8.11 Transition from Project to Customer Service Group
References
Chapter 9: Project Closure and Something More
9.1 End of the Game
9.2 Lessons Learned
9.3 Knowledge Management
9.4 Something More
References
Chapter 10: Closing Remarks
10.1 Prioritize and Plan
10.2 Use Fact-Based Metrics
10.3 Review of Chapters
Back Matter
Index
About the Authors