实现新程序（如并行工程（CE））的经典方法有着不稳定的历史。CIM、JIT、质量圈等都是实施不力的受害者。CE更为复杂，因为它涉及管理、工程、制造、后勤支持等。成功实施CE的关键不是由高层管理人员推动CE进入公司。CE只会发生在公司的子部门，这些子部门能够发现并协调一个共同的业务问题，从而激励所有相关人员进行变革。本文讨论了要成功实现CE应该做什么和不应该做什么。

THE CLASSICAL METHODS FOR IMPLEMENTING NEW PROGRAMS SUCH AS CONCURRENT ENGINEERING (CE) HAVE A ROCKY HISTORY. CIM, JIT, QUALITY CIRCLES, ETC. ARE SOME OF THE CASUALTIES OF POOR IMPLEMENTATION. CE IS EVEN MORE COMPLEX AS IT INVOLVES MANAGEMENT, ENGINEERING, MANUFACTURING, LOGISTICAL SUPPORT, ETC. THE KEY TO A SUCCESSFUL CE IMPLEMENTATION IS NOT DONE BY TOP MANAGEMENT PUSHING CE INTO THE COMPANY. CE WILL OCCUR ONLY IN THOSE SUB-UNITS OF A CORPORATION THAT CAN DISCOVER AND ALIGN BEHIND A COMMON BUSINESS PROBLEM THAT WILL MOTIVATE EVERYONE INVOLVED TO CHANGE. THIS PAPER ADDRESSES WHAT TO DO AND WHAT NOT TO DO TO SUCCESSFULLY IMPLEMENT CE.