Pub Date : 2006-08-01DOI: 10.1109/UTEMC.2006.5236174
S. Teleki
During the last decade we have experienced a period of rapid technological advancement. This period produced unprecedented progress in the way people communicate between distant parts of the globe. Today, your closest co-worker may only be about two tenths of a second away (measured by the speed of light), since the Internet enables us to participate on the same project, regardless of geographical location. While we can now put people from distant locations and very different cultures on the same project, managers have to enable them to work effectively by the implementation of the appropriate tools. Professionals have to be ready to contribute to their professional communities, both locally and globally. In addition, each professional must be in charge of his or her own growth plan. This paper gives tips for managers and professionals on how to participate locally in the community, and tools they can use to work more effectively in a distributed team.
{"title":"Working globally, living locally","authors":"S. Teleki","doi":"10.1109/UTEMC.2006.5236174","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236174","url":null,"abstract":"During the last decade we have experienced a period of rapid technological advancement. This period produced unprecedented progress in the way people communicate between distant parts of the globe. Today, your closest co-worker may only be about two tenths of a second away (measured by the speed of light), since the Internet enables us to participate on the same project, regardless of geographical location. While we can now put people from distant locations and very different cultures on the same project, managers have to enable them to work effectively by the implementation of the appropriate tools. Professionals have to be ready to contribute to their professional communities, both locally and globally. In addition, each professional must be in charge of his or her own growth plan. This paper gives tips for managers and professionals on how to participate locally in the community, and tools they can use to work more effectively in a distributed team.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"92 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114722270","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 : 2006-08-01DOI: 10.1109/UTEMC.2006.5236198
R. Ramesh
An organization achieves competitive advantage by right strategic positioning and operational effectiveness. For the organization, the cost of its products and services is influenced by the effectiveness of the business processes that drive the organization. Effectively managing those processes, in the context of key performance measures, can reduce the cost and thereby ensuring organizational effectiveness. In this paper, we introduce a framework to identify the most effective actions that help translate strategy to organizational effectiveness.
{"title":"Achieving strategic objectives through operational modeling","authors":"R. Ramesh","doi":"10.1109/UTEMC.2006.5236198","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236198","url":null,"abstract":"An organization achieves competitive advantage by right strategic positioning and operational effectiveness. For the organization, the cost of its products and services is influenced by the effectiveness of the business processes that drive the organization. Effectively managing those processes, in the context of key performance measures, can reduce the cost and thereby ensuring organizational effectiveness. In this paper, we introduce a framework to identify the most effective actions that help translate strategy to organizational effectiveness.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131370171","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 : 2006-08-01DOI: 10.1109/UTEMC.2006.5236200
P. Breaux
We can all agree that being a leader in today's engineering environment provides many challenges. However, being an effective leader brings many rewards. Establishing a motivated team that successfully delivers a quality product or service on time and within budget rewards the leader as well as the team. Team members and leaders are rewarded through professional achievement, work satisfaction, and personal recognition. The organization is rewarded with establishing a reputation of delivering high quality products and services that create opportunities for future growth and sustainment. This paper recommends the application of the model of transformational leadership as a solution for engineering leaders. Case studies are included that provide exampIes of how transformational leadership can benefit engineers. Additionally, summaries of transformational leadership study findings are provided that relate to more than engineering type initiatives.
{"title":"An effective leadership approach for today's engineer 2006 IEEE/UT EMC","authors":"P. Breaux","doi":"10.1109/UTEMC.2006.5236200","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236200","url":null,"abstract":"We can all agree that being a leader in today's engineering environment provides many challenges. However, being an effective leader brings many rewards. Establishing a motivated team that successfully delivers a quality product or service on time and within budget rewards the leader as well as the team. Team members and leaders are rewarded through professional achievement, work satisfaction, and personal recognition. The organization is rewarded with establishing a reputation of delivering high quality products and services that create opportunities for future growth and sustainment. This paper recommends the application of the model of transformational leadership as a solution for engineering leaders. Case studies are included that provide exampIes of how transformational leadership can benefit engineers. Additionally, summaries of transformational leadership study findings are provided that relate to more than engineering type initiatives.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116900070","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 : 2006-08-01DOI: 10.1109/UTEMC.2006.5236173
L. Martinich
Software projects are, in large part, moving to shorter development cycles and shorter life cycles. There are notable exceptions, but there are thousands of software projects slated for an under-six-month development cycle with perhaps a one or two year life cycle.This paper examines the nature of the changes and considers the implications. Industries with short development cycles and short life cycles, do not need to retain the project team for a long duration. The project team is largely composed of contractors; there are no pensions or training programs. In short cycle industries, professional credentials such as association memberships, relationships and networks are important; agents play an integral role, and apprenticeships or training are undertaken by individuals rather than provided by corporations. Trust and reputation play a far greater role, allowing for confidence in a changing set of roles. The implications for the software industry include significant organizational restructuring, "benefits" such as retirement and health insurance associated with something other than the "employer," a modern version of guilds, availability of training and credentialing, an increase in collaborative innovation associated with fluid project teams, and a significantly increased role for agents. This paper considers some of the lessons and best practices from industries with short development cycles and short life cycles, and examines the implications for the software industry.
{"title":"The future of the software industry: Lessons from hollywood","authors":"L. Martinich","doi":"10.1109/UTEMC.2006.5236173","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236173","url":null,"abstract":"Software projects are, in large part, moving to shorter development cycles and shorter life cycles. There are notable exceptions, but there are thousands of software projects slated for an under-six-month development cycle with perhaps a one or two year life cycle.This paper examines the nature of the changes and considers the implications. Industries with short development cycles and short life cycles, do not need to retain the project team for a long duration. The project team is largely composed of contractors; there are no pensions or training programs. In short cycle industries, professional credentials such as association memberships, relationships and networks are important; agents play an integral role, and apprenticeships or training are undertaken by individuals rather than provided by corporations. Trust and reputation play a far greater role, allowing for confidence in a changing set of roles. The implications for the software industry include significant organizational restructuring, \"benefits\" such as retirement and health insurance associated with something other than the \"employer,\" a modern version of guilds, availability of training and credentialing, an increase in collaborative innovation associated with fluid project teams, and a significantly increased role for agents. This paper considers some of the lessons and best practices from industries with short development cycles and short life cycles, and examines the implications for the software industry.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"150 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116356934","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 : 2006-08-01DOI: 10.1109/UTEMC.2006.5236197
J. Smith
Not long ago, we all saluted the need for solid Knowledge Management, believing it to be key in IP development, organizational knowledge retention, team synergies, and more. Things have not changed, but success stories are few in the KM domain. We are at a point where many are wary at the mention of a KM initiative... But perhaps we were our own worst enemy. Many tool vendors rushed to add ldquoknowledge managementrdquo to their product feature set, and our industry, being so responsive to hype and at the same time critically focused on ROI, has perhaps grown disillusioned from unmet promises. But KM still holds opportunity... though we might need to be careful in how we pitch it now. Tools and KM thinking have evolved. This paper reviews problems we have had, possible solutions, and hopefully also adds some new ideas to the mix. The paper also proposes an iterative path for solid KM in a medium sized technical organization.
{"title":"Getting past Knowledge Management","authors":"J. Smith","doi":"10.1109/UTEMC.2006.5236197","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236197","url":null,"abstract":"Not long ago, we all saluted the need for solid Knowledge Management, believing it to be key in IP development, organizational knowledge retention, team synergies, and more. Things have not changed, but success stories are few in the KM domain. We are at a point where many are wary at the mention of a KM initiative... But perhaps we were our own worst enemy. Many tool vendors rushed to add ldquoknowledge managementrdquo to their product feature set, and our industry, being so responsive to hype and at the same time critically focused on ROI, has perhaps grown disillusioned from unmet promises. But KM still holds opportunity... though we might need to be careful in how we pitch it now. Tools and KM thinking have evolved. This paper reviews problems we have had, possible solutions, and hopefully also adds some new ideas to the mix. The paper also proposes an iterative path for solid KM in a medium sized technical organization.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132724890","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 : 2006-08-01DOI: 10.1109/UTEMC.2006.5236181
W. Trybula
The insertion of a new technology into an existing organization is often difficult. Disruptive changes are not welcome. How does one push forward under all the resistance? There are several options. A business-based approach will be discussed that evaluates the impact on the business, the potential risks, and the timing of the program. Developing this approach with strong evaluation points with established criteria provides for the means to stop development that has grown out of control.
{"title":"Managing the application of technology","authors":"W. Trybula","doi":"10.1109/UTEMC.2006.5236181","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236181","url":null,"abstract":"The insertion of a new technology into an existing organization is often difficult. Disruptive changes are not welcome. How does one push forward under all the resistance? There are several options. A business-based approach will be discussed that evaluates the impact on the business, the potential risks, and the timing of the program. Developing this approach with strong evaluation points with established criteria provides for the means to stop development that has grown out of control.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"98 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132773106","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 : 2006-08-01DOI: 10.1109/UTEMC.2006.5236177
S. Crowl, V. Mares, M. Moore
Dell Inc.'s assembly centers previously used bar code scanning to track components and kits through the process. The bar-code system had low read-accuracy rates and was difficult to trouble-shoot when problems occurred and required additional headcount. The success of a pilot Radio Frequency Identification (RFID) led to a project to convert the assembly tracking to RFID. As a result of this implementation, read-accuracy improved from 95.86% to 99.86% and Mean-Time-To-Repair was reduced by 38%. The Return-on-Investment was 122%. This paper will highlight RFID technology, the project goals at Dell, how their benefits were achieved, and the lessons learned.
{"title":"Radio Frequency Identification (RFID) application at dell computer","authors":"S. Crowl, V. Mares, M. Moore","doi":"10.1109/UTEMC.2006.5236177","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236177","url":null,"abstract":"Dell Inc.'s assembly centers previously used bar code scanning to track components and kits through the process. The bar-code system had low read-accuracy rates and was difficult to trouble-shoot when problems occurred and required additional headcount. The success of a pilot Radio Frequency Identification (RFID) led to a project to convert the assembly tracking to RFID. As a result of this implementation, read-accuracy improved from 95.86% to 99.86% and Mean-Time-To-Repair was reduced by 38%. The Return-on-Investment was 122%. This paper will highlight RFID technology, the project goals at Dell, how their benefits were achieved, and the lessons learned.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":" 17","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120831076","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 : 2006-08-01DOI: 10.1109/UTEMC.2006.5236188
A. Diebold
The challenges facing characterization and metrology of future semiconductor technology is described in the 2005 ITRS Metrology Roadmap. These challenges are driven by the technologies for future device structures that include molecular electronics, spintronics, nanotube and nanowire based electronics, and other futuristic concepts. Although the challenges are separated into the pre and post 32 nm frac12 pitch nodes, these challenges represent the issues facing the extension of CMOS for another 15 years. Additional challenges are described in a section covering measurement needs for technology beyond CMOS. In this presentation, a brief overview of measurement issues will be described for both CMOS extension and beyond CMOS electronics.
{"title":"Metrology at the leading edge","authors":"A. Diebold","doi":"10.1109/UTEMC.2006.5236188","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236188","url":null,"abstract":"The challenges facing characterization and metrology of future semiconductor technology is described in the 2005 ITRS Metrology Roadmap. These challenges are driven by the technologies for future device structures that include molecular electronics, spintronics, nanotube and nanowire based electronics, and other futuristic concepts. Although the challenges are separated into the pre and post 32 nm frac12 pitch nodes, these challenges represent the issues facing the extension of CMOS for another 15 years. Additional challenges are described in a section covering measurement needs for technology beyond CMOS. In this presentation, a brief overview of measurement issues will be described for both CMOS extension and beyond CMOS electronics.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124260999","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 : 2006-08-01DOI: 10.1109/UTEMC.2006.5236171
G.D. Paulson, Trexler Proffitt
Negotiators attempting to make deals and resolve conflicts within or between organizations must first attempt to determine if negotiation is an authorized and productive option. In this paper we explore the tension between organizational routines that attempt to limit conflict and negotiation, and the possible organizational benefits of authorizing or facilitating constructive conflict. Organizations generally develop routines that balance a desire for efficiency with the need to create perceptions of fairness and justice. Efficiency measures yield rationalized processes that tend to limit conflict, but also limit the opportunity to negotiate for a just outcome. Bureaucratic procedures and precedents come to replace idiosyncratic and tailored solutions. However, organizational efforts at continuous improvement and strategic differentiation rely on organizational creativity and openness to the collaborative problem solving that can characterize some negotiations. Recommendations are offered for negotiators and for organizations.
{"title":"“McDonaldization” and constructive conflict: Negotiation amidst systemic and technological advancements","authors":"G.D. Paulson, Trexler Proffitt","doi":"10.1109/UTEMC.2006.5236171","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236171","url":null,"abstract":"Negotiators attempting to make deals and resolve conflicts within or between organizations must first attempt to determine if negotiation is an authorized and productive option. In this paper we explore the tension between organizational routines that attempt to limit conflict and negotiation, and the possible organizational benefits of authorizing or facilitating constructive conflict. Organizations generally develop routines that balance a desire for efficiency with the need to create perceptions of fairness and justice. Efficiency measures yield rationalized processes that tend to limit conflict, but also limit the opportunity to negotiate for a just outcome. Bureaucratic procedures and precedents come to replace idiosyncratic and tailored solutions. However, organizational efforts at continuous improvement and strategic differentiation rely on organizational creativity and openness to the collaborative problem solving that can characterize some negotiations. Recommendations are offered for negotiators and for organizations.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"69 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128655753","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 : 2006-08-01DOI: 10.1109/UTEMC.2006.5236180
J. Purvis
Engineers and managers find themselves facing increasingly long hours to complete the everyday activities of their jobs. At the same time, they are pressed by the threat of technical obsolescence as they scramble to keep up with the rapid expansion of technology. Technical and professional meetings and publications can close the obsolescence gap, but they can tilt the work-life balance even further. So how do we find the time to keep up? One method of satisfying this need is the podcast. The Podcast audio, and increasingly video, files are distributed by RSS feed to subscribers. Subscribers can collect files of possible interest, then listen or view offline, when it is convenient. This removes the restrictions of time and live Internet connection associated with a streaming broadcast. With a portable player, audio files can be listened to while exercising, driving or working at a computer. Several independent productions provide timely information on a wide range of technical subjects. Publications now offer podcasts to supplement their print editions. Corporations have begun to employ podcasts as a low cost, high quality means of distributing information and training to their employees. This new mobile use of technology can enable engineers to stay current in their field, provide employers and vendors a low cost and timely channel of communication, and free a little more time each week for our personal life.
{"title":"Tip the work-life balance back in your favor with a podcast","authors":"J. Purvis","doi":"10.1109/UTEMC.2006.5236180","DOIUrl":"https://doi.org/10.1109/UTEMC.2006.5236180","url":null,"abstract":"Engineers and managers find themselves facing increasingly long hours to complete the everyday activities of their jobs. At the same time, they are pressed by the threat of technical obsolescence as they scramble to keep up with the rapid expansion of technology. Technical and professional meetings and publications can close the obsolescence gap, but they can tilt the work-life balance even further. So how do we find the time to keep up? One method of satisfying this need is the podcast. The Podcast audio, and increasingly video, files are distributed by RSS feed to subscribers. Subscribers can collect files of possible interest, then listen or view offline, when it is convenient. This removes the restrictions of time and live Internet connection associated with a streaming broadcast. With a portable player, audio files can be listened to while exercising, driving or working at a computer. Several independent productions provide timely information on a wide range of technical subjects. Publications now offer podcasts to supplement their print editions. Corporations have begun to employ podcasts as a low cost, high quality means of distributing information and training to their employees. This new mobile use of technology can enable engineers to stay current in their field, provide employers and vendors a low cost and timely channel of communication, and free a little more time each week for our personal life.","PeriodicalId":440551,"journal":{"name":"2006 IEEE/UT Engineering Management Conference","volume":"299 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128375149","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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