Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183629
V. Bhat
The author provides guidelines to assess the level of technical and commercial risks in an R&D project. Project risks can be reduced by either lessening them or mitigating their consequences. A number of strategies to reduce R&D project risks are presented, and a basis for strategies that reduce the consequences of project risks using the utility concepts is provided. A framework to develop generic strategies to reduce risks is also presented. According to the framework presented, no one strategy is ideal. A variety of strategies to reduce risk can be chosen depending on the level technical and commercial risks.<>
{"title":"Generic risk reduction strategies for R&D projects","authors":"V. Bhat","doi":"10.1109/PICMET.1991.183629","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183629","url":null,"abstract":"The author provides guidelines to assess the level of technical and commercial risks in an R&D project. Project risks can be reduced by either lessening them or mitigating their consequences. A number of strategies to reduce R&D project risks are presented, and a basis for strategies that reduce the consequences of project risks using the utility concepts is provided. A framework to develop generic strategies to reduce risks is also presented. According to the framework presented, no one strategy is ideal. A variety of strategies to reduce risk can be chosen depending on the level technical and commercial risks.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"87 1","pages":"262-265"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85584422","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183754
M. Shaw
A formal heuristic investigation was performed to address the question: What is the experience of making a mathematical model of a natural phenomenon? The data analysis has been represented via a structural flow diagram in prior publications, which emphasized both the cognitive and emotional features of the scientifically creative process. In the present work, the author compares and contrasts his model with other models, focusing on parameters such as intrinsic motivation and affect tolerance. Implications and applications emerged in the areas of creativity, validation, education, and motivation. It is concluded that far too little emphasis has been placed on the affective components (feelings, emotions) of the creative process, and it is suggested that it is important to understand, teach, recognize, and tolerate emotions in order to learn to trust natural abilities and intuition.<>
{"title":"On the creative process in science and engineering","authors":"M. Shaw","doi":"10.1109/PICMET.1991.183754","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183754","url":null,"abstract":"A formal heuristic investigation was performed to address the question: What is the experience of making a mathematical model of a natural phenomenon? The data analysis has been represented via a structural flow diagram in prior publications, which emphasized both the cognitive and emotional features of the scientifically creative process. In the present work, the author compares and contrasts his model with other models, focusing on parameters such as intrinsic motivation and affect tolerance. Implications and applications emerged in the areas of creativity, validation, education, and motivation. It is concluded that far too little emphasis has been placed on the affective components (feelings, emotions) of the creative process, and it is suggested that it is important to understand, teach, recognize, and tolerate emotions in order to learn to trust natural abilities and intuition.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"104 1","pages":"635-639"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85912242","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183758
T. Nakahara, K. Taniguchi, M. Murakami
The diversification of business at Sumitomo Electric Industries, Ltd. is discussed, and some examples of R&D management which have been designed from the viewpoint of involving all the people of the company through effective knowledge transfer are presented. This management has involved every level from executives to research assistants and whole groups of people, including not only the R&D group but also the corporate staff. Three unique systems are introduced, and these are harmonized into a corporate R&D culture. Consideration is given to the Reactive Integration Committee, which is at the strategy level of the concept; the categorization of R&D projects, which is at the management control level; and K-K activity, which is at the operation control level.<>
{"title":"R&D management for diversification of business","authors":"T. Nakahara, K. Taniguchi, M. Murakami","doi":"10.1109/PICMET.1991.183758","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183758","url":null,"abstract":"The diversification of business at Sumitomo Electric Industries, Ltd. is discussed, and some examples of R&D management which have been designed from the viewpoint of involving all the people of the company through effective knowledge transfer are presented. This management has involved every level from executives to research assistants and whole groups of people, including not only the R&D group but also the corporate staff. Three unique systems are introduced, and these are harmonized into a corporate R&D culture. Consideration is given to the Reactive Integration Committee, which is at the strategy level of the concept; the categorization of R&D projects, which is at the management control level; and K-K activity, which is at the operation control level.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"294 1","pages":"652-655"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73166355","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183632
Z. Sinuany-Stern, A. Amitai
The authors discuss the post-evaluation of a large engineering project in Beer-Sheva, Israel, in which a new production line was constructed using new technology to produce a new cleaning detergent. In this post-evaluation, half of the evaluators graded the project as a success, while the other half as a failure. But after using the analytical hierarchy (AHP), considering several attributes, the overall grade of grade of each evaluator was high. The six attributes used were: meeting the schedule, meeting the budget, how closely the original design was followed, performance quality, level of design, and the level of maintenance and accessibility of parts.<>
{"title":"The post-evaluation of an engineering project via AHP","authors":"Z. Sinuany-Stern, A. Amitai","doi":"10.1109/PICMET.1991.183632","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183632","url":null,"abstract":"The authors discuss the post-evaluation of a large engineering project in Beer-Sheva, Israel, in which a new production line was constructed using new technology to produce a new cleaning detergent. In this post-evaluation, half of the evaluators graded the project as a success, while the other half as a failure. But after using the analytical hierarchy (AHP), considering several attributes, the overall grade of grade of each evaluator was high. The six attributes used were: meeting the schedule, meeting the budget, how closely the original design was followed, performance quality, level of design, and the level of maintenance and accessibility of parts.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"6 1","pages":"275-277"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79842492","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183671
R. Neal
Summary form only given, as follows. Factors that influence the degree in which the acquisition and continued operation of new and fairly complex technologies are successful have been investigated. The study examines 14 multi-building sites in which computer energy manager systems (CEMS) were installed. A CEMS includes hardware, sensors, software, programming, analysis, and dynamic systems controls. The average age of an installation is eight years. Three measures of success are compared relative to 25 factors identified as likely to influence success. The factors fall into eight categories: age, size, scope, installation, plant condition, vendor support, in-house staffing, and system components. The findings suggest that being a customer on the cutting edge of an evolving arrangement of new technologies is very risky. Very close supervision and the development and maintenance of in-house competence relative to the new technologies can offset the risk. Rapid development in computer hardware and software overcomes early problems, but poses challenges in transitioning from one generation to the next.<>
{"title":"Computer energy management systems problems and resolutions","authors":"R. Neal","doi":"10.1109/PICMET.1991.183671","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183671","url":null,"abstract":"Summary form only given, as follows. Factors that influence the degree in which the acquisition and continued operation of new and fairly complex technologies are successful have been investigated. The study examines 14 multi-building sites in which computer energy manager systems (CEMS) were installed. A CEMS includes hardware, sensors, software, programming, analysis, and dynamic systems controls. The average age of an installation is eight years. Three measures of success are compared relative to 25 factors identified as likely to influence success. The factors fall into eight categories: age, size, scope, installation, plant condition, vendor support, in-house staffing, and system components. The findings suggest that being a customer on the cutting edge of an evolving arrangement of new technologies is very risky. Very close supervision and the development and maintenance of in-house competence relative to the new technologies can offset the risk. Rapid development in computer hardware and software overcomes early problems, but poses challenges in transitioning from one generation to the next.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"52 1","pages":"397-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80365942","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183605
F. Niwa
The author compares research and development (R&D) management between corporations whose R&D activities were evaluated by industry peers as outstanding (hereafter referred to as outstanding R&D performing corporations) and those not chosen as outstanding. A questionnaire survey was conducted in 1989 and distributed to all manufacturing corporations listed on the first and second sections of the Japanese stock exchange. The return ratio was 33.6 percent. The questions probed characteristics of outstanding R&D performing corporations and key issues of R&D sectors (such as internationalization and research personnel promotion), and R&D management (such as project evaluation). The analysis shows the characteristics of outstanding R&D performing corporations, which may serve as guidelines for other corporations. The characteristics of outstanding R&D performers are associated with their efforts in basic research, development of specific research management which is different from development management, participation of researchers on the front line in R&D decision making, their academic contributions, an open R&D atmosphere, decision making power of R&D institutions, relationship of R&D with other divisions, and improvement of R&D evaluation methods.<>
{"title":"Characteristics of Japanese R&D management excellence","authors":"F. Niwa","doi":"10.1109/PICMET.1991.183605","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183605","url":null,"abstract":"The author compares research and development (R&D) management between corporations whose R&D activities were evaluated by industry peers as outstanding (hereafter referred to as outstanding R&D performing corporations) and those not chosen as outstanding. A questionnaire survey was conducted in 1989 and distributed to all manufacturing corporations listed on the first and second sections of the Japanese stock exchange. The return ratio was 33.6 percent. The questions probed characteristics of outstanding R&D performing corporations and key issues of R&D sectors (such as internationalization and research personnel promotion), and R&D management (such as project evaluation). The analysis shows the characteristics of outstanding R&D performing corporations, which may serve as guidelines for other corporations. The characteristics of outstanding R&D performers are associated with their efforts in basic research, development of specific research management which is different from development management, participation of researchers on the front line in R&D decision making, their academic contributions, an open R&D atmosphere, decision making power of R&D institutions, relationship of R&D with other divisions, and improvement of R&D evaluation methods.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"46 1","pages":"175-177"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80446776","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183699
W. Strigel
Over the last five years MacDonald Dettwiler and Associates (MDA), a major Canadian systems integrator, has managed the transition from innovative high-tech systems development to the successful production of large software systems for the aerospace industry. It has received international recognition in meeting budget, schedule, and requirements for software systems in excess of one million lines of code. The author describes the management challenges in moving toward a structured approach with emphasis on quality, reliability, and predictability. He presents the introduction of standards, methodologies, and quality management without stifling individual creativity and innovation. Lessons learned at MDA are presented.<>
在过去的五年中，MacDonald Dettwiler and Associates (MDA)是加拿大主要的系统集成商，已经成功地从创新的高科技系统开发过渡到为航空航天工业成功生产大型软件系统。它在满足超过一百万行代码的软件系统的预算、进度和需求方面获得了国际认可。作者描述了在转向强调质量、可靠性和可预测性的结构化方法时所面临的管理挑战。他介绍了在不扼杀个人创造力和创新的情况下引入标准、方法和质量管理。介绍了MDA的经验教训。
{"title":"The transition from software development to software engineering","authors":"W. Strigel","doi":"10.1109/PICMET.1991.183699","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183699","url":null,"abstract":"Over the last five years MacDonald Dettwiler and Associates (MDA), a major Canadian systems integrator, has managed the transition from innovative high-tech systems development to the successful production of large software systems for the aerospace industry. It has received international recognition in meeting budget, schedule, and requirements for software systems in excess of one million lines of code. The author describes the management challenges in moving toward a structured approach with emphasis on quality, reliability, and predictability. He presents the introduction of standards, methodologies, and quality management without stifling individual creativity and innovation. Lessons learned at MDA are presented.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"22 1","pages":"491-498"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82151876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183582
C. Richards
Summary form only given, as follows. The author discusses the conflict that can occur between technologists and their managers. He defines this concept of conflict and then identifies methods to deal with the conflict in a productive manner. An overview of the managerial/technologist conflict (man/tech conflict) is given, and generalized models of both a technologist and a manager are derived. Through a comparison of these two models, sources of the man/tech conflict are labeled and a more definitive explanation is formulated. The evolution of a technologist into a manager is briefly discussed, and several of the shortcomings that can occur with an evolved manager are shown to possibly inflame the man/tech conflict. It is concluded that the man/tech conflict stems from the difference in problem-solving approaches and the poor communications abilities of the technologists. It is shown that a controlled form of conflict, i.e., dialectic tension, is needed for productivity, and it is the responsibility of the manager to control this conflict.<>
{"title":"The managerial/technologist conflict","authors":"C. Richards","doi":"10.1109/PICMET.1991.183582","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183582","url":null,"abstract":"Summary form only given, as follows. The author discusses the conflict that can occur between technologists and their managers. He defines this concept of conflict and then identifies methods to deal with the conflict in a productive manner. An overview of the managerial/technologist conflict (man/tech conflict) is given, and generalized models of both a technologist and a manager are derived. Through a comparison of these two models, sources of the man/tech conflict are labeled and a more definitive explanation is formulated. The evolution of a technologist into a manager is briefly discussed, and several of the shortcomings that can occur with an evolved manager are shown to possibly inflame the man/tech conflict. It is concluded that the man/tech conflict stems from the difference in problem-solving approaches and the poor communications abilities of the technologists. It is shown that a controlled form of conflict, i.e., dialectic tension, is needed for productivity, and it is the responsibility of the manager to control this conflict.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"148 1","pages":"114-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82060236","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183706
S. Bhatia
The author describes the existing technology transfer methodology used in the major high technology industries and proposes a model of technology transfer that involves research groups' focus on different aspects of the product development cycle. A case study of a large development environment is discussed. Various levels of technology transfer methods employed for achieving a highly reliable product in a short development cycle-so that the opportunity window is not missed-are discussed. Some issues in selection of appropriate technology are discussed, and suggestions for improvements are provided.<>
{"title":"Appropriate technology transfer: a must for improving global competitiveness","authors":"S. Bhatia","doi":"10.1109/PICMET.1991.183706","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183706","url":null,"abstract":"The author describes the existing technology transfer methodology used in the major high technology industries and proposes a model of technology transfer that involves research groups' focus on different aspects of the product development cycle. A case study of a large development environment is discussed. Various levels of technology transfer methods employed for achieving a highly reliable product in a short development cycle-so that the opportunity window is not missed-are discussed. Some issues in selection of appropriate technology are discussed, and suggestions for improvements are provided.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"269 1","pages":"525-528"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76567580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183616
Ilyong Kim, Chiyong Kim
The factors that affected the success or failure of R&D projects for new industrial products in the past have been explored. The success and failure factors in Korea are shown to be different from those of western countries. An empirically based selection model of R&D projects is demonstrated. Factors and weights pertaining to the model are examined, and implications and guidelines on accomplishing R&D projects successfully in Korea are provided. The results indicate that the magnitude of the potential market is important for the success of R&D projects. However, the ease of market entry is not important to the success of the R&D projects. It is also observed that project/company resource compatibility is the most important factor.<>
{"title":"Comparison of Korean of Western R&D: project selection factors for new production development","authors":"Ilyong Kim, Chiyong Kim","doi":"10.1109/PICMET.1991.183616","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183616","url":null,"abstract":"The factors that affected the success or failure of R&D projects for new industrial products in the past have been explored. The success and failure factors in Korea are shown to be different from those of western countries. An empirically based selection model of R&D projects is demonstrated. Factors and weights pertaining to the model are examined, and implications and guidelines on accomplishing R&D projects successfully in Korea are provided. The results indicate that the magnitude of the potential market is important for the success of R&D projects. However, the ease of market entry is not important to the success of the R&D projects. It is also observed that project/company resource compatibility is the most important factor.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"124 1","pages":"207-210"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87840143","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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