Manprint pp 95-125 | Cite as

Management Integration Methods

  • Elliott Mittler
  • Glen M. Hewitt
  • Charles A. Vehlow

Abstract

Managing large scale product design and development requires an extraordinary amount of coordination and communication among workers and managers. Collaboration is often complicated by traditionally static hierarchical management structures which inhibit smooth product flow through development processes that cut across functional lines. New approaches to project management suggest integration principles that are useful to managers of complex systems projects. This chapter surveys the history of managerial theory, summarizes its principles relevant to MANPRINT, and describes integration methods and experiences of organizations who have recently managed MANPRINT projects.

Keywords

Project Management Task Analysis Design Issue Management Integration Human Relation 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Suggestions for Further Reading

  1. Cleland, D. I., & King, W. R. (1983). Systems analysis and project management. New York: McGraw-Hill.Google Scholar
  2. Karger, D. W., & Murdick, R. G. (1980). Managing engineering and research. New York: Industrial Press, Inc.Google Scholar
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  4. Kerzner, H. (1979). Project management. New York: Van Nostrand Reinhold.Google Scholar

Copyright information

© Van Nostrand Reinhold 1990

Authors and Affiliations

  • Elliott Mittler
  • Glen M. Hewitt
  • Charles A. Vehlow

There are no affiliations available

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