Technology & Innovation Management: - PICMET Conference

PAPERS AND PANELS
drawn from analysis of survey results of major Australian companies
and an analysis of outcomes from a recent workshop for IT managers.
MD-03.3 - Growth Through Technological Innovation: Entrepreneurial
Distributed Innovation for Business Renewal
Georges Haour, IMD- International Institute for Management
Development
This paper discusses companies’ growth by effectively leveraging
technical innovations for two types of firms: technical start-ups and
large technology-intensive firms. It is argued that these two types of
companies are rapidly becoming more dependant on each other and
that following the precursor model of the biotechnological sector,
firms will increasingly spin in, as well as spin off innovation projects
at various stages of maturity. The framework of a distributed
innovation system is presented, which involves a variety of actors.
Firms indeed need to organise accordingly and, for this, should learn
from the practices of totally different sectors, such as the entertainment
industry; also, the mission of the Research and Development
(R&D) function will have to be redefined.
MD-04 Monday, July 26, 1999
15:30 - 17:00 Parlor B
Program/ Project Management 3
Chair: Leonard J Olive, Bureau of Transportation Engineering and
Development
MD-04.1 - Organizational Context for Project Management
Charles Keating, Old Dominion University
There is little debate concerning the utility of project management
tools and methods for planning, scheduling, and control of temporary
initiatives to produce a unique product or service. This paper
develops a framework for understanding the assumptions necessary
for effective deployment of the project management approach.
Understanding the degree to which an organization is compatible
with these assumptions may determine the readiness to effectively
deploy project management methods.
MD-04.2 - Using Organizational Engineering to Build Defect Free
Systems, On Schedule and Within Budget
Joseph Kasser, University of Maryland
Today’s software and systems development life cycle paradigm is
characterized by large cost overruns, schedule slips, and dramatic
performance deficiencies in weapon, C4I, and automated information
systems. This paper describes an alternative paradigm that can
produce defect free systems on schedule and within budget.
MD-04.3 - Multiproject Management System Implementation
Iffet Iyigun, Arcelik A.S. - R&D Center
In this paper, a multi-project management system implementation for
an R&D Center, organized under a strong project matrix structure
with more than 100 employees, is discussed. The system is based on
the integration of a commercial project management software coupled
with database application. The implementation process along
with the needs analysis and lessons learned during the implementation
are discussed.
MD-04.4 - Risk Prevention in Outsourced Projects
Jozsef Gyorkos, University of Maribor
Ivan Rozman, University of Maribor
Marin Silic, Government Centre of Informatics, Rep. of Slovenia
In this paper experience gained by quality assurance for large outsourced
IT projects is described. An outline of the paper follows: 1)
Introduction (environment and problem description, multidisciplinary
projects); 2) The approach (the scope of the quality system,
assessment group, principles (product and process focus) and
results); 3) Lessons learned (risk prevention and group coordination,
balancing between formality and schedule).
PANEL: MD-05 Monday, July 26, 1999
15:30 - 17:00 Parlor C
Technology Management Education 2: Innovative MOT Education
for the New Millennium: University Programs that Combine Science,
Engineering, and Business
Moderator: Anne D Henriksen, James Madison University
Panelist(s): Richard M Roberds, James Madison University
William Flannery, University of Texas-San Antonio
Russell Jamison, University of Illinois at Urbana Champaign
Successful MOT requires a combination of skills in science, engineering,
technology, and business. Effective MOT education must
therefore combine training in all of these areas. But there are many
bureaucratic and cultural barriers to implementing MOT programs
that cross discipline and institutional boundaries. This panel will
consist of three directors of interdisciplinary educational programs,
at both the graduate and undergraduate level, who are successfully
linking technical and business training. In two of the cases, the programs
involve at least two different colleges within the university,
but in the third, a new degree program has been formed that fundamentally
integrates science, engineering, technology, and business
throughout the curriculum.
MD-06 Monday, July 26, 1999
15:30 - 17:00 Studio
Information/ Knowledge Management 3
Chair: Janice E Carrillo, Washington University
MD-06.1 - Achieving Return on Critical Knowledge
Joyce Thompsen, Achieve Global
Critical Knowledge Areas represent unique bodies of knowledge
which lie at the core of the value proposition for an enterprise. A new
business model entitled Return on Critical Knowledge, or ROCK, can
be used for managing these Critical Knowledge Areas in an integrated
strategic approach. This new model and a case study for identifying
and measuring Critical Knowledge Areas are presented.
MD-06.2 - Leveraged Knowledge Creation: Role of Technical
Services as External Sources of Knowledge
Christiane Hipp, Mannesmann Pilotentwicklung
Oliver Gassmann, Schindler Lifts Ltd.
Companies have to face the fact that research and development is
becoming increasingly complex and product cycles shorter. This
forces firms to reorganize their innovation and learning process by
trying to combine internal know-how with all kinds of external
sources of knowledge. This paper will analyze the role of specialized
technical services and their contribution to the performance of their
customers.
MD-06.3 - The Link Between Successful Process Change and
Knowledge Creation
Janice Carrillo, Washington University
Cheryl Gaimon, Georgia Institute of Technology
The critical link between successful process change and knowledge
creation is examined. Specifically, a model is given to investigate the
impact of investment in preparation and training to enhance process
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