TOC -- Preface -- 1. Introduction -- 1.1 History of Management -- 1.2 Terms and Definitions -- 1.3 Management Characteristics and Functions and Traditional Management Versus Modern Management -- 1.4 Engineering and Technology Management Challenges and Skill Requirements -- 1.5 Useful Information on Engineering and Technology Management -- 1.5.1 Books -- 1.5.2 Professional Organizations -- 1.5.3 Journals -- 1.6 Scope of the Text -- 1.7 Problems -- References -- 2. Organizing and the Human Element -- 2.1 Introduction -- 2.2 The Components of Organizing and Guidelines for Planning an Organization -- 2.3 Organizational Charts and Basic Relationships in Organizational Structures -- 2.4 Centralization and Decentralization of Organizations, Span of Control, and Delegation -- 2.5 Methods of Organization -- 2.5.1 Organization by Product -- 2.5.2 Organization by Function -- 2.5.3 Organization by Product -- 2.5.4 Organization by Territory -- 2.5.5 Matrix Organization -- 2.6 Functions of an Engineering Department and Guidelines for Organizing a New Engineering Department -- 2.7 Characteristics and Needs of an Engineer, Routes for an Engineer to Obtain Management Positions, and Transition of an Engine -- 2.8 An Engineering Manager's Qualities and Activities -- 2.9 Motivating Others and Analyzing Team Characteristics -- 2.10 Committees and Staff Meetings -- 2.11 Displacing Managers and an Organization Size-Efficiency Model -- 2.11.1 An Organization Size-Efficiency Model -- 2.12 Problems -- References -- 3. Tools for Making Effective Engineering and Technology Management Decisions -- 3.1 Introduction -- 3.2 Discounted Cash Flow Analysis -- 3.2.1 Compound Interest and Present Value -- 3.2.2 Uniform Periodic Payment Amount and Present Value -- 3.3 Depreciation Analysis -- 3.3.1 Method I -- 3.3.2 Method II -- 3.3.3 Method III -- 3.4 Decision Trees.

3.5 Optimization Techniques -- 3.5.1 Lagrangian Multiplier Method -- 3.5.2 Linear Program Method -- 3.6 Learning Curve Analysis -- 3.7 Fault Tree Analysis -- 3.8 Forecasting -- 3.8.1 Forecasting Types and Time Horizons -- 3.8.2 Forecasting Steps, Methods, and Technique Selection Factors -- 3.8.3 Simple Average -- 3.8.4 Exponential Smoothing -- 3.9 Problems -- References -- 4. Project Selection and Management -- 4.1 Introduction -- 4.2 Terms and Definitions -- 4.3 Types of Information Required for Evaluating a Project -- 4.4 Project Selection Models -- 4.4.1 Benifit-Cost Ratio Model -- 4.4.2 Disman Model -- 4.4.3 Pacifico Model -- 4.4.4 Mottley and Newton Model -- 4.4.5 Calculated-Risk Model -- 4.4.6 Sobelman Model -- 4.4.7 Manley Model -- 4.4.8 Profitability Index Model -- 4.4.9 Relative Worth Index Model -- 4.4.10 Dean-Sengupta Model -- 4.4.11 Net Income Present Value Model -- 4.5 Need for Project Management, Project Organization Life Cycle Phases, and Project Management Functions and Procedure Characte -- 4.6 Project Manager Responsibilities, Qualifications, Selection and Reporting -- 4.7 Project Management Methods -- 4.7.1 PERT Steps -- 4.7.2 CPM Steps -- 4.7.3 CPM/PERT Symbols -- 4.7.4 Essential Formulas and Network Critical Path Determination -- 4.7.5 CPM Advantages and Disadvantages -- 4.8 Project Management Benifits, Obstacles to Achieve Benifits, and Project Management -- 4.9 Problems -- References -- 5. Management of Engineering Design and Product Costing -- 5.1 Introduction -- 5.2 Design Types and Approach -- 5.3 Expectations from a Design Department and Product Design-Related Area Requiring Decisions -- 5.4 Engineering Design Manpower and Tasks and Qualities of a Design Engineer -- 5.5 Design Reviews and Design Review Team, Team Chairperson, and Questions.

5.6 Engineering Drawing Types, Uses, and Guidelines for Drafting Managers When Producing Original Drawings with Computer-Aided D -- 5.7 Reasons and a Procedure for Product Costing -- 5.8 Product Life Cycle Costing -- 5.8.1 Cost Estimation Models -- 5.9 New Product Pricing -- 5.9.1 Product Pricing Model -- 5.10 Problems -- References -- 6. Management of Proposals and Contract -- 6.1 Introduction -- 6.2 Technical Proposal Types, Higher-Level Management Considerations in Proposal Development, and a Proposal Development Procedu -- 6.3 Proposal Components and Format and RFP -- 6.4 Classifications, Layout, and Benifits and Drawbacks of Engineering Specifications -- 6.5 Contact Provisions, Contract Type Determining Factors, and Contract Types -- 6.6 Engineering Contract Documents and Contractor Selection Factors -- 6.7 Contract Negotiation Approach and Negotiator's Characteristics -- 6.8 Mathematical Models for Contracting -- 6.9 Problems -- References -- 7. Creativity and Innovation -- 7.1 Introduction -- 7.2 Creativity and Invention Definitions, Classifications of Inventions, and Factors in Creativity -- 7.3 Creativity Climate, Ways and Guidelines to Develop Creativity, and Creative Problem-Solving Processes -- 7.4 Types of Barriers to Creative Thinking, Management Barriers to Creativity, and Innovation Prevention Reasons -- 7.5 Individual Creative Person, Engineer, and Manager Characteristics -- Attributes of a Manager of Creative People -- and a Noncrea -- 7.6 New Idea Generation, Presentation, Evaluation, and Elimination -- 7.6.1 New Idea Generation -- 7.6.2 New Idea Presentation -- 7.6.3 New Idea Evaluation -- 7.6.4 New Idea Elimination -- 7.7 Creativity Methods -- 7.7.1 Group Brainstorming Method -- 7.7.2 Checklist Method -- 7.7.3 CNB Method -- 7.7.4 Gordon Method -- 7.7.5 Forced-Relationships Method -- 7.7.6 Single-Person Method.

7.7.7 Attribute-Listing Method -- 7.7.8 And-Also Method -- 7.7.9 Tear-Down Approach -- 7.8 Problems -- References -- 8. Concurrent Engineering -- 8.1 Introduction -- 8.2 Concurrent Engineering Objectives and Basic Principles -- 8.3 Applying the Concurrent Engineering Concept -- 8.3.1 Concurrent Engineering Concept Introduction- -- 8.4 Concurrent Engineering Team and Associated Areas -- 8.4.1 Concurrent Engineering Team Formation -- 8.4.2 Concurrent Engineering Team Plan -- 8.4.3 Concurrent Engineering Team Charter -- 8.4.4 Concurrent Engineering Team Leadership and Mento's Role -- 8.4.5 Team Management and Limitations -- 8.4.6 Good Concurrent Engineering Team Characteristics -- 8.5 Concurrent Engineering Process-Related Methodologies and Techniques -- 8.6 Useful Concurrent Engineering Guidelines and Guidelines for Handling Conflicts in the Concurrent Engineering Environment -- 8.7 Concurrent Engineering Advantages, Savings Due to Concurrent Engineering, and Its Risks -- 8.8 Problems -- References -- 9. Value Engineering -- 9.1 Introduction -- 9.2 Value Engineering Terms and Definitions -- 9.3 Value Engineering Objectives and Reasons for the Unnecessary Cost and for Not Having a Value Engineering Program -- 9.4 Determining the Need for a Value Engineering Program -- 9.5 Value Engineering Phases -- 9.5.1 Team Selection Phase -- 9.5.2 Information Collection Phase -- 9.5.3 Brainstorming Phase -- 9.5.4 Alternative Evaluation Phase -- 9.5.5 Alternative Development Phase -- 9.5.6 Recommendation Phase -- 9.5.7 Implementation Phase -- 9.6 Application of Value Engineering to New Products-Related Factors and Value Engineering Techniques -- 9.7 Management Responsibilities to the Value Engineering Program, Test for Value Questions, and Poor Value Factors -- 9.8 Value Engineer's Functions and Characteristics and Value Engineering-Related Savings and Benefits.

9.9 Problems -- References -- 10. Reverse Engineering -- 10.1 Introduction -- 10.2 Reverse Engineering Terms and Definitions -- 10.3 Reverse Engineering Objectives, Clone-Surrogate Reverse Engineering, and Basic Considerations -- 10.4 Reverse Engineering Method -- 10.5 Reverse Engineering Documentation -- 10.6 Software Reversing Engineering -- 10.6.1 Software Reverse Engineering Tasks and Tools -- 10.6.2 Software Reverse Engineering Application Areas and Project Selection -- 10.6.3 Software Reverse Engineering Benefits, Difficulties, and Related Pointers -- 10.7 Reverse Engineering-Related Court Cases and Laws -- 10.8 Reverse Engineering Team and Tips for Success -- 10.9 Tradional and Reverse Engineering Design Processes and Future Reverse Engineering Challenges -- 10.10 Problems -- References -- 11. Configuration Management -- 11.1 Introduction -- 11.2 Configuration Management Terms and Definitions -- 11.3 Types of Product Changes and Their Reasons During Design and Production -- 11.4 Reasons for and Objectives of Having a Configuration Management System -- 11.5 Configuration Management Plan and Disciplines -- 11.5.1 Identification -- 11.5.2 Control -- 11.5.3 Configuration Status Accounting -- 11.6 Configuration Management Organization -- 11.6.1 Configuration Control Board -- 11.7 Configuration Manager Responsibilities and Qualities -- 11.8 Successful Configuration Management Characteristics and Guidelines for Controlling Products' Configuration and Documentatio -- 11.9 Symptoms of Ineffective Application of Configuration Management -- 11.10 Software Configuration Management -- 11.11 Problems -- References -- 12. Total Quality Management -- 12.1 Introduction -- 12.2 TQM-Related Terms and Definitions -- 12.3 TQM and Traditional Quality Assurance Program Versus TQM -- 12.4 TQM Principles and Components -- 12.5 Deming's Approach to TQM.

12.6 TQM Methods and Techniques.