This paper analyzes the tremendous advance of technology and rapid growth of productivity in the US Engineering and Scientific Instrument Industry (SIC 3811). The existence and the effect of unmeasured input quality change in the official price index are explored. Semiconductors and electronics are identified as the major input components that contain substantial unmeasured input quality changes. A method that incorporates the total factor productivity (TFP) growth in the semiconductor and electronics industry into the cost structure of the instrument industry is used to adjust for the semiconductor prices. As expected, the productivity growth in the instrument industry is overestimated with the existence of unmeasured input quality improvement. (This effect might be smaller or even reversed if account is taken of quality change in the output of scientific instruments.) The results have strong implications for national science and technology policies: the semiconductor industry lies at the core of quality change and productivity advances in other industries as well, particularly in the computers and telecommunications equipment industries where the downstream effects have been measured.
{"title":"Technological advance and productivity growth in the US Engineering and Scientific Instrument Industry: adjustment for unmeasured performance change in semiconductor inputs","authors":"C. Fu, J. Norsworthy","doi":"10.1109/EMS.2000.872532","DOIUrl":"https://doi.org/10.1109/EMS.2000.872532","url":null,"abstract":"This paper analyzes the tremendous advance of technology and rapid growth of productivity in the US Engineering and Scientific Instrument Industry (SIC 3811). The existence and the effect of unmeasured input quality change in the official price index are explored. Semiconductors and electronics are identified as the major input components that contain substantial unmeasured input quality changes. A method that incorporates the total factor productivity (TFP) growth in the semiconductor and electronics industry into the cost structure of the instrument industry is used to adjust for the semiconductor prices. As expected, the productivity growth in the instrument industry is overestimated with the existence of unmeasured input quality improvement. (This effect might be smaller or even reversed if account is taken of quality change in the output of scientific instruments.) The results have strong implications for national science and technology policies: the semiconductor industry lies at the core of quality change and productivity advances in other industries as well, particularly in the computers and telecommunications equipment industries where the downstream effects have been measured.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"10 8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116873248","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}
To commercialize disruptive technologies, new technology commercialization models need to be used. These model include expeditionary marketing but also should focus on the type of competencies that the R&D organization possesses to be able to attract new partners in the process. This paper looks at these models and applies them to the LIGA processes at Sandia National Laboratories/California.
{"title":"Commercialization of distruptive technologies: the process of discontinuous innovations","authors":"J. Hruby, S. Kassicieh, S. Walsh","doi":"10.1109/EMS.2000.872526","DOIUrl":"https://doi.org/10.1109/EMS.2000.872526","url":null,"abstract":"To commercialize disruptive technologies, new technology commercialization models need to be used. These model include expeditionary marketing but also should focus on the type of competencies that the R&D organization possesses to be able to attract new partners in the process. This paper looks at these models and applies them to the LIGA processes at Sandia National Laboratories/California.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128593561","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}
Members of the Institute of Electrical and Electronics Engineers (IEEE) that reside in the US have funded IEEE-USA, an organization with mandatory membership fees that are included in the annual IEEE membership dues. Supporting the development of national policies that serve the special interests of IEEE-USA members has been one of the responsibilities of IEEE-USA. The policy proposals developed by IEEE-USA are formulated by committees composed of US technical representatives from the various technical societies that make-up the overall international component of IEEE. The author proposes to reorganize IEEE-USA so that the Washington, DC office is retained to provide an interface with the President and the Congress, but the current policy committees would be restructured. The author also recommends changing the goals of IEEE-USA from supporting member interests to providing the costs and benefits of various policy alternatives of interest to IEEE-USA members. Finally, policy analysis and synthesis by IEEE USA committees would be published in IEEE Transactions on Engineering Management and other IEEE journals in parallel with their distribution to Congress and the President. Funding support for IEEE-USA would be retained as a condition of membership for US members.
{"title":"Reengineering the IEEE-USA policy organization","authors":"J. Gover","doi":"10.1109/EMS.2000.872585","DOIUrl":"https://doi.org/10.1109/EMS.2000.872585","url":null,"abstract":"Members of the Institute of Electrical and Electronics Engineers (IEEE) that reside in the US have funded IEEE-USA, an organization with mandatory membership fees that are included in the annual IEEE membership dues. Supporting the development of national policies that serve the special interests of IEEE-USA members has been one of the responsibilities of IEEE-USA. The policy proposals developed by IEEE-USA are formulated by committees composed of US technical representatives from the various technical societies that make-up the overall international component of IEEE. The author proposes to reorganize IEEE-USA so that the Washington, DC office is retained to provide an interface with the President and the Congress, but the current policy committees would be restructured. The author also recommends changing the goals of IEEE-USA from supporting member interests to providing the costs and benefits of various policy alternatives of interest to IEEE-USA members. Finally, policy analysis and synthesis by IEEE USA committees would be published in IEEE Transactions on Engineering Management and other IEEE journals in parallel with their distribution to Congress and the President. Funding support for IEEE-USA would be retained as a condition of membership for US members.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128611032","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}
By definition, "technology" as "embodied knowledge" can bear a price ranging from zero (essentially a "free good" in infinite supply) to a very high monopolistic limit (the offering has unique characteristics/markets providing it noncompetitive advantages). Theoretically therefore, value price can fall anywhere between zero and infinity. The challenge therefore is to find an optimum price point where the net economic benefit to a specific customer intersects a specific provider's cost/margin requirements. However, unlike market pricing, value pricing requires the understanding of: (1) the unique requirements of each customer, both in terms of solution and payment; and (2) the provider's ability to develop unique, customer-specific offering/s, both in terms of solution and payment. These two factors essentially determine the bargaining power between the customer and provider in order to attain a value-price point.
{"title":"The value pricing of information technology services","authors":"M. Alunkal","doi":"10.1109/EMS.2000.872513","DOIUrl":"https://doi.org/10.1109/EMS.2000.872513","url":null,"abstract":"By definition, \"technology\" as \"embodied knowledge\" can bear a price ranging from zero (essentially a \"free good\" in infinite supply) to a very high monopolistic limit (the offering has unique characteristics/markets providing it noncompetitive advantages). Theoretically therefore, value price can fall anywhere between zero and infinity. The challenge therefore is to find an optimum price point where the net economic benefit to a specific customer intersects a specific provider's cost/margin requirements. However, unlike market pricing, value pricing requires the understanding of: (1) the unique requirements of each customer, both in terms of solution and payment; and (2) the provider's ability to develop unique, customer-specific offering/s, both in terms of solution and payment. These two factors essentially determine the bargaining power between the customer and provider in order to attain a value-price point.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127809720","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}
Mobius presents an in-depth look at a Sino-U.S. equity joint venture established in the People's Republic of China in 1994. It is a case of reverse technology transfer in which a US company (founded by ethnic Chinese), seeking an entry into the Chinese market, is induced to establish a joint venture in China in response to a purported "world class technology" breakthrough by a respected Chinese university. The case is highly relevant as it illustrates present problems in the Chinese marketplace; levels of technology in developing countries, protection of intellectual property rights, and partnership interactions.
{"title":"Mobius: a case study [reverse technology transfer]","authors":"W. Knoth, R. Boylan, S. Walsh","doi":"10.1109/EMS.2000.872474","DOIUrl":"https://doi.org/10.1109/EMS.2000.872474","url":null,"abstract":"Mobius presents an in-depth look at a Sino-U.S. equity joint venture established in the People's Republic of China in 1994. It is a case of reverse technology transfer in which a US company (founded by ethnic Chinese), seeking an entry into the Chinese market, is induced to establish a joint venture in China in response to a purported \"world class technology\" breakthrough by a respected Chinese university. The case is highly relevant as it illustrates present problems in the Chinese marketplace; levels of technology in developing countries, protection of intellectual property rights, and partnership interactions.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127958401","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}
In order to meet the increasing demand of semiconductor devices with minimum incremental cost, a 125 mm CMOS fab was converted to a 150 mm power BiCMOS. This paper focuses on the challenges encountered and experience learned from the shutting down of the 125 mm production from the perspective of product management. Since the shut down of our fab involved multiple internal organizations, the teamwork of multiple individuals who did not report to the fab management team was needed. Because of the complexity of the conversion and the limited human and financial resources available, great resistance was experienced in shutting down of a profit-making factory even in an effort to increase profit in the long run. Thorough communication of our vision and obtaining management "buy-in", we were able to win the team work of all the key players. The 125 mm fab provided semiconductor devices to four internal business organizations with over 60 business units. The next issue encountered was to decide which product to "keep" vs. to "kill". With an approach that relied on communication, creativity, willingness to take calculated risk, the 125 mm production was shut down successfully on time within 12 month while die delivery impact to customer is minimized.
为了以最小的增量成本满足半导体器件日益增长的需求，将125 mm CMOS晶圆厂转换为150 mm功率BiCMOS晶圆厂。本文主要从产品管理的角度分析了125mm停产过程中遇到的挑战和经验。由于我们的晶圆厂关闭涉及多个内部组织，因此需要多个不向晶圆厂管理团队报告的个人的团队合作。由于转型的复杂性和有限的人力和财力资源，即使是为了增加长期利润而关闭一个盈利的工厂，也会遇到很大的阻力。充分沟通我们的愿景，并获得管理层的“支持”，我们能够赢得所有关键球员的团队合作。125毫米的晶圆厂为四个内部业务组织提供半导体设备，超过60个业务单位。遇到的下一个问题是决定“保留”与“杀死”哪个产品。通过沟通、创造力和承担风险的意愿，125毫米的生产在12个月内成功关闭，同时将模具交付对客户的影响降至最低。
{"title":"Case study: product management during shut down of a CMOS production fab","authors":"G. Kong","doi":"10.1109/EMS.2000.872528","DOIUrl":"https://doi.org/10.1109/EMS.2000.872528","url":null,"abstract":"In order to meet the increasing demand of semiconductor devices with minimum incremental cost, a 125 mm CMOS fab was converted to a 150 mm power BiCMOS. This paper focuses on the challenges encountered and experience learned from the shutting down of the 125 mm production from the perspective of product management. Since the shut down of our fab involved multiple internal organizations, the teamwork of multiple individuals who did not report to the fab management team was needed. Because of the complexity of the conversion and the limited human and financial resources available, great resistance was experienced in shutting down of a profit-making factory even in an effort to increase profit in the long run. Thorough communication of our vision and obtaining management \"buy-in\", we were able to win the team work of all the key players. The 125 mm fab provided semiconductor devices to four internal business organizations with over 60 business units. The next issue encountered was to decide which product to \"keep\" vs. to \"kill\". With an approach that relied on communication, creativity, willingness to take calculated risk, the 125 mm production was shut down successfully on time within 12 month while die delivery impact to customer is minimized.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128490560","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}
The importance of technological capability enhancement in today's highly competitive and demanding business environment is well accepted. This paper proposes a methodology to assess the elements of acquisitive, operative, adaptive, innovative, supportive and marketing capabilities, all of which together constitute the technological capability of a firm. The proposed methodology comprises five steps: identification of value addition stages performed by a firm; determination of technological capabilities needed at these stages; development of indicators for assessing the identified technological capabilities; benchmarking the capabilities assessed with a state-of-the-art firm; and analysis of the reasons for the technological capability gap between the firm being studied and the state-of-art firm. Based on the former study in this field and considering the particulars of Chinese companies, this paper brings about a new theoretic model for technological capability assessment. The development of the indicators is illustrated using a firm from the information technology (IT) sector. Some suggestions are then made as to how the assessment exercise can be used for technological capability enhancement planning. Through the /spl beta/ test on the empirical study of three IT firms, the paper validates the function, usability and usefulness of the tool. Special attention is paid to the relationship between technological innovation and equipotential development, external and internal factors that can influence technological capability enhancement.
{"title":"Assessment of technological capability on IT firms","authors":"Chen Jin, Meng Fan, Xu Qingrui","doi":"10.1109/EMS.2000.872517","DOIUrl":"https://doi.org/10.1109/EMS.2000.872517","url":null,"abstract":"The importance of technological capability enhancement in today's highly competitive and demanding business environment is well accepted. This paper proposes a methodology to assess the elements of acquisitive, operative, adaptive, innovative, supportive and marketing capabilities, all of which together constitute the technological capability of a firm. The proposed methodology comprises five steps: identification of value addition stages performed by a firm; determination of technological capabilities needed at these stages; development of indicators for assessing the identified technological capabilities; benchmarking the capabilities assessed with a state-of-the-art firm; and analysis of the reasons for the technological capability gap between the firm being studied and the state-of-art firm. Based on the former study in this field and considering the particulars of Chinese companies, this paper brings about a new theoretic model for technological capability assessment. The development of the indicators is illustrated using a firm from the information technology (IT) sector. Some suggestions are then made as to how the assessment exercise can be used for technological capability enhancement planning. Through the /spl beta/ test on the empirical study of three IT firms, the paper validates the function, usability and usefulness of the tool. Special attention is paid to the relationship between technological innovation and equipotential development, external and internal factors that can influence technological capability enhancement.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123269475","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}
Patents and copyrights promote the sciences and useful arts by reducing risks inherent in commercial ventures. Trademarks and trade secrets developed from common law to ensure fair competition among commercial ventures. With an understanding of patents, copyrights, trade secrets and trademarks, and an understanding of the role of legal opinions thereon, a manager can organize his or her engineering activities to systematically protect the earnings of product lines by reducing some of the risks of a commercial venture. In this paper, suggested risk reduction activities are presented. These activities include capturing the innovations of creative engineers during development phases of a product by acquiring intellectual property. These activities include a process of assessing the risks of commercializing the product. And these activities includes being prepared to respond to a "cease and desist" letter, if one is received. Managers should use these property rights and legal opinions on these rights as tools to protect earnings on the products on which the company's value is based.
{"title":"Managing the risks of commercializing new technology","authors":"D. Fisher","doi":"10.1109/EMS.2000.872555","DOIUrl":"https://doi.org/10.1109/EMS.2000.872555","url":null,"abstract":"Patents and copyrights promote the sciences and useful arts by reducing risks inherent in commercial ventures. Trademarks and trade secrets developed from common law to ensure fair competition among commercial ventures. With an understanding of patents, copyrights, trade secrets and trademarks, and an understanding of the role of legal opinions thereon, a manager can organize his or her engineering activities to systematically protect the earnings of product lines by reducing some of the risks of a commercial venture. In this paper, suggested risk reduction activities are presented. These activities include capturing the innovations of creative engineers during development phases of a product by acquiring intellectual property. These activities include a process of assessing the risks of commercializing the product. And these activities includes being prepared to respond to a \"cease and desist\" letter, if one is received. Managers should use these property rights and legal opinions on these rights as tools to protect earnings on the products on which the company's value is based.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133999614","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}
Functional organization structures have been very common in the manufacturing industries. Manufacturing planning and control for a functional organization however, is a very complex matter and was merely done by rule of thumb (typically one week per process step per department). Monitoring the progress during this year was virtually impossible. Modern planning and control software is often thought of as a solution. Planning software usually fails to work properly if work in progress monitoring cannot be implemented to the level of an individual work order. Although functional organizations claim that they are very flexible because they are not obstructed by fixed routings, in practice they lack the means for managing product variety effectively. The demand for shorter lead-times and better quality control has driven many manufacturing organizations towards a product-oriented organization model. Developments in flexible production automation and in production planning and control demanded more integration and this too pointed in the direction of a product-oriented organization model. In this paper, a business process redesign scheme is introduced that tends to favor the design of product oriented organization structures. The key to this scheme is that it designs organization structures that have an intrinsic match between the control instruments present in the organization hierarchy and the natural control needs of the core process. The core process is the process that contains the bare minimal functions absolutely necessary to fulfil the customers needs. The design approach is illustrated with a case.
{"title":"From functional organizations to product-oriented organizations; a design methodology","authors":"B. Meijer","doi":"10.1109/EMS.2000.872530","DOIUrl":"https://doi.org/10.1109/EMS.2000.872530","url":null,"abstract":"Functional organization structures have been very common in the manufacturing industries. Manufacturing planning and control for a functional organization however, is a very complex matter and was merely done by rule of thumb (typically one week per process step per department). Monitoring the progress during this year was virtually impossible. Modern planning and control software is often thought of as a solution. Planning software usually fails to work properly if work in progress monitoring cannot be implemented to the level of an individual work order. Although functional organizations claim that they are very flexible because they are not obstructed by fixed routings, in practice they lack the means for managing product variety effectively. The demand for shorter lead-times and better quality control has driven many manufacturing organizations towards a product-oriented organization model. Developments in flexible production automation and in production planning and control demanded more integration and this too pointed in the direction of a product-oriented organization model. In this paper, a business process redesign scheme is introduced that tends to favor the design of product oriented organization structures. The key to this scheme is that it designs organization structures that have an intrinsic match between the control instruments present in the organization hierarchy and the natural control needs of the core process. The core process is the process that contains the bare minimal functions absolutely necessary to fulfil the customers needs. The design approach is illustrated with a case.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132662862","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}
With the rapid development and deployment of Intelligent Transportation Systems, there has emerged a significant need for professional development for transportation professionals. Innovations in educational technology provide new ways to deliver on-demand training. Research is underway at Rensselaer, sponsored by the Federal Highway Administration, to explore the development and application of interactive multimedia educational tools for Intelligent Transportation Systems training. This paper provides an overview of the project and describe two educational aids being developed, an interactive multimedia handbook on wireless communications and a computer-based game on designing and deploying Electronic Toll Collections Systems.
{"title":"Advanced educational tools for Intelligent Transportation Systems training","authors":"J. Adler, W. A. Wallace, V.A. Yavuz","doi":"10.1109/EMS.2000.872541","DOIUrl":"https://doi.org/10.1109/EMS.2000.872541","url":null,"abstract":"With the rapid development and deployment of Intelligent Transportation Systems, there has emerged a significant need for professional development for transportation professionals. Innovations in educational technology provide new ways to deliver on-demand training. Research is underway at Rensselaer, sponsored by the Federal Highway Administration, to explore the development and application of interactive multimedia educational tools for Intelligent Transportation Systems training. This paper provides an overview of the project and describe two educational aids being developed, an interactive multimedia handbook on wireless communications and a computer-based game on designing and deploying Electronic Toll Collections Systems.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122917432","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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