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• 261. [Article] Decision Model for the Features of a Smart House

  Smart house is one of the best solutions today in the market because it helps users to manage their activities by using special programs to automate electronic home devices [1]. The smart house began in ...

  Citation × Citation Citation Abstract Copy Title: Decision Model for the Features of a Smart House Author: Alsuwaida, Ahlam, Al-Shareef, Ahmed, Alheayk, Zuhair, Yong, You Hong, Jang, Wei Ming Year: 2015 Smart house is one of the best solutions today in the market because it helps users to manage their activities by using special programs to automate electronic home devices [1]. The smart house began in the twenty century by inventing home appliances. The vacuum cleaner was the first to invent and after that followed to sewing machine, food processors, refrigerator, and washing machine. In 1939, popular mechanics magazine helped users to know the modern technology and think about the future from describing modern cocking device. After that in 1966, the first home computer ECHO IV was invented [2]. When people know the importance of these modern appliances, the demand is increased on these appliances, and that led to more research and more development in smart house. Nearly 2000, smart house began to develop quickly because different kinds of technology started to emerge together that help technology to spread and user began to demand of smart product. In 2013, Microsoft showed in the market a lab of thing to help researchers to discover different kinds of smart house appliance [3]. Today, smart house uses many applications such as remote mobile control, control lighting, manage video surveillance, etc. As the demand of smart appliances increased and with a variety of smart products in the market that do many tasks and make everything in the house easy to use, and that confuse the users and make it difficult for them to choose the right products that they really need inside their smart houses. Hierarchical decision model (HDM) is one of the technique that help users to take the right decision easily in choosing what features that they need. So we made more researches on each feature to have more information and understand each feature and how it effects on smart house work. We used pairwise comparison to evaluate each feature from experts who answered our survey. The decision of the features of a smart house is a complicated process because many experts have many ideas and different opinions. In this paper, we reached the preference features through applying pairwise comparison to decision making. We used a simple tool which is helping to recognize the features of smart house. HDM is used to simplify a large number of options. Title: Decision Model for the Features of a Smart House Author: Alsuwaida, Ahlam, Al-Shareef, Ahmed, Alheayk, Zuhair, Yong, You Hong, Jang, Wei Ming Year: 2015 Smart house is one of the best solutions today in the market because it helps users to manage their activities by using special programs to automate electronic home devices [1]. The smart house began in the twenty century by inventing home appliances. The vacuum cleaner was the first to invent and after that followed to sewing machine, food processors, refrigerator, and washing machine. In 1939, popular mechanics magazine helped users to know the modern technology and think about the future from describing modern cocking device. After that in 1966, the first home computer ECHO IV was invented [2]. When people know the importance of these modern appliances, the demand is increased on these appliances, and that led to more research and more development in smart house. Nearly 2000, smart house began to develop quickly because different kinds of technology started to emerge together that help technology to spread and user began to demand of smart product. In 2013, Microsoft showed in the market a lab of thing to help researchers to discover different kinds of smart house appliance [3]. Today, smart house uses many applications such as remote mobile control, control lighting, manage video surveillance, etc. As the demand of smart appliances increased and with a variety of smart products in the market that do many tasks and make everything in the house easy to use, and that confuse the users and make it difficult for them to choose the right products that they really need inside their smart houses. Hierarchical decision model (HDM) is one of the technique that help users to take the right decision easily in choosing what features that they need. So we made more researches on each feature to have more information and understand each feature and how it effects on smart house work. We used pairwise comparison to evaluate each feature from experts who answered our survey. The decision of the features of a smart house is a complicated process because many experts have many ideas and different opinions. In this paper, we reached the preference features through applying pairwise comparison to decision making. We used a simple tool which is helping to recognize the features of smart house. HDM is used to simplify a large number of options. Close

• 262. [Article] Optimization Model For Multiple Project Management

  In any company, there are plenty of factors which can move a project past its deadline. It's very common for some project tasks (Activities) to be complex than anticipated or to have turnover on the project ...

  Citation × Citation Citation Abstract Copy Title: Optimization Model For Multiple Project Management Author: Bhatia, Aruna, Haciane, Gaya, Cheng, Juchun, Sathappan, Sivagamasundari, Deshpande, Tejas Year: 2017 In any company, there are plenty of factors which can move a project past its deadline. It's very common for some project tasks (Activities) to be complex than anticipated or to have turnover on the project that requires to bring new resources up to speed. Sometimes, many project activities are simply underestimated and they end up taking more time than predicted. Regardless of how it happens, most of the times managers discover that projects are trending beyond committed deadlines. If it’s still the beginning of the project, some corrective actions could be taken to bring project back on track. But, closer to project deadline, choices dwindle. In spite of such situations, project deadlines can’t be easily delayed or postponed as most of the projects in a company are interdependent in nature while sharing resources to maintain economies of scale. Changing customer demands or pressure of stiff competition in the market also force managers to get the project done before deadline.In such cases, companies prefer the option of ‘Project Crashing’ which simply means applying additional resources to the critical path or the sequence of activities that must be completed in required schedule. It's always possible to just throw more resources on the critical path, but crashing also means to get the biggest schedule gain for the least amount of incremental costs. To study the issue of Project Crashing and high crashing cost related to it, we examine the case of Siemens Energy Inc. Siemens Energy Inc. is a division of a large European company Siemens AG which has operations in manufacturing and electronics worldwide. Similar to all companies, Siemens Inc. also deals with the issue of managing multiple projects in a given period of time. Management at Siemens Inc. would like to prefer developing a standardized method or model that can help managers to make informed and rational decision which can help them to accomplish all the project activities in time with the least extra cost incurred. To begin with, we reviewed past literature available on Project Management. Most of them mainly focus on approaches used for schedule compression. In addition, we also reviewed past literature on optimization methods used for project crashing. Understading the past researches and the need of a robust and widely applicable optimization model for this classic but important problem, an attempt was made to address this Project Management. Hence, a model was developed using Linear Programming and Excel Solver which aims at meeting the project deadline with minimum cost. Title: Optimization Model For Multiple Project Management Author: Bhatia, Aruna, Haciane, Gaya, Cheng, Juchun, Sathappan, Sivagamasundari, Deshpande, Tejas Year: 2017 In any company, there are plenty of factors which can move a project past its deadline. It's very common for some project tasks (Activities) to be complex than anticipated or to have turnover on the project that requires to bring new resources up to speed. Sometimes, many project activities are simply underestimated and they end up taking more time than predicted. Regardless of how it happens, most of the times managers discover that projects are trending beyond committed deadlines. If it’s still the beginning of the project, some corrective actions could be taken to bring project back on track. But, closer to project deadline, choices dwindle. In spite of such situations, project deadlines can’t be easily delayed or postponed as most of the projects in a company are interdependent in nature while sharing resources to maintain economies of scale. Changing customer demands or pressure of stiff competition in the market also force managers to get the project done before deadline.In such cases, companies prefer the option of ‘Project Crashing’ which simply means applying additional resources to the critical path or the sequence of activities that must be completed in required schedule. It's always possible to just throw more resources on the critical path, but crashing also means to get the biggest schedule gain for the least amount of incremental costs. To study the issue of Project Crashing and high crashing cost related to it, we examine the case of Siemens Energy Inc. Siemens Energy Inc. is a division of a large European company Siemens AG which has operations in manufacturing and electronics worldwide. Similar to all companies, Siemens Inc. also deals with the issue of managing multiple projects in a given period of time. Management at Siemens Inc. would like to prefer developing a standardized method or model that can help managers to make informed and rational decision which can help them to accomplish all the project activities in time with the least extra cost incurred. To begin with, we reviewed past literature available on Project Management. Most of them mainly focus on approaches used for schedule compression. In addition, we also reviewed past literature on optimization methods used for project crashing. Understading the past researches and the need of a robust and widely applicable optimization model for this classic but important problem, an attempt was made to address this Project Management. Hence, a model was developed using Linear Programming and Excel Solver which aims at meeting the project deadline with minimum cost. Close

• 263. [Article] Team 2 Process Report: How Team 2 Became Team Velocity

  On January 11, 2012 The ETM Communications and Team Building 522/622 class began. After initial introduction of the course, Dr. Dryden instructed class members to form teams of 4 to 6 people that would ...

  Citation × Citation Citation Abstract Copy Title: Team 2 Process Report: How Team 2 Became Team Velocity Author: Mansour, Mohammad, Amini, Mitra, Bahrini, Sara, Saatchi, Bahareh, Nielsen, Carl, Singla, Puniti Year: 2012 On January 11, 2012 The ETM Communications and Team Building 522/622 class began. After initial introduction of the course, Dr. Dryden instructed class members to form teams of 4 to 6 people that would work together for the entire quarter. This was the beginning of Team Velocity. Most of us knew nothing of our team members when we formed. We formed primarily by chance. Our team consisted of six very diverse people. Mohammad, our unofficial team leader, is from Dubai UAE, three of the girls, Bahareh, Mitra, and Sara are from Iran, and Carl is home grown USA. One member left our team after the first class, however during the second session of class another member joined and became a member of our team; Puniti is from India. Beyond diversity, our team had a generation gap as well as industry experience gap. The age gap is over 20 years between our oldest member and youngest member. Finally, we had very diverse backgrounds in education from Computer Engineering, Civil Engineering, Electrical Engineering, Industrial Engineering, Architectural Engineering, to Biology. One might expect that with this type of diversity, age gap, industry experience, and different education backgrounds, there would be inherent conflict to deal with. This was not the case for our team. We had very little conflict within our team and the conflict we did have was rather insignificant. We worked effectively together and respected each other’s opinions. This does not mean we all played the same role in our team. We had people that were more outspoken and quickly took a leadership role. We had members who were very detailed oriented and others who were bigger picture oriented. We had members that needed encouragement and others who were very self-confident. All of this together made up the complementary skills needed to make an effective team. Through the quarter our team worked together to complete assigned tasks and present material to the class. We all had different ways of looking at things and had different strengths and weaknesses. We learned through the quarter how to capitalize on each member’s strengths and thereby mitigating the weaknesses. We met many times during the quarter to form our presentations. We continually kept in contact over emails in the editing of papers and slides for presentations. Each person in the group was assigned equal amounts of real work to do. We were each accountable to the group to provide summaries of papers that the team would edit. We were also individually accountable to present sections of the class material to the class. The team would meet to compile and edit slides that would be presented. We would then practice the presentations. Each member clearly understood that the team would only succeed if each member did their part. We held ourselves mutually accountable for the work we presented. This is how our team was formed, how we are made up, how we did our work, and how we held ourselves accountable for our success. Through this process we developed a better understanding of each other and found that we really enjoyed working together. We developed a bond and friendship that transcends the individual. This paper describes how team 2 became Team Velocity. Title: Team 2 Process Report: How Team 2 Became Team Velocity Author: Mansour, Mohammad, Amini, Mitra, Bahrini, Sara, Saatchi, Bahareh, Nielsen, Carl, Singla, Puniti Year: 2012 On January 11, 2012 The ETM Communications and Team Building 522/622 class began. After initial introduction of the course, Dr. Dryden instructed class members to form teams of 4 to 6 people that would work together for the entire quarter. This was the beginning of Team Velocity. Most of us knew nothing of our team members when we formed. We formed primarily by chance. Our team consisted of six very diverse people. Mohammad, our unofficial team leader, is from Dubai UAE, three of the girls, Bahareh, Mitra, and Sara are from Iran, and Carl is home grown USA. One member left our team after the first class, however during the second session of class another member joined and became a member of our team; Puniti is from India. Beyond diversity, our team had a generation gap as well as industry experience gap. The age gap is over 20 years between our oldest member and youngest member. Finally, we had very diverse backgrounds in education from Computer Engineering, Civil Engineering, Electrical Engineering, Industrial Engineering, Architectural Engineering, to Biology. One might expect that with this type of diversity, age gap, industry experience, and different education backgrounds, there would be inherent conflict to deal with. This was not the case for our team. We had very little conflict within our team and the conflict we did have was rather insignificant. We worked effectively together and respected each other’s opinions. This does not mean we all played the same role in our team. We had people that were more outspoken and quickly took a leadership role. We had members who were very detailed oriented and others who were bigger picture oriented. We had members that needed encouragement and others who were very self-confident. All of this together made up the complementary skills needed to make an effective team. Through the quarter our team worked together to complete assigned tasks and present material to the class. We all had different ways of looking at things and had different strengths and weaknesses. We learned through the quarter how to capitalize on each member’s strengths and thereby mitigating the weaknesses. We met many times during the quarter to form our presentations. We continually kept in contact over emails in the editing of papers and slides for presentations. Each person in the group was assigned equal amounts of real work to do. We were each accountable to the group to provide summaries of papers that the team would edit. We were also individually accountable to present sections of the class material to the class. The team would meet to compile and edit slides that would be presented. We would then practice the presentations. Each member clearly understood that the team would only succeed if each member did their part. We held ourselves mutually accountable for the work we presented. This is how our team was formed, how we are made up, how we did our work, and how we held ourselves accountable for our success. Through this process we developed a better understanding of each other and found that we really enjoyed working together. We developed a bond and friendship that transcends the individual. This paper describes how team 2 became Team Velocity. Close

• 264. [Article] Decision Criteria and Uncertainty Analysis for a Proposed Condominium Development

  The construction industry can be, roughly, divided into four construction end-product categories – residential (homes/town-homes), commercial (retail/apartments), industrial (manufacturing/warehouses/storage) ...

  Citation × Citation Citation Abstract Copy Title: Decision Criteria and Uncertainty Analysis for a Proposed Condominium Development Author: Tanyavutti, Ardthawee, Sundararajan, Minez Srivatsan, Sakulyong, Naruedom, Jindrapacha, Songwut, Knewitz, Stephen Year: 2007 The construction industry can be, roughly, divided into four construction end-product categories – residential (homes/town-homes), commercial (retail/apartments), industrial (manufacturing/warehouses/storage) and mixed-use (multi-story with lower levels retail and upper levels condominiums). The “decision” to build (or not) is based is based on number of factors – some analytical, some not so analytical, i.e. “gut feelings”. It is the authors opinion that the “build/no-build” decision is entirely too non-analytical and unquantified. Decisions are made based on wild guesses, hunches and “gut-feelings”. This paper proposes to apply decision making theory, develop a decision model and document the decision making process. This analysis then can be used to quantify, the expected net income and the probability of such net income, on the project prior to making the “build/no-build” decision. Specifically, this paper analyzes the mixed-use category of construction end-product. The analysis uses costs and revenues to determine net incomes. Costs include land (dirt), hard costs, soft costs, construction loan interest and sales commissions. The revenue category is limited to condominium sales only. Initially, a uniformally random distribution for cost and revenues was assumed. It was determined that the results attained could be refined, to provide a more accurate estimation of net income, if the distribution was supplemented with Pairwise Comparison. Ten expert opinions were gathered to first, estimate the ranges about the cost and revenue components. The experts were provided an initial estimate, from which they estimated a range (lower and upper bound), around the initial estimate. The range for each component was divided into three equal intervals. Using a Pairwise Comparison, the intervals were evaluated by the experts. Probabilities were then computed for each possible outcome of net income. The probabilities were then plotted against the net income. The resultant output, the probability vs. net income graph (and associated table), are the tools that quantify the data and graphically depict, for the decision maker, the probability of economic success as predicted from expert opinion. The use of the Pairwise Comparison Technique indicated a slightly different, yet more robust (in the opinion of these authors) result, than the random distribution model had the Pairwise Comparison not been made. Title: Decision Criteria and Uncertainty Analysis for a Proposed Condominium Development Author: Tanyavutti, Ardthawee, Sundararajan, Minez Srivatsan, Sakulyong, Naruedom, Jindrapacha, Songwut, Knewitz, Stephen Year: 2007 The construction industry can be, roughly, divided into four construction end-product categories – residential (homes/town-homes), commercial (retail/apartments), industrial (manufacturing/warehouses/storage) and mixed-use (multi-story with lower levels retail and upper levels condominiums). The “decision” to build (or not) is based is based on number of factors – some analytical, some not so analytical, i.e. “gut feelings”. It is the authors opinion that the “build/no-build” decision is entirely too non-analytical and unquantified. Decisions are made based on wild guesses, hunches and “gut-feelings”. This paper proposes to apply decision making theory, develop a decision model and document the decision making process. This analysis then can be used to quantify, the expected net income and the probability of such net income, on the project prior to making the “build/no-build” decision. Specifically, this paper analyzes the mixed-use category of construction end-product. The analysis uses costs and revenues to determine net incomes. Costs include land (dirt), hard costs, soft costs, construction loan interest and sales commissions. The revenue category is limited to condominium sales only. Initially, a uniformally random distribution for cost and revenues was assumed. It was determined that the results attained could be refined, to provide a more accurate estimation of net income, if the distribution was supplemented with Pairwise Comparison. Ten expert opinions were gathered to first, estimate the ranges about the cost and revenue components. The experts were provided an initial estimate, from which they estimated a range (lower and upper bound), around the initial estimate. The range for each component was divided into three equal intervals. Using a Pairwise Comparison, the intervals were evaluated by the experts. Probabilities were then computed for each possible outcome of net income. The probabilities were then plotted against the net income. The resultant output, the probability vs. net income graph (and associated table), are the tools that quantify the data and graphically depict, for the decision maker, the probability of economic success as predicted from expert opinion. The use of the Pairwise Comparison Technique indicated a slightly different, yet more robust (in the opinion of these authors) result, than the random distribution model had the Pairwise Comparison not been made. Close

• 265. [Article] Project Glass: Google’s Augmented Reality Glasses

  Technology is everywhere. It is very beneficial and plays a big role in our lives today. But it controls the way people collaborate with each other in our work, studies, mobility, communication, thinking, ...

  Citation × Citation Citation Abstract Copy Title: Project Glass: Google’s Augmented Reality Glasses Author: Al Mallak, Manar, Al-Mulla, Nameer, Griffis, Sarah, Koosawangsri, Rachanida, Nguyen, Tri, Tamimi, Sajeda Year: 2012 Technology is everywhere. It is very beneficial and plays a big role in our lives today. But it controls the way people collaborate with each other in our work, studies, mobility, communication, thinking, and even our eating. We believe technology “should work for you—to be there when you need it and get out of your way when you don’t [1]. “ And here comes the role of Google Glass as an alternative. The project was started by the Google company under the name ‘Project Glass’ to create a significant type of technology that provides an environment to help people share the world and put it back in the moment. Google Glass is an augmented reality head-mounted display (HMD) developed by Google within Project Glass’ research & development program [2]. Our focus in this marketing plan will be on enterprise businesses, rather than only solutions for individual end users. Google is already in the enterprise market. We will go through our marketing plan by starting with the product itself, and by doing a Product Analysis. We discuss a Technology Assessment and then explore the product propose, components, features, and value it can provide to enterprise customers. Then we will go through our Market Analysis to show our potential customer segmentations. We explain our decision of choosing our targeted early adapters and early majority and illustrate the technology’s adoption lifecycle curve and crossing the chasm. Later on, in the Customer Analysis section we explain our targeted customers in depth by giving a definition and exploring their activities. We show the role of Google Glass in the work process and end up with the customer perceptions. Furthermore, in the Competitor Analysis section, we will create a competitive landscape to map our product’s competitors by giving an in-depth elaboration on every competitor’s pros and cons and their place in the landscape position. The competitor section is finished by doing a SWOT analysis to show our organization’s points of strengths, weaknesses; current and potential opportunities and source of threats. Moreover, in the Market Strategy we’ll talk about positioning, promotion, and distribution. Following this further, in the Finance section we’ll illustrate the product pricing, costs, and revenues. In the same way we’ll show our revenue allocation estimates, expenses budget, and finish with customer value pricing. Title: Project Glass: Google’s Augmented Reality Glasses Author: Al Mallak, Manar, Al-Mulla, Nameer, Griffis, Sarah, Koosawangsri, Rachanida, Nguyen, Tri, Tamimi, Sajeda Year: 2012 Technology is everywhere. It is very beneficial and plays a big role in our lives today. But it controls the way people collaborate with each other in our work, studies, mobility, communication, thinking, and even our eating. We believe technology “should work for you—to be there when you need it and get out of your way when you don’t [1]. “ And here comes the role of Google Glass as an alternative. The project was started by the Google company under the name ‘Project Glass’ to create a significant type of technology that provides an environment to help people share the world and put it back in the moment. Google Glass is an augmented reality head-mounted display (HMD) developed by Google within Project Glass’ research & development program [2]. Our focus in this marketing plan will be on enterprise businesses, rather than only solutions for individual end users. Google is already in the enterprise market. We will go through our marketing plan by starting with the product itself, and by doing a Product Analysis. We discuss a Technology Assessment and then explore the product propose, components, features, and value it can provide to enterprise customers. Then we will go through our Market Analysis to show our potential customer segmentations. We explain our decision of choosing our targeted early adapters and early majority and illustrate the technology’s adoption lifecycle curve and crossing the chasm. Later on, in the Customer Analysis section we explain our targeted customers in depth by giving a definition and exploring their activities. We show the role of Google Glass in the work process and end up with the customer perceptions. Furthermore, in the Competitor Analysis section, we will create a competitive landscape to map our product’s competitors by giving an in-depth elaboration on every competitor’s pros and cons and their place in the landscape position. The competitor section is finished by doing a SWOT analysis to show our organization’s points of strengths, weaknesses; current and potential opportunities and source of threats. Moreover, in the Market Strategy we’ll talk about positioning, promotion, and distribution. Following this further, in the Finance section we’ll illustrate the product pricing, costs, and revenues. In the same way we’ll show our revenue allocation estimates, expenses budget, and finish with customer value pricing. Close

• 266. [Article] Nokia’s Smartphones: What Happened, and What Possibly Happens? A Review of Nokia’s Strategic Management of Technology Prior to 2014, and an Analysis of the Current and Future Situations

  This paper reviews Nokia’s strategic management of technology prior to 2014, and attempts to analyze the current situation as the company’s brand name is back in smartphones’ market. The paper discusses ...

  Citation × Citation Citation Abstract Copy Title: Nokia’s Smartphones: What Happened, and What Possibly Happens? A Review of Nokia’s Strategic Management of Technology Prior to 2014, and an Analysis of the Current and Future Situations Author: Alibage, Ahmed Year: 2017 This paper reviews Nokia’s strategic management of technology prior to 2014, and attempts to analyze the current situation as the company’s brand name is back in smartphones’ market. The paper discusses the historical transformation of Nokia’s core business and its transitioning into the market of the mobile phones, and how it succeeded in becoming the market’s leader till it failed in nailing the smartphones’ market despite it had the biggest and dominating share till 2007. However, in order to identify the strategic gaps behind Nokia’s loss of its leading position and failure to strategically compete in the smartphones’ market, this research is constructed to; (1) conducting an intensive literature review on the company’s historical changes and transformation prior to 2014, (2) studying Nokia’s current situation through applying the analysis of Porter's five forces analysis, by which the potential critical factors that Nokia has to deal with as attempting to reenter this market will be identified, so that the company can strategically manage its resources and achieve competitive advantages. According to the analysis of the Porter’s five forces; Nokia currently in a situation to face a very high intensity of competitive rivalry, as well as moderate bargaining power or both buyers and suppliers, which require to develop stronger position in the ecosystem of the smartphones and to gain a significant market share through preparing a robust marketing plans for the new smartphones, Nokia 5, and Nokia 3. Title: Nokia’s Smartphones: What Happened, and What Possibly Happens? A Review of Nokia’s Strategic Management of Technology Prior to 2014, and an Analysis of the Current and Future Situations Author: Alibage, Ahmed Year: 2017 This paper reviews Nokia’s strategic management of technology prior to 2014, and attempts to analyze the current situation as the company’s brand name is back in smartphones’ market. The paper discusses the historical transformation of Nokia’s core business and its transitioning into the market of the mobile phones, and how it succeeded in becoming the market’s leader till it failed in nailing the smartphones’ market despite it had the biggest and dominating share till 2007. However, in order to identify the strategic gaps behind Nokia’s loss of its leading position and failure to strategically compete in the smartphones’ market, this research is constructed to; (1) conducting an intensive literature review on the company’s historical changes and transformation prior to 2014, (2) studying Nokia’s current situation through applying the analysis of Porter's five forces analysis, by which the potential critical factors that Nokia has to deal with as attempting to reenter this market will be identified, so that the company can strategically manage its resources and achieve competitive advantages. According to the analysis of the Porter’s five forces; Nokia currently in a situation to face a very high intensity of competitive rivalry, as well as moderate bargaining power or both buyers and suppliers, which require to develop stronger position in the ecosystem of the smartphones and to gain a significant market share through preparing a robust marketing plans for the new smartphones, Nokia 5, and Nokia 3. Close

• 267. [Article] Designing a Better Debit Card Experience for Teenagers

  The initial design challenge proposed was to investigate “human interaction with money.” With this broad starting point, the teams were set out to go through the design thinking process studied in class. ...

  Citation × Citation Citation Abstract Copy Title: Designing a Better Debit Card Experience for Teenagers Author: Suzuki, Juliana, Chavarria, Maria Pat, Aldawoodi, Rami Year: 2017 The initial design challenge proposed was to investigate “human interaction with money.” With this broad starting point, the teams were set out to go through the design thinking process studied in class. Our initial approach was use children as our target, so we set out to observe and learn how children deal with money. The shopping mall on a busy Saturday afternoon was the site of the fieldwork. In addition to that, we also interviewed children and teenagers. From the observation stage we came up with three possible problems to work with, namely (1) the gumball machine, (2) the vending machine, and (3) teenagers and debit card. At the problem definition stage, we decided to focus on the teenagers and debit card. We developed personas for our main target (the teenager) as well as the secondary target (her parent), to help the group better understand the real humans we were designing for. During this stage, we used some of IDEO and d.school’s tools and methodologies [1, 3] to frame our problem. Finally, when we reached the solution space, where we explored different possible ways to solve the design problem until we settled on our final solution. In this stage, we used other tools provided by David and Tom Kelley [1]. As a last step, we reached out to one of the teenagers interviewed at the beginning of the project in order to gather feedback on our first prototype, however we did not reach an iterative stage. In this paper, we will describe in detail our design process and how it relates to the theories studied in class. Title: Designing a Better Debit Card Experience for Teenagers Author: Suzuki, Juliana, Chavarria, Maria Pat, Aldawoodi, Rami Year: 2017 The initial design challenge proposed was to investigate “human interaction with money.” With this broad starting point, the teams were set out to go through the design thinking process studied in class. Our initial approach was use children as our target, so we set out to observe and learn how children deal with money. The shopping mall on a busy Saturday afternoon was the site of the fieldwork. In addition to that, we also interviewed children and teenagers. From the observation stage we came up with three possible problems to work with, namely (1) the gumball machine, (2) the vending machine, and (3) teenagers and debit card. At the problem definition stage, we decided to focus on the teenagers and debit card. We developed personas for our main target (the teenager) as well as the secondary target (her parent), to help the group better understand the real humans we were designing for. During this stage, we used some of IDEO and d.school’s tools and methodologies [1, 3] to frame our problem. Finally, when we reached the solution space, where we explored different possible ways to solve the design problem until we settled on our final solution. In this stage, we used other tools provided by David and Tom Kelley [1]. As a last step, we reached out to one of the teenagers interviewed at the beginning of the project in order to gather feedback on our first prototype, however we did not reach an iterative stage. In this paper, we will describe in detail our design process and how it relates to the theories studied in class. Close

• 268. [Article] Optimization Modeling for Inventory Logistics

  The automotive industry in Thailand is ranked 3rd in the world by commercial vehicle production statistics, following USA and China.[1] With numbers like these, it is clear that the automotive industry ...

  Citation × Citation Citation Abstract Copy Title: Optimization Modeling for Inventory Logistics Author: Vannaprapa, Noppadon, Bottjen, Philip, Danskin, Rodney, Penmetsa, Srujana, Lethlean, Joseph Year: 2013 The automotive industry in Thailand is ranked 3rd in the world by commercial vehicle production statistics, following USA and China.[1] With numbers like these, it is clear that the automotive industry makes up a large portion of the Thai economy. With such scale and impact, it is important for efficiency to be optimized. One way to reduce cost is to develop a model that will provide a viable and real optimization scenario in regards to logistics for an automotive parts company operating in Thailand. The current business practice has 5 branches of an auto parts company maintaining separate inventories in order to meet their own seasonal demand and reduce their lead times. This independent viewpoint misses an opportunity for increased efficiency and effectiveness by utilizing surplus inventory in certain branches to cover deficits in others. This missed opportunity impacts the company’s competitiveness. The goal of this project is to create the foundations of a tool to aid in the logistical decision making challenge of maintaining inventory between the 5 branches. This tool will be used to calculate the optimum purchasing strategy, using an EOQ calculation followed by a order distribution decision to reduce costs. The model we created is able to perform these calculations, and is able to arrive at optimized solutions in relatively short order. It is useful as a tool for investigating the outcome of different ordering strategies ahead of time. The model has far to go before it would be used in a production environment however. It will need to be able to take into account real world scenarios with all their uncertainty. This model could be expanded to support these situations. Title: Optimization Modeling for Inventory Logistics Author: Vannaprapa, Noppadon, Bottjen, Philip, Danskin, Rodney, Penmetsa, Srujana, Lethlean, Joseph Year: 2013 The automotive industry in Thailand is ranked 3rd in the world by commercial vehicle production statistics, following USA and China.[1] With numbers like these, it is clear that the automotive industry makes up a large portion of the Thai economy. With such scale and impact, it is important for efficiency to be optimized. One way to reduce cost is to develop a model that will provide a viable and real optimization scenario in regards to logistics for an automotive parts company operating in Thailand. The current business practice has 5 branches of an auto parts company maintaining separate inventories in order to meet their own seasonal demand and reduce their lead times. This independent viewpoint misses an opportunity for increased efficiency and effectiveness by utilizing surplus inventory in certain branches to cover deficits in others. This missed opportunity impacts the company’s competitiveness. The goal of this project is to create the foundations of a tool to aid in the logistical decision making challenge of maintaining inventory between the 5 branches. This tool will be used to calculate the optimum purchasing strategy, using an EOQ calculation followed by a order distribution decision to reduce costs. The model we created is able to perform these calculations, and is able to arrive at optimized solutions in relatively short order. It is useful as a tool for investigating the outcome of different ordering strategies ahead of time. The model has far to go before it would be used in a production environment however. It will need to be able to take into account real world scenarios with all their uncertainty. This model could be expanded to support these situations. Close

• 269. [Article] Elderly Home System Improvement for Medicine Management

  Participating in a design project that leads to a creative new solution is an excellent way to develop new skills by experiencing the design process first hand. The problem presented during the first class ...

  Citation × Citation Citation Abstract Copy Title: Elderly Home System Improvement for Medicine Management Author: Garcia, Jorge, Natarajan, Rupha, Gibson, Elizabeth, Spatar, Daria, Singla, Puniti Year: 2013 Participating in a design project that leads to a creative new solution is an excellent way to develop new skills by experiencing the design process first hand. The problem presented during the first class session was to create a solution to improve some attribute of human life in the home health care field. Our assigned team of five met the first feeling a little overwhelmed. We were challenged to find a worthy problem in need of a solution. Team Westside quickly completed the forming stage with introductions and discussion about meeting times and structure. In order to tackle this problem, we agreed to each shadow an elderly person that week and document observations before our next meeting. Our team “storming” sessions are more like a mild Portland sprinkle as all members perform to the “norms” and have good social skills. Team Westside, prepared with a wealth of observations and problems presented the idea of medicine management in a class verbal report. The idea was briefly discussed with the class and validated. We were charted to continue with generative design research and left with a better sense of direction. Our team performed over 50 hours of research using end user ethnographic techniques. The culmination of this effort pointed to the problem of elderly frustration with managing different and changing medications. Our team had quite a bit of data for this specific problem so this was the area we shifted our attention to find a solution. Title: Elderly Home System Improvement for Medicine Management Author: Garcia, Jorge, Natarajan, Rupha, Gibson, Elizabeth, Spatar, Daria, Singla, Puniti Year: 2013 Participating in a design project that leads to a creative new solution is an excellent way to develop new skills by experiencing the design process first hand. The problem presented during the first class session was to create a solution to improve some attribute of human life in the home health care field. Our assigned team of five met the first feeling a little overwhelmed. We were challenged to find a worthy problem in need of a solution. Team Westside quickly completed the forming stage with introductions and discussion about meeting times and structure. In order to tackle this problem, we agreed to each shadow an elderly person that week and document observations before our next meeting. Our team “storming” sessions are more like a mild Portland sprinkle as all members perform to the “norms” and have good social skills. Team Westside, prepared with a wealth of observations and problems presented the idea of medicine management in a class verbal report. The idea was briefly discussed with the class and validated. We were charted to continue with generative design research and left with a better sense of direction. Our team performed over 50 hours of research using end user ethnographic techniques. The culmination of this effort pointed to the problem of elderly frustration with managing different and changing medications. Our team had quite a bit of data for this specific problem so this was the area we shifted our attention to find a solution. Close

• 270. [Article] Big Data & Big Money: The Integration of IoT’s into The National Football League

  Many corporations are leveraging connected devices and the associated data as a competitive advantage in product/service differentiation. The success of products, supply chains, and entire companies could ...

  Citation × Citation Citation Abstract Copy Title: Big Data & Big Money: The Integration of IoT’s into The National Football League Author: Almuzel, Mustafa, Fritz, Jesse, Sikapizye, Mitch, Saadatmand, Mohammadsaleh Year: 2017 Many corporations are leveraging connected devices and the associated data as a competitive advantage in product/service differentiation. The success of products, supply chains, and entire companies could very well depend on their effective integration into the connected world. Industries ranging from farming to energy distribution are using connected grids to maintain highly effective operating costs. Big data companies use consumer trends to evaluate specific markets and demands within. Even residential appliances, lighting, and heating systems are becoming controlled with cell phones and tablets. The concept that everything has capability and should be connected to the Internet through wi-fi and shared data on cloud based servers is commonly referred to as the Internet of Things, or IoT’s. The IoT’s infiltration into most every single aspect of modern civilization is developing at an incredible pace. The National Football League (NFL) is part of a major professional sporting industry with a variety of opportunities to connect and deliver data products with smart devices through the IoT’s. In addition to apparel trends, the players themselves could ultimately become the total consumer product through wearables delivering real time biometrics and performance data. Smart uniforms can indicate if players health becomes jeopardized during critical play or after high energy impacts. Connected fields and game pieces can eliminate the need for subjective replays and reviews. Stadiums one day may very well become highly effective scaled data centers and server hubs. All this integrated data will be delivered and consumed through fantasy style gaming and virtual/augmented reality point of view displays. Title: Big Data & Big Money: The Integration of IoT’s into The National Football League Author: Almuzel, Mustafa, Fritz, Jesse, Sikapizye, Mitch, Saadatmand, Mohammadsaleh Year: 2017 Many corporations are leveraging connected devices and the associated data as a competitive advantage in product/service differentiation. The success of products, supply chains, and entire companies could very well depend on their effective integration into the connected world. Industries ranging from farming to energy distribution are using connected grids to maintain highly effective operating costs. Big data companies use consumer trends to evaluate specific markets and demands within. Even residential appliances, lighting, and heating systems are becoming controlled with cell phones and tablets. The concept that everything has capability and should be connected to the Internet through wi-fi and shared data on cloud based servers is commonly referred to as the Internet of Things, or IoT’s. The IoT’s infiltration into most every single aspect of modern civilization is developing at an incredible pace. The National Football League (NFL) is part of a major professional sporting industry with a variety of opportunities to connect and deliver data products with smart devices through the IoT’s. In addition to apparel trends, the players themselves could ultimately become the total consumer product through wearables delivering real time biometrics and performance data. Smart uniforms can indicate if players health becomes jeopardized during critical play or after high energy impacts. Connected fields and game pieces can eliminate the need for subjective replays and reviews. Stadiums one day may very well become highly effective scaled data centers and server hubs. All this integrated data will be delivered and consumed through fantasy style gaming and virtual/augmented reality point of view displays. Close