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A guide to using the power of design flexibility to improve the performance of complex technological projects, for designers, managers, users, and analysts. Project teams can improve results by recognizing that the future is inevitably uncertain and that by creating flexible designs they can adapt to eventualities. This approach enables them to take advantage of new opportunities and avoid harmful losses. Designers of complex, long-lasting projects--such as communication networks, power plants, or hospitals--must learn to abandon fixed specifications and narrow forecasts. They need to avoid the "flaw of averages," the conceptual pitfall that traps so many designs in underperformance. Failure to allow for changing circumstances risks leaving significant value untapped. This book is a guide for creating and implementing value-enhancing flexibility in design. It will be an essential resource for all participants in the development and operation of technological systems: designers, managers, financial analysts, investors, regulators, and academics. The book provides a high-level overview of why flexibility in design is needed to deliver significantly increased value. It describes in detail methods to identify, select, and implement useful flexibility. The book is unique in that it explicitly recognizes that future outcomes are uncertain. It thus presents forecasting, analysis, and evaluation tools especially suited to this reality. Appendixes provide expanded explanations of concepts and analytic tools.
Given that engineering flexibility can potentially provide a competitive advantage, the question then becomes: Precisely how valuable is this flexibility? However, traditional methods often fail to accurately capture the economic value of investments in an environment of widespread uncertainty and rapid change. The real options method represents the new state-of-the-art technique for valuation and management of strategic investments, enabling corporate decision-makers to leverage uncertainty and limit downside risk. Real Options in Engineering Design, Operations, and Management presents and synthesizes the body of knowledge in the area of real options for engineering systems. Providing case studies and step-by-step computations of real options valuation, it covers engineering applications across different disciplines such as industrial and civil engineering, and computer science. The authors review financial-option research results, consider how to quantify engineering activities, and analyze optimal business strategies based on a variety of real option models. They integrate academic work on real options in engineering, current practice, and discussion of future needs and opportunities. Flexibility in decision making allows firms to compete more effectively in a world of substantial price and demand uncertainty, product variety, short product life cycles, and rapid product development. And with more frequent demands being placed on engineering systems to change, managers and manufacturing systems must react to events as they unfold. This book explores a real options modeling framework for engineering transitions that allows decision makers to capture and investigate several alternatives for improving an engineering system.
(cont.) Two case studies demonstrate the benefits of the analysis methodology. One is inspired from the development of a parking garage near the Bluewater commercial center in the United Kingdom. The other relates to the development of a real estate project in the United States. Results from case studies show improvement compared to inflexible design of engineering systems while still requiring minimal computational effort. This, together with appropriate policy recommendations, provides incentives for dissemination of the analysis methodology in industry and government. The simplicity of the methodology and use of tools already familiar to the firm and government agency alleviate political barriers to implementation. It allows designers and program managers to remain within established framework, rules, and management constraints. It favors transparent presentation and efficient application to design and management of engineering systems, thus allowing program managers to present the natural evolution of decisions to senior decision-makers.
In the competitive business arena companies must continually strive to create new and better products faster, more efficiently, and more cost effectively than their competitors to gain and keep the competitive advantage. Computer-aided design (CAD), computer-aided engineering (CAE), and computer-aided manufacturing (CAM) are now the industry standard. These seven volumes give the reader a comprehensive treatment of the techniques and applications of CAD, CAE, and CAM.
Robuste Regelung stellt einen für die praktische Umsetzung wichtigen Aspekt der Regelungstheorie dar. Sie gibt Auskunft, ob die Einschwingvorgänge linearer Regelsysteme rasch abklingen. Dies ist wichtig bei realen Systemen, bei denen sich starke Änderungen der Betriebsbedingungen einstellen, in der Praxis z.B. bei einem Kran mit variabler Seillänge oder Lastmasse, aber auch bei einem Flugzeug, das mit verschiedenen Geschwindigkeiten in verschiedenen Höhen fliegt. Robuste Regelung von Jürgen Ackermann liefert den neuesten Stand der Verfahren zur Robustheitsanalyse. Es werden Entwurfswerkzeuge (Parameterraum-Verfahren, Gütevektor-Optimierung) vorgestellt und auf die Regelung praktischer mechanischer Systeme aus Automobil- und Luftfahrttechnik angewendet. Angesprochen sind in erster Linie Ingenieure der Elektrotechnik und des Maschinenbaus.
strategy, but we also focus on execution. We talk about organizational design, and also refect on leadership practices. Our assumption is that in a dynamic world, leaders at all levels, have to constantly switch gears, wear different hats, and na- gate at different altitudes. They have to think about the “total” enterprise, not in terms of compartmentalized silos or felds of functional expertise. Much like a g- eral contractor, they have to draw on specialized expertise, as and when needed, yet keep the big picture in mind. Our hope is that our diagnostic tools can help teams develop a shared frame of reference and generate cross-functional dialogue. The third driving force behind this second edition is the gradual convergence between the worlds of entrepreneurial start-ups and challenges facing established corporations. Innovation, agility, and initiative are no longer the exclusive preserve of start-ups. Established companies are looking for ways to re-invent themselves, to innovate, to think creatively, and to make their enterprises more fexible, agile and entrepreneurial. We have had the good fortune to sit at the intersection of these two worlds. We hope our ideas can beneft both groups. We set out to provide a “buffet table”, a menu of options that can be helpful for the two ends of the spectrum.

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