Engineering and Product Development Management

Stephen Armstrong is a partner of AMGI-Bywater, an international strategic management consultancy. He has a proven track record as a performance improvement expert in technologically complex environments - from individual executive leadership performance to broad enterprise wide improvement. He provides services directly to CEOs, executive teams and steering groups leading various types of performance improvement transformation initiatives. Stephen began his career first as an apprentice, then as a graduate engineer in the aerospace industry, specializing in manufacturing engineering research and development in advanced composite materials. He entered the management consulting profession in 1988 joining KPMG (formerly Stevenson Kellogg Ernst and Whinney) and has developed innovative approaches and proprietary methodologies in the areas of strategic change and future state visioning, business design/transformation, new product development (NPD), Lean process management, ERP implementation, organizational development, and enterprise integration. While at KPMG he earned the Certified Management Consultant (CMC) - the international premier qualification in the profession. In 1993, Stephen undertook his first entrepreneurial venture by developing an integrated product development process that was adopted by numerous aerospace and defense companies. He has adapted performance improvement methodologies to a broad range of industry sectors to achieve dramatic improvements by coaching his clients' self-directed innovation teams within integrated enterprise systems architecture. Stephen has also assisted many CEOs and executive teams to develop stakeholder-driven strategic plans and to resolve key issues of governance at senior management levels. His coaching delivery is based on practitioner-based expertise in change management, operations management, engineering and product development management, technology management and project management. Stephen teaches a Masters cours

• Part I. Understanding Engineering Process Management: 1. The holistic approach to managing engineering operations; 2. An overview of engineering process management; 3. Organization of engineering tasks; Part II. Applying Engineering Processes to Program Management: 4. Roles and responsibilities; 5. Approach to program and project management; 6. An integrated team member's guide to performing a task; 7. Program structuring and planning; 8. Risk assessment; 9. Program initiation and execution; 10. Program reviews; 11. Engineering change management and product data management; Part III. Deploying Engineering Process Management: 12. Organizing for deployment; 13. Overcoming resistance to change; 14. Implementing IPD - lessons learned case study; Part IV. Appendices: Glossary; List of figures and tables; Bibliography.

'… Stephen Armstrong's book makes a good contribution to the body of knowledge on product development, and deserves a place in the library of any manager working in this area.' IEE Review Careers