Show simple item record

dc.contributor.advisorOlivier L. de Weck.en_US
dc.contributor.authorKnight, Matthew T. (Matthew Trevor)en_US
dc.contributor.otherMassachusetts Institute of Technology. Engineering Systems Division.en_US
dc.date.accessioned2014-01-09T19:55:44Z
dc.date.available2014-01-09T19:55:44Z
dc.date.issued2013en_US
dc.identifier.urihttp://hdl.handle.net/1721.1/83793
dc.descriptionThesis (S.M. in Engineering and Management)--Massachusetts Institute of Technology, Engineering Systems Division, 2013.en_US
dc.descriptionCataloged from PDF version of thesis.en_US
dc.descriptionIncludes bibliographical references (pages 91-93).en_US
dc.description.abstractEngineering change management (ECM) is an essential but challenging cross-functional discipline within modern product development firms. ECM is best explained as a discipline because no single process can characterize the complex interactions between stakeholders, processes, information systems, knowledge management practices and cultural factors that enable the control of technical design change. One major challenge to product development projects is gaining actionable a priori insight into the risk of technical design change in order to allocate resources to mitigate specific risks. This thesis employs systems thinking skills to identify and analyze corresponding a priori factors within a product development firm that designs large complex systems. A case study framework provides qualitative ECM analysis from an enterprise perspective with supporting empirical stakeholder interview data. Furthermore, the research design employs more than 7,000 design defects from three large system development programs to experiment with data-mining models for classifying and predicting technical defects. This research reveals some ECM risk factors and corresponding enterprise policies in the context of process, information, and stakeholder interactions. This study also offers both executable and conceptual quantitative defect models that are appropriate for proactive risk mitigation within specific ECM processes. Ultimately, this holistic analysis provides policy recommendations for the selected enterprise, and identifies factors that have general implications for contemporary industry.en_US
dc.description.statementofresponsibilityby Matthew T. Knight.en_US
dc.format.extent106 pagesen_US
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsM.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.en_US
dc.rights.urihttp://dspace.mit.edu/handle/1721.1/7582en_US
dc.subjectEngineering Systems Division.en_US
dc.titleHardware engineering change management : an enterprise analysis of factors contributing to technical changeen_US
dc.title.alternativeEnterprise analysis of factors contributing to technical changeen_US
dc.typeThesisen_US
dc.description.degreeS.M.in Engineering and Managementen_US
dc.contributor.departmentMassachusetts Institute of Technology. Engineering Systems Division
dc.identifier.oclc865471442en_US


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record