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• 1. [Article] Vox comm : product development and program management

  Vox comm is a digital wireless, voice-operated personal communicator developed as an electrical engineering Senior Design project. It is designed to provide a method for hassle-free, short-range communication. ...

  Citation × Citation Citation Abstract Copy Title: Vox comm : product development and program management Author: Braunworth, Daniel W. Vox comm is a digital wireless, voice-operated personal communicator developed as an electrical engineering Senior Design project. It is designed to provide a method for hassle-free, short-range communication. The product platform boasts of low power and small size for a host of usage models. This thesis details the product design as well as the development process for a group of young engineers. The purpose is to highlight the product and relate the program management experience associated with its development. It gives an overview of the entire project, details the product development, and describes the author’s program management experience including team dynamics. Title: Vox comm : product development and program management Author: Braunworth, Daniel W. Vox comm is a digital wireless, voice-operated personal communicator developed as an electrical engineering Senior Design project. It is designed to provide a method for hassle-free, short-range communication. The product platform boasts of low power and small size for a host of usage models. This thesis details the product design as well as the development process for a group of young engineers. The purpose is to highlight the product and relate the program management experience associated with its development. It gives an overview of the entire project, details the product development, and describes the author’s program management experience including team dynamics. 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] Identifying Fundamentals of Project Management for Software Development

  This research attempts to use multiple perspective analysis to identify the fundamentals of project management for software development that can be utilized to be used as a framework for participants/stakeholders ...

  Citation × Citation Citation Abstract Copy Title: Identifying Fundamentals of Project Management for Software Development Author: Castillejos, Ignacio, Kamatkova, Yulia, Upadhyay, Jubin Year: 2012 This research attempts to use multiple perspective analysis to identify the fundamentals of project management for software development that can be utilized to be used as a framework for participants/stakeholders in projects for achieving success. The paper is based on research conducted through a series of interviews, in order to extract expert opinion and combine/compare it with findings from the literature. A case of two organizations in the Pacific Northwest has been taken into consideration to observe, evaluate, document, map, and discuss their practices for software development projects. A number of other university based experts were also consulted based on their work experience feedback was noted and included in the data model. This data was put in perspective with literature based data, and analysis was performed keeping in mind multiple perspectives. We hope to map our findings in a framework to be used as quick reference guide to ‘must-haves of the current project management practices in software development. Title: Identifying Fundamentals of Project Management for Software Development Author: Castillejos, Ignacio, Kamatkova, Yulia, Upadhyay, Jubin Year: 2012 This research attempts to use multiple perspective analysis to identify the fundamentals of project management for software development that can be utilized to be used as a framework for participants/stakeholders in projects for achieving success. The paper is based on research conducted through a series of interviews, in order to extract expert opinion and combine/compare it with findings from the literature. A case of two organizations in the Pacific Northwest has been taken into consideration to observe, evaluate, document, map, and discuss their practices for software development projects. A number of other university based experts were also consulted based on their work experience feedback was noted and included in the data model. This data was put in perspective with literature based data, and analysis was performed keeping in mind multiple perspectives. We hope to map our findings in a framework to be used as quick reference guide to ‘must-haves of the current project management practices in software development. Close

• 4. [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

• 5. [Article] Do Maps Guide the Way to NPD Success? Theoretical and Practical Aspects of Knowledge Mapping in Product Development

  New product development success largely depends on the ability to combine newly acquired information on customer demands and technological options with knowledge that exists within the company. Project ...

  Citation × Citation Citation Abstract Copy Title: Do Maps Guide the Way to NPD Success? Theoretical and Practical Aspects of Knowledge Mapping in Product Development Author: Jetter, Antonie J, Year: 2005 New product development success largely depends on the ability to combine newly acquired information on customer demands and technological options with knowledge that exists within the company. Project organization and high employee turnover, however, make it difficult to be informed about what knowledge is available within the company and to access it successfully. Knowledge maps, a popular concept in present knowledge management, offer a possible solution by ?guiding the way to knowledge?. Their purpose, structure and content varies greatly, as does their ability to capture different aspects of knowledge. This paper investigates the theoretical basis of different types of knowledge maps and investigates their applicability in development projects. Title: Do Maps Guide the Way to NPD Success? Theoretical and Practical Aspects of Knowledge Mapping in Product Development Author: Jetter, Antonie J, Year: 2005 New product development success largely depends on the ability to combine newly acquired information on customer demands and technological options with knowledge that exists within the company. Project organization and high employee turnover, however, make it difficult to be informed about what knowledge is available within the company and to access it successfully. Knowledge maps, a popular concept in present knowledge management, offer a possible solution by ?guiding the way to knowledge?. Their purpose, structure and content varies greatly, as does their ability to capture different aspects of knowledge. This paper investigates the theoretical basis of different types of knowledge maps and investigates their applicability in development projects. Close

• 6. [Article] Online Managment - Pro Courses: Provide Online Training Services for Working Professionals to Achieve Their Career Goals

  The organization works on software projects that develops application software, website portals for private and government institutions, including its own projects related to website development. The latest ...

  Citation × Citation Citation Abstract Copy Title: Online Managment - Pro Courses: Provide Online Training Services for Working Professionals to Achieve Their Career Goals Author: Melendez, Alex Tacco, Vrushabhendra, Lipishree, Khopasanizadeh, Shahram, Akhter, Tanzila Year: 2017 The organization works on software projects that develops application software, website portals for private and government institutions, including its own projects related to website development. The latest project of this organization is called the Online Management-Pro Courses to provide online training services for working professionals to achieve their career goals. The purpose of this project is to develop an online training portal with courses for students and professionals aspiring to excel in management. This web portal will create a knowledge network that is expected to catalyze solutions for management challenges. This will be achieved by disseminating courses in order to help professionals who are growing in both private and government bodies. Title: Online Managment - Pro Courses: Provide Online Training Services for Working Professionals to Achieve Their Career Goals Author: Melendez, Alex Tacco, Vrushabhendra, Lipishree, Khopasanizadeh, Shahram, Akhter, Tanzila Year: 2017 The organization works on software projects that develops application software, website portals for private and government institutions, including its own projects related to website development. The latest project of this organization is called the Online Management-Pro Courses to provide online training services for working professionals to achieve their career goals. The purpose of this project is to develop an online training portal with courses for students and professionals aspiring to excel in management. This web portal will create a knowledge network that is expected to catalyze solutions for management challenges. This will be achieved by disseminating courses in order to help professionals who are growing in both private and government bodies. Close

• 7. [Article] A Decision Support Model for Project Manager Assignments

  The question, "How to assign projects to project managers?" is considered to be one of the most important questions in project management. Nevertheless, methods to answer this question have not yet been ...

  Citation × Citation Citation Abstract Copy Title: A Decision Support Model for Project Manager Assignments Author: Patanakul, Peerasit, Milošević, Dragan, Anderson, Timothy R. Year: 2007 The question, "How to assign projects to project managers?" is considered to be one of the most important questions in project management. Nevertheless, methods to answer this question have not yet been sufficiently addressed in the literature. In practice, even though the question is rather common, practitioners still seek an effective project assignment methodology - especially, for the assignments of project managers of multiple concurrent projects, such as a project manager of new product development projects in typical high-technology industries. To respond to this question, we performed an inductive study to develop a theoretical framework for project assignments, including some significant assignment criteria and processes. We found that to be effective in project assignments, management should consider strategic elements of the organization in project prioritization, project requirements and competencies of project managers in project manager-to-project matching, and some organizational/personal limitations regarding the assignment. An optimization model was developed to apply this framework. This model can assist in assigning projects to project managers for the better performances of projects, project managers, and the organization. Title: A Decision Support Model for Project Manager Assignments Author: Patanakul, Peerasit, Milošević, Dragan, Anderson, Timothy R. Year: 2007 The question, "How to assign projects to project managers?" is considered to be one of the most important questions in project management. Nevertheless, methods to answer this question have not yet been sufficiently addressed in the literature. In practice, even though the question is rather common, practitioners still seek an effective project assignment methodology - especially, for the assignments of project managers of multiple concurrent projects, such as a project manager of new product development projects in typical high-technology industries. To respond to this question, we performed an inductive study to develop a theoretical framework for project assignments, including some significant assignment criteria and processes. We found that to be effective in project assignments, management should consider strategic elements of the organization in project prioritization, project requirements and competencies of project managers in project manager-to-project matching, and some organizational/personal limitations regarding the assignment. An optimization model was developed to apply this framework. This model can assist in assigning projects to project managers for the better performances of projects, project managers, and the organization. Close

• 8. [Article] Risk Management System for PMT Restaurant

  A risk management system (RMS) is being developed and offered to a soon-to-be open "PMT" restaurant specializing in Pan-Asian cuisine. The project focus here is on managing risks during the "implementation" ...

  Citation × Citation Citation Abstract Copy Title: Risk Management System for PMT Restaurant Author: Chotivanawan, Bundit, Hsieh, Yi-Lung, Lin, Yu-Hsiang, Mahaphol, Inthrayuth, Pathak, Ujjal, Tanatammatorn, Napong Year: 2010 A risk management system (RMS) is being developed and offered to a soon-to-be open "PMT" restaurant specializing in Pan-Asian cuisine. The project focus here is on managing risks during the "implementation" phase of the restaurant life-cycle. The concerned stakeholders are being provided with tools instrumental in identifying risks to the project, assessing their potential impact, and developing actions to mitigate them. The underlying outcome of this report from our team‟s perspective is to understand how we can employ risk management system in real-life scenarios. The report proposes the following risk management strategies for the PMT restaurant: Design, develop and implement a full-fledged risk management system (RMS) comprising of risk response plan and risk log Explain and integrate the use of a series of risk analysis tools such as SWOT analysis, Probability-Impact matrix, Network Diagram and Monte Carlo analysis Offer training and implementation steps for the above mentioned risk analysis tools Title: Risk Management System for PMT Restaurant Author: Chotivanawan, Bundit, Hsieh, Yi-Lung, Lin, Yu-Hsiang, Mahaphol, Inthrayuth, Pathak, Ujjal, Tanatammatorn, Napong Year: 2010 A risk management system (RMS) is being developed and offered to a soon-to-be open "PMT" restaurant specializing in Pan-Asian cuisine. The project focus here is on managing risks during the "implementation" phase of the restaurant life-cycle. The concerned stakeholders are being provided with tools instrumental in identifying risks to the project, assessing their potential impact, and developing actions to mitigate them. The underlying outcome of this report from our team‟s perspective is to understand how we can employ risk management system in real-life scenarios. The report proposes the following risk management strategies for the PMT restaurant: Design, develop and implement a full-fledged risk management system (RMS) comprising of risk response plan and risk log Explain and integrate the use of a series of risk analysis tools such as SWOT analysis, Probability-Impact matrix, Network Diagram and Monte Carlo analysis Offer training and implementation steps for the above mentioned risk analysis tools Close

• 9. [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

• 10. [Article] Managing Knowledge-based Projects

  In knowledge-based projects, many risks can be resulted due to lack of knowledge applied in the project. To avoid these risks, project based companies need to implement a convenient mechanism to develop ...

  Citation × Citation Citation Abstract Copy Title: Managing Knowledge-based Projects Author: Madani, Farshad Year: 2012 In knowledge-based projects, many risks can be resulted due to lack of knowledge applied in the project. To avoid these risks, project based companies need to implement a convenient mechanism to develop knowledge management strategies. In this article, this mechanism is addressed as a KM strategic planning model, which is inherently a process model. This model helps to build a bridge between PMBOK processes and knowledge management strategy development. The foundation of this bridge is made on two pillars. First, the spiral of knowledge introduced by Nonaka [1] and, second, PMBOK processes. To develop the KM strategic planning model, the author is used his experiences acquired in applying knowledge management in managing projects in a consulting company. Title: Managing Knowledge-based Projects Author: Madani, Farshad Year: 2012 In knowledge-based projects, many risks can be resulted due to lack of knowledge applied in the project. To avoid these risks, project based companies need to implement a convenient mechanism to develop knowledge management strategies. In this article, this mechanism is addressed as a KM strategic planning model, which is inherently a process model. This model helps to build a bridge between PMBOK processes and knowledge management strategy development. The foundation of this bridge is made on two pillars. First, the spiral of knowledge introduced by Nonaka [1] and, second, PMBOK processes. To develop the KM strategic planning model, the author is used his experiences acquired in applying knowledge management in managing projects in a consulting company. Close