Sammy Shina - Engineering Project Management for the Global High Technology Industry

Engineering Project Management for the Global High-Technology Industry

About the Author

Sammy G. Shina, Ph.D., P.E., is a professor of mechanical engineering at the University of Massachusetts Lowell (UML), and has lectured in the University of Pennsylvanias ExMSE Program and at the University of California Irvine. He is the coordinator of the Design and Manufacturing Certificate, the Quality Engineering Certificate, mechanical engineering senior capstone projects, and co-op education for the College of Engineering at UML. He is the founder of the New England Lead-Free Electronics Consortium, which researches, tests, and evaluates materials and processes for lead-free and RoHS compliance and conversion to nano-technology.

Dr. Shina is an international consultant, trainer, and seminar provider on project management, quality methods in design and manufacturing, Six Sigma, and design of experiments (DoE), as well as technology supply chains, product design and development, and electronics manufacturing, testing, and automation. He worked for 22 years in high-technology companies developing new products and state-of-the-art manufacturing technologies. Dr. Shina received B.S. degrees in electrical engineering and industrial management from Massachusetts Institute of Technology, an M.S. degree in computer science from Worcester Polytechnic Institute, and a Ph.D. degree in mechanical engineering from Tufts University. He is the author of several best-selling books on concurrent engineering, Six Sigma, green design, and engineering project management, and more than 100 papers.

Engineering Project Management for the Global High-Technology Industry

Sammy G. Shina, Ph.D., P.E.

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To my wife Jackie,

and our children and grandchildren.

Contents

Preface

E ngineering project management is becoming more important as technology companies compete in a worldwide market for customers desiring high-quality and low-cost products. The project manager (PM) has to be a jack of all trades, a product champion, a great organizer, a leader, mentor, and motivator of the team; the PM has to be an effective communicator, a salesperson, a financial analyst, and much more. The PM today must be an expert in technology, quality, cost, teamwork, supply chains, and market dynamics. The PM must always balance priorities and make good decisions regarding resource allocation, schedule variability, cost, technology adoption, and risk management.

This book attempts to augment the basic project-management principles of scheduling, tracking, and control of projects with answering many of the questions posed by the role of technology in new product creation. Why do some companies thrive in the technology arena, while others start well but cannot maintain the momentum? Why is it so difficult for companies to enter some markets? What are the options available to companies for setting new product price and performance? What types of organizational structures and methods are needed to successfully manage technical projects? How can company resources and the supply chain be leveraged?

This book attempts to answer these questions by examining product lifecycles, project management types, and where they should be used as well as tools and techniques of quality cost and marketplace. Economic analysis of the project potential and how to best leverage internal resources versus supply chains, as well as risk and rewards of project decisions, are also examined. The book illustrates these principles with examples of current technology-company policies, some drawn from the headlines and some from my own experience. I have an extensive history of managing many development projects, consulting to technology companies, and researching the tools and techniques of new product creation. In addition, long conversations and meetings with many of the creators of project management tools, CEOs, and members of the boards of directors of companies, and several expert-witness litigation cases, have given me a unique perspective of the challenges and concerns of global technology companies.