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• 1. [Article] Development Log: Correct-A-Pen

  This paper is a development log, basically a log of our new product development process, showing the steps we went through to create the Erase-a-pen product. This project and consequently this paper are ...

  Citation × Citation Citation Abstract Copy Title: Development Log: Correct-A-Pen Author: Artiga, Roberto, Li, Tung-Lung, Jovanovic, Stevan, Schwarz, Justus Arne Year: 2010 This paper is a development log, basically a log of our new product development process, showing the steps we went through to create the Erase-a-pen product. This project and consequently this paper are based on the book: Ulrich & Eppinger, Product Design and Development, 3rd Edition Mc Graw Hill, 2003. The structure of this development log is based on relevant chapters as listed in the book. Title: Development Log: Correct-A-Pen Author: Artiga, Roberto, Li, Tung-Lung, Jovanovic, Stevan, Schwarz, Justus Arne Year: 2010 This paper is a development log, basically a log of our new product development process, showing the steps we went through to create the Erase-a-pen product. This project and consequently this paper are based on the book: Ulrich & Eppinger, Product Design and Development, 3rd Edition Mc Graw Hill, 2003. The structure of this development log is based on relevant chapters as listed in the book. Close

• 2. [Article] Applying Agile Project Management Principles to Pre-Silicon Hardware Design and Verification

  In today’s rapidly changing environments and uncertain markets, responding to change quickly and effectively is the key to success. There has been an increasing demand for iterative development process ...

  Citation × Citation Citation Abstract Copy Title: Applying Agile Project Management Principles to Pre-Silicon Hardware Design and Verification Author: Hee, Cho Yong, Monalisa, Mitali, Dash, Pranabesh, Ashraf, Rehman Year: 2010 In today’s rapidly changing environments and uncertain markets, responding to change quickly and effectively is the key to success. There has been an increasing demand for iterative development process for products. Agile development process has been successfully used application software development projects to respond to rapid customer requests. This paper explores the applicability of Agile Project Management approaches to the Hardware Design and Verification (DV) process. Pre-silicon hardware design and verification process has its deep roots in manufacturing. The process and culture for project management present in hardware design groups are closer to manufacturing than software development process. The common characteristics of absolute adherence to planning coming from manufacturing can clearly be seen in hardware design groups. A company’s corporate culture emanating from manufacturing background can be a barrier to adoption of any kind of software development process. For the purpose of our study, the authors conducted interviews with six different design groups at Intel ® Corporation. The interviewers explored the management aspects of the project, discussed the challenges and issues encountered with the longer development cycles in hardware design process. The paper analyzes the data gathered and discusses the patterns observed across the groups. Agile Project Management expects a shift in the “attitude” of the Program or Project Managers and requires organizational buy-in for adopting and successfully practicing it. The paper goes into recommendations to mitigate the existing issues by using Agile management principles and suggests behaviorial changes if project groups do move to an Agile development process at Intel, where majority of the groups follow traditional management principles. Title: Applying Agile Project Management Principles to Pre-Silicon Hardware Design and Verification Author: Hee, Cho Yong, Monalisa, Mitali, Dash, Pranabesh, Ashraf, Rehman Year: 2010 In today’s rapidly changing environments and uncertain markets, responding to change quickly and effectively is the key to success. There has been an increasing demand for iterative development process for products. Agile development process has been successfully used application software development projects to respond to rapid customer requests. This paper explores the applicability of Agile Project Management approaches to the Hardware Design and Verification (DV) process. Pre-silicon hardware design and verification process has its deep roots in manufacturing. The process and culture for project management present in hardware design groups are closer to manufacturing than software development process. The common characteristics of absolute adherence to planning coming from manufacturing can clearly be seen in hardware design groups. A company’s corporate culture emanating from manufacturing background can be a barrier to adoption of any kind of software development process. For the purpose of our study, the authors conducted interviews with six different design groups at Intel ® Corporation. The interviewers explored the management aspects of the project, discussed the challenges and issues encountered with the longer development cycles in hardware design process. The paper analyzes the data gathered and discusses the patterns observed across the groups. Agile Project Management expects a shift in the “attitude” of the Program or Project Managers and requires organizational buy-in for adopting and successfully practicing it. The paper goes into recommendations to mitigate the existing issues by using Agile management principles and suggests behaviorial changes if project groups do move to an Agile development process at Intel, where majority of the groups follow traditional management principles. Close

• 3. [Article] New Product Development: Amorphous Silicon Thin Film PV

  Q-Cells is a company founded in 1999 and is currently a global leader in manufacturing solar photovoltaic (PV) panels.[1][2] The current products use traditional crystalline Silicon (cSi) technology. Although ...

  Citation × Citation Citation Abstract Copy Title: New Product Development: Amorphous Silicon Thin Film PV Author: Sheikh, Nasir Jamil, Bokka, Naresh, Rasiah, Rekha, Bourque, Greg, Natale, Rocco, Khamis, Rabah Year: 2010 Q-Cells is a company founded in 1999 and is currently a global leader in manufacturing solar photovoltaic (PV) panels.[1][2] The current products use traditional crystalline Silicon (cSi) technology. Although this is recognized as the industry leading technology, Q-Cells has set a goal to be the leader in next generation solar PV. We need to develop a process capability within our organization to support the design and development of industry leading second generation (2G) PV technology. The organization has created the Q-Cells NPI process, a modified stage gate phase model to support this new product development. The Q-Cells senior management has given their support to our defined product development lifecycle process. To achieve this goal of 2G solar PV, our new technology experts have been searching for new developments in research labs around the country. The rest of this report will document the process we propose for use by Q-Cells to insure a successful product development, from the idea generation stage, successively through definition, design, systems engineering and product engineering to full production manufacturing. Title: New Product Development: Amorphous Silicon Thin Film PV Author: Sheikh, Nasir Jamil, Bokka, Naresh, Rasiah, Rekha, Bourque, Greg, Natale, Rocco, Khamis, Rabah Year: 2010 Q-Cells is a company founded in 1999 and is currently a global leader in manufacturing solar photovoltaic (PV) panels.[1][2] The current products use traditional crystalline Silicon (cSi) technology. Although this is recognized as the industry leading technology, Q-Cells has set a goal to be the leader in next generation solar PV. We need to develop a process capability within our organization to support the design and development of industry leading second generation (2G) PV technology. The organization has created the Q-Cells NPI process, a modified stage gate phase model to support this new product development. The Q-Cells senior management has given their support to our defined product development lifecycle process. To achieve this goal of 2G solar PV, our new technology experts have been searching for new developments in research labs around the country. The rest of this report will document the process we propose for use by Q-Cells to insure a successful product development, from the idea generation stage, successively through definition, design, systems engineering and product engineering to full production manufacturing. Close

• 4. [Article] Open Source Software – Implications on Technology Management

  Over the past few years, major IT and non-It companies have increasingly adopted open source software (OSS). OSS is developed by organized communities of interested parties and sometimes by major software ...

  Citation × Citation Citation Abstract Copy Title: Open Source Software – Implications on Technology Management Author: Goyal, Shreya, Biradar, Renu, Singla, Puniti, Rampalli, Phaneendra Year: 2012 Over the past few years, major IT and non-It companies have increasingly adopted open source software (OSS). OSS is developed by organized communities of interested parties and sometimes by major software companies.OSS is developed by applying high quality standards and rigorous processes used when developing proprietary softwares. In most of the publications, much of the assessment of the drivers of growth and factors which hinder the development of OSS has been done form the technical perspective .Managerial perceptions of benefits and drawbacks that impact the organizational adoption of OSS has been neglected due to its focus on software development. In this paper we have tried to analyze the benefits and drawbacks mainly from the perspective of the IS/IT managers by analyzing various case studies of the leading companies that adopted OSS in their software portfolios. We also conducted surveys with two leading corporations like Nike and Intel in the city of Portland in Orgeon and also tried to contact the people from few global companies. After analyzing surveys and case studies we found out that benefits outweigh drawbacks in adoption of OSS. Companies are strategically adopting OSS as they have incorporated OSS in their IT strategies. The issues which were thought to be hindering the growth of OSS were found to be insignificant in front of the large amount of savings, escape from vendor-lock-in and customization of processes which companies are able to achieve after switching to OSS. Despite of many benefits some concerns surfaced up like lack of formal guidelines for the adoption of OSS in an organization. Lack of management support also hinders the adoption of OSS. OSS can be the best choice for the company if it aligns its business objectives with particular OSS before switching to it. Today,OSS is in the software portfolio of more than seventy five percent of the major companies and is expected that by 2016 OSS will be in mission critical software portfolios of more than ninety nine percent of global companies. Title: Open Source Software – Implications on Technology Management Author: Goyal, Shreya, Biradar, Renu, Singla, Puniti, Rampalli, Phaneendra Year: 2012 Over the past few years, major IT and non-It companies have increasingly adopted open source software (OSS). OSS is developed by organized communities of interested parties and sometimes by major software companies.OSS is developed by applying high quality standards and rigorous processes used when developing proprietary softwares. In most of the publications, much of the assessment of the drivers of growth and factors which hinder the development of OSS has been done form the technical perspective .Managerial perceptions of benefits and drawbacks that impact the organizational adoption of OSS has been neglected due to its focus on software development. In this paper we have tried to analyze the benefits and drawbacks mainly from the perspective of the IS/IT managers by analyzing various case studies of the leading companies that adopted OSS in their software portfolios. We also conducted surveys with two leading corporations like Nike and Intel in the city of Portland in Orgeon and also tried to contact the people from few global companies. After analyzing surveys and case studies we found out that benefits outweigh drawbacks in adoption of OSS. Companies are strategically adopting OSS as they have incorporated OSS in their IT strategies. The issues which were thought to be hindering the growth of OSS were found to be insignificant in front of the large amount of savings, escape from vendor-lock-in and customization of processes which companies are able to achieve after switching to OSS. Despite of many benefits some concerns surfaced up like lack of formal guidelines for the adoption of OSS in an organization. Lack of management support also hinders the adoption of OSS. OSS can be the best choice for the company if it aligns its business objectives with particular OSS before switching to it. Today,OSS is in the software portfolio of more than seventy five percent of the major companies and is expected that by 2016 OSS will be in mission critical software portfolios of more than ninety nine percent of global companies. Close

• 5. [Article] "OOPS" Pot Cover

  This paper is a journal of team 1 activities, both successful and otherwise, centering on our teams endeavors to exercise New Product Development processes described in the Karl T. Ulrich and Steven D. ...

  Citation × Citation Citation Abstract Copy Title: "OOPS" Pot Cover Author: Bhella, Opinderjit, Kypa, Dinesh Reddy, Rao, Meghana, Runde, Neil, Vagesh, Nikita Year: 2010 This paper is a journal of team 1 activities, both successful and otherwise, centering on our teams endeavors to exercise New Product Development processes described in the Karl T. Ulrich and Steven D. Eppinger‟s book along with the Engineering and Technology Management New Product Development class materials. The product chosen was a potted plant cover, which restricts access to soil from small animals. The paper follows the format of having a chapter for each stage and contained in that chapter is a short summary: describing what the stage contains; how our team exercised the stage; results from the stage and a short list of key learning(s). The paper walks through NPD activities such as: product selection; market profiling; needs analysis; engineering constraint considerations; concept/prototype development and a rudimentary cost analysis. Finally, a conclusion is added summarizing our team‟s experiences and our project‟s high points and short-comings. Lastly, an appendix is added to attach key models, data, surveys, diagrams, pictures etc. Title: "OOPS" Pot Cover Author: Bhella, Opinderjit, Kypa, Dinesh Reddy, Rao, Meghana, Runde, Neil, Vagesh, Nikita Year: 2010 This paper is a journal of team 1 activities, both successful and otherwise, centering on our teams endeavors to exercise New Product Development processes described in the Karl T. Ulrich and Steven D. Eppinger‟s book along with the Engineering and Technology Management New Product Development class materials. The product chosen was a potted plant cover, which restricts access to soil from small animals. The paper follows the format of having a chapter for each stage and contained in that chapter is a short summary: describing what the stage contains; how our team exercised the stage; results from the stage and a short list of key learning(s). The paper walks through NPD activities such as: product selection; market profiling; needs analysis; engineering constraint considerations; concept/prototype development and a rudimentary cost analysis. Finally, a conclusion is added summarizing our team‟s experiences and our project‟s high points and short-comings. Lastly, an appendix is added to attach key models, data, surveys, diagrams, pictures etc. Close

• 6. [Article] Review of R&D Project Selection Models

  Evaluation and selection of new projects is vital to the health of an organization. For many firms, especially those that depend on technology innovation to stay in business, the key to continued competitiveness ...

  Citation × Citation Citation Abstract Copy Title: Review of R&D Project Selection Models Author: Boemo-Mokhawa, Nametsegang, Gomez, Fredy, Hsieh, I-Hsuan, Lotfi, Theodore Nyma Year: 2010 Evaluation and selection of new projects is vital to the health of an organization. For many firms, especially those that depend on technology innovation to stay in business, the key to continued competitiveness lies in their ability to develop and implement new products and processes. For these organizations, research and development (R&D) is an integral function within the technology strategic management framework. There are two related sub-problems to selection of R&D projects: to access the evaluation of individual projects and to build a portfolio of the most promising projects among all submitted to a certain call for projects. Finally what really matters is the portfolio, which contains only the projects to be funded and amounts assigned to each project. This paper reviews some of the frequently used models and tools by different governmental and nongovernmental firms to select their R&D projects and briefly explore, based on literature reviews, the contribution of each model to the firm‟s strategies down the organizational hierarchy (Top-Down); from the institutional strategy down to the R&D strategy. Conclusions and suggestions for future research are also provided. Title: Review of R&D Project Selection Models Author: Boemo-Mokhawa, Nametsegang, Gomez, Fredy, Hsieh, I-Hsuan, Lotfi, Theodore Nyma Year: 2010 Evaluation and selection of new projects is vital to the health of an organization. For many firms, especially those that depend on technology innovation to stay in business, the key to continued competitiveness lies in their ability to develop and implement new products and processes. For these organizations, research and development (R&D) is an integral function within the technology strategic management framework. There are two related sub-problems to selection of R&D projects: to access the evaluation of individual projects and to build a portfolio of the most promising projects among all submitted to a certain call for projects. Finally what really matters is the portfolio, which contains only the projects to be funded and amounts assigned to each project. This paper reviews some of the frequently used models and tools by different governmental and nongovernmental firms to select their R&D projects and briefly explore, based on literature reviews, the contribution of each model to the firm‟s strategies down the organizational hierarchy (Top-Down); from the institutional strategy down to the R&D strategy. Conclusions and suggestions for future research are also provided. Close

• 7. [Article] PLM Software Selection Model for Project Management using Hierarchical Decision Modeling with Criteria from PMBOOK Knowledge Areas

  Product Lifecycle management (PLM) is the integration of several tools within an organization to help streamline all of the activities in the product development lifecycle. PLM systems help to create a ...

  Citation × Citation Citation Abstract Copy Title: PLM Software Selection Model for Project Management using Hierarchical Decision Modeling with Criteria from PMBOOK Knowledge Areas Author: Eastham, James, Tucker, David, Varma, Sumir, Sutton, Scott Year: 2012 Product Lifecycle management (PLM) is the integration of several tools within an organization to help streamline all of the activities in the product development lifecycle. PLM systems help to create a common platform for product development and improve communication and collaboration throughout an organization. The PLM systems of today include many additional features and integrated components including elements to support strategic capabilities, design capabilities, data management capabilities, collaborative capabilities, and foundational capabilities. This paper looks to solve some of the selection questions around PLM systems by developing a framework for selection of a PLM system from the perspective of the Project Manager. Title: PLM Software Selection Model for Project Management using Hierarchical Decision Modeling with Criteria from PMBOOK Knowledge Areas Author: Eastham, James, Tucker, David, Varma, Sumir, Sutton, Scott Year: 2012 Product Lifecycle management (PLM) is the integration of several tools within an organization to help streamline all of the activities in the product development lifecycle. PLM systems help to create a common platform for product development and improve communication and collaboration throughout an organization. The PLM systems of today include many additional features and integrated components including elements to support strategic capabilities, design capabilities, data management capabilities, collaborative capabilities, and foundational capabilities. This paper looks to solve some of the selection questions around PLM systems by developing a framework for selection of a PLM system from the perspective of the Project Manager. Close

• 8. [Article] R & D Management Trends in the United States, India, China

  This study researches the Management of Research and Development (R&D) in the emerging economies of India and China and compares theirs with R&D in the United States (US). The purpose of this research ...

  Citation × Citation Citation Abstract Copy Title: R & D Management Trends in the United States, India, China Author: Bhatla, Ashok, Mansour, Mohammad, Nguyen, Paul, DeLay, Robert Year: 2010 This study researches the Management of Research and Development (R&D) in the emerging economies of India and China and compares theirs with R&D in the United States (US). The purpose of this research is to forecast the future of R&D in these three countries. Because R&D is changing rapidly, particularly in China, understanding where they will be in the future is of interest to the scientific, academic, government and business segments of each country. Our research consisted of gathering industry standard measures of R&D from 1996 through 2009. These measures are as follows: R&D spending as a percentage of GDP (total government, industry and universities), researchers per million inhabitants, number of patents granted each year, number publications each year and total number of graduates in all programs in thousands. We gathered and logged the metrics for each year from 1996 through 2009 and used the historical data to forecast future positioning of R&D in these countries. An overview of each country is provided in the introductory portion of this paper. This provides the context for the historical performance of R&D and for expected future performance of R&D in the US, India and China. Title: R & D Management Trends in the United States, India, China Author: Bhatla, Ashok, Mansour, Mohammad, Nguyen, Paul, DeLay, Robert Year: 2010 This study researches the Management of Research and Development (R&D) in the emerging economies of India and China and compares theirs with R&D in the United States (US). The purpose of this research is to forecast the future of R&D in these three countries. Because R&D is changing rapidly, particularly in China, understanding where they will be in the future is of interest to the scientific, academic, government and business segments of each country. Our research consisted of gathering industry standard measures of R&D from 1996 through 2009. These measures are as follows: R&D spending as a percentage of GDP (total government, industry and universities), researchers per million inhabitants, number of patents granted each year, number publications each year and total number of graduates in all programs in thousands. We gathered and logged the metrics for each year from 1996 through 2009 and used the historical data to forecast future positioning of R&D in these countries. An overview of each country is provided in the introductory portion of this paper. This provides the context for the historical performance of R&D and for expected future performance of R&D in the US, India and China. Close

• 9. [Article] Development Log: Stow Trek

  Development log that traces the group process for identifying, designing, building and promoting a new product for storage of ski and hiking poles.

  Citation × Citation Citation Abstract Copy Title: Development Log: Stow Trek Author: Britton, Marc, Brenden, Rubyna, Almobarak, Abdulrahman, Chotivanawan, Bundit, Getman, Michael, Nuancharas, Numwhan Year: 2010 Development log that traces the group process for identifying, designing, building and promoting a new product for storage of ski and hiking poles. Title: Development Log: Stow Trek Author: Britton, Marc, Brenden, Rubyna, Almobarak, Abdulrahman, Chotivanawan, Bundit, Getman, Michael, Nuancharas, Numwhan Year: 2010 Development log that traces the group process for identifying, designing, building and promoting a new product for storage of ski and hiking poles. Close

• 10. [Article] The Knowledge Systems Transfer Project: A Multiple Perspective Investigation into the Integration of a New Technology within a Business Unit

  Many organizations have been attempting to build a conceptual framework for managing technology, with varying degrees of success. Most begin by consulting leading technology authorities, borrowing elements ...

  Citation × Citation Citation Abstract Copy Title: The Knowledge Systems Transfer Project: A Multiple Perspective Investigation into the Integration of a New Technology within a Business Unit Author: Tarr, Steven Craig Year: 1990 Many organizations have been attempting to build a conceptual framework for managing technology, with varying degrees of success. Most begin by consulting leading technology authorities, borrowing elements of their thinking, and adapting these elements to their organizational and personal situations. This dissertation extends this process by using the formal research methodology of multiple perspectives (technical, organizational, personal, and cross-cuing) to build a case-based model of the technology integration process. The research and the model construction benefits from a solid foundation established through a review of technology management and knowledge systems literature. The significant aspects of the research are tied to its objectives which can be divided into academic and industrial classifications: Academic Objectives: 1. Use multiple perspectives in real-time (for input to decisions as events unfold) 2. Focus on a multiple perspectives view of technology integration into an organization Industrial Objectives: 1. Improve project effectiveness by increasing understanding of the technology integration process 2. Establish a model for the integration of a new technology into an organization The development of the case-based model was the primary objective, with the other objectives providing the methodology and subject-matter content to support model development. These four objectives are of interest to three parties: scholars who are interested in the theoretical and methodological aspects of technology integration and inquiring systems, technology developers in general who can benefit from improved means to integrate technology and analyze success/failure, and technology developers in information systems organizations who can obtain specific insight as well as utilize the general industrial results. From the multiple perspectives investigation, thirteen conclusions were reached about the process of integrating knowledge systems into an information systems organization. These conclusions are specific to the case study, but may have general applicability. The multiple perspectives methodology is then presented as the foundation for a technology integration model, on which the technology usage phases of awareness, motivation, and functioning capability can be completed. The model is described and then illustrated with two knowledge systems development project cases. With regards to the research objectives, it is concluded that: 1. The use of multiple perspectives in real-time are difficult and requires practice 2. Because technology integration is dependent upon technical, organization, and personal factors, the use of multiple perspectives are appropriate and useful. Eight of 13 conclusions were dependent upon the cross-cuing process 3. Multiple perspective analysis improved the understanding of the technology integration process. This understanding was sometimes helpful and sometimes harmful to the effectiveness of the integration process 4. The proposed technology integration model, using the awareness, motivation, and functioning capability phases, was developed and exercised. This model proved useful in limited application Finally, a method for organizing and navigating the perspectives, cross-cuing, and conclusions is presented and used. Title: The Knowledge Systems Transfer Project: A Multiple Perspective Investigation into the Integration of a New Technology within a Business Unit Author: Tarr, Steven Craig Year: 1990 Many organizations have been attempting to build a conceptual framework for managing technology, with varying degrees of success. Most begin by consulting leading technology authorities, borrowing elements of their thinking, and adapting these elements to their organizational and personal situations. This dissertation extends this process by using the formal research methodology of multiple perspectives (technical, organizational, personal, and cross-cuing) to build a case-based model of the technology integration process. The research and the model construction benefits from a solid foundation established through a review of technology management and knowledge systems literature. The significant aspects of the research are tied to its objectives which can be divided into academic and industrial classifications: Academic Objectives: 1. Use multiple perspectives in real-time (for input to decisions as events unfold) 2. Focus on a multiple perspectives view of technology integration into an organization Industrial Objectives: 1. Improve project effectiveness by increasing understanding of the technology integration process 2. Establish a model for the integration of a new technology into an organization The development of the case-based model was the primary objective, with the other objectives providing the methodology and subject-matter content to support model development. These four objectives are of interest to three parties: scholars who are interested in the theoretical and methodological aspects of technology integration and inquiring systems, technology developers in general who can benefit from improved means to integrate technology and analyze success/failure, and technology developers in information systems organizations who can obtain specific insight as well as utilize the general industrial results. From the multiple perspectives investigation, thirteen conclusions were reached about the process of integrating knowledge systems into an information systems organization. These conclusions are specific to the case study, but may have general applicability. The multiple perspectives methodology is then presented as the foundation for a technology integration model, on which the technology usage phases of awareness, motivation, and functioning capability can be completed. The model is described and then illustrated with two knowledge systems development project cases. With regards to the research objectives, it is concluded that: 1. The use of multiple perspectives in real-time are difficult and requires practice 2. Because technology integration is dependent upon technical, organization, and personal factors, the use of multiple perspectives are appropriate and useful. Eight of 13 conclusions were dependent upon the cross-cuing process 3. Multiple perspective analysis improved the understanding of the technology integration process. This understanding was sometimes helpful and sometimes harmful to the effectiveness of the integration process 4. The proposed technology integration model, using the awareness, motivation, and functioning capability phases, was developed and exercised. This model proved useful in limited application Finally, a method for organizing and navigating the perspectives, cross-cuing, and conclusions is presented and used. Close