PICMET '09 Tutorial

























The Knowledge Myopia: Evolution and Future of Knowledge Management

In this era of the knowledge economy and the knowledge society, we are still taking baby steps in our understanding and utilization of knowledge management. What is this notion of knowledge management? How did it evolve to the current state? Are we on the right track in the application of knowledge management systems (KMS) in work organizations? These are the questions addressed in this tutorial. The discussion focuses on the trend of the growth and utilization of knowledge management and the barriers involved in its implementation in work organizations. The issue of the myopic application of KMS will also be explored. Why are we encountering so many difficulties in exploiting the knowledge-bases in our organizations? Is KMS just a fad, or a potentially powerful tool for growth and effectiveness? Based on the literature and the experience gained from case studies, some recommendations and practical solutions are offered.

Eliezer (Elie) GeislerEliezer (Elie) Geisler is the Distinguished Professor at the Stuart School of Business, Illinois Institute of Technology (IIT) and Director of the IIT Center for the Management of Medical Technology. He holds a doctorate from the Kellogg School at Northwestern University. Dr. Geisler is the author of over 100 papers in the areas of technology and innovation management, the evaluation of R&D, science and technology, knowledge management, and the management of healthcare and medical technology. He is the author of several books, including: Managing the Aftermath of Radical Corporate Change (1997), The Metrics of Science and Technology (2000), also translated into Chinese, Creating Value with Science and Technology (2001), Installing and Managing Workable Knowledge Management Systems (With Rubenstein, 2003) , Knowledge and Knowledge Systems: Learning from the Wonders of the Mind (2007), and Principles of Knowledge Management (with Wickramasinghe, 2009). He consulted for major corporations and for many U.S. federal departments: Defense, Agriculture, Commerce, EPA, Energy, and NASA. Dr. Geisler is the co-founder of the annual conferences on the Hospital of the Future, and the Health Care Technology and Management Association, a joint venture of over a dozen universities in 10 countries. He serves on various editorial boards of major journals. Dr. Geisler founded and was editor of the information technology section of the IEEE Transactions on Engineering Management, and was a founding co-editor of the International Journal of Healthcare Technology and Management. His current research interests include the nature and metrics of technological innovation and knowledge, and knowledge management in complex systems. Back up


Management of Strategic Technology Networks

Today in enterprises and businesses the eWorld has become more and more important. Classic planning and control systems cannot deliver “the right” decision every time. This causes a very important problem for international enterprises and project control. In this tutorial the participants will learn how to manage strategic technology networks in the age of increasing importance of cooperation and globalisation in the changing of rules. The purpose of the presented strategic technology program framework is to support achieving the best practice management of strategic technology networks and optimization of network performance and collaboration for national and international enterprises with different goals and possibilities.

Alptekin ErkollarProf. Dr. Alptekin Erkollar is Head of the Department of Business Organization and Business Informatics, ETCOP Europe and Professor in the area of Business Informatics and Business Management. He has over 18 years of experience in the area of academic education (Universities in Austria, Switzerland, Germany, Liechtenstein, USA, Turkey, Ukraine, New Zealand and Sweden). Prof. Erkollar has several books in the areas of Business Informatics and Business Management. He has over 190 papers published in various international publications.



Back up



Creating Cyber Environments for Collaborative Discovery Work

The digital revolution has changed the way most of us work, especially those involved in creative knowledge work. The internet makes sharing and collaboration possible in research, development, and engineering (R, D, & E) around the globe. As a result, expertise no longer has to be geographically concentrated. Distributed expertise can be synthesized to enhance R, D, & E. However, effective work among people at dispersed locations can be challenging. Differences in work environments, culture, time zones, etc., make collaboration among multiple work sites and disciplines difficult. When it works well, richer perspectives develop and novel solutions emerge. When it works poorly, potential remains unrealized.

This tutorial will provide a framework for thinking about cross-boundary collaboration in knowledge work. What does it take to create a virtual work space that minimizes hurdles to effective collaboration and aligns with the way professionals work? The tutorial will then focus on the example of science gateways – a web-based solution to the challenges of collaboration. The nanoHUB gateway will be profiled in depth to show how it functions as a site for collaborative knowledge work that facilitates both learning and discovery. The nanoHUB serves multiple fields The nanoHUB serves researchers in nanotechnology. (www.nanohub.org).

Michael BeyerleinMichael Beyerlein is Department Head and Professor for Organizational Leadership & Supervision at Purdue University. Formerly, he was Director of the Center for Collaborative Organizations and Professor of Industrial/Organizational Psychology at the University of North Texas. His research interests include: collaboration, including work teams, virtual teams, and virtual organizations; organizational design and change; creativity and innovation systems; knowledge management and the learning organization; leadership, especially across boundaries; and science competencies, collaboration, and processes. He has been a member of the editorial boards for TEAM Magazine, Team Performance Management Journal, and Quality Management Journal and senior editor of the Elsevier annual series Advances in Interdisciplinary Studies of Work Teams and the Jossey-Bass/Pfeiffer Collaborative Work Systems series. He has authored or edited 20 books, including: The handbook for high performance virtual teams: A toolkit for collaborating across boundaries (2008), Guiding the journey to collaborative work systems: A Strategic Design workbook (2004), and Collaborative capital (2005). He has been involved in projects with such companies as Boeing, Shell, NCH, AMD, Intel, Raytheon, First American Financial, Westinghouse, and Xerox and with government agencies such as Veterans Affairs, DCMAO, EPA, and the City of Denton, Texas.

PamelaPamela is currently a Ph.D. student in Communication at Purdue University specializing in Media, Technology, and Society (MTS). Her interests are collaborative computing, social networks, and remote and virtual teams. She is currently a graduate research assistant with both the Regenstrief Institute for Healthcare Engineering and the Department of Organizational Leadership and Supervision’s Hub Collaboration Research Team. Pamela studied computer science and worked at IBM for 12 years before coming to Purdue. At IBM she was a file system programmer, a porting consultant working with IBM business partners, a team lead for Linux software development, and most recently, a certified project manager (PMP) with eSupport tools strategy in IBM’s Software Group. Pamela aspires to work in corporate research when she completes her degree.

Susan Tull Beyerlein holds a B.A. in English from the University of Oregon, an M.S. in general psychology from Fort Hays State University, and a Ph.D. in organization theory and policy with a minor in education research from the University of North Texas. She has taught a variety of management courses as an adjunct faculty member at several universities in the Dallas metroplex, with a particular focus on strategic management at both the undergraduate and MBA levels. Susan has served as a research scientist/project manager with the Center for the Study of Work Teams at the University of North Texas and the Department of Organizational Leadership & Supervision at Purdue University, and has been a recipient of grant awards from the Association for Quality and Participation, the National Science Foundation, and corporate donors. She co-edited 11 volumes of the Elsevier/JAI Imprint annual book series entitled, Advances in Interdisciplinary Studies of Work Teams, and was a member of the editorial team for the Jossey-Bass/Pfeiffer Collaborative Work Systems series. She co-edited the bookThe handbook for high performance virtual teams: A toolkit for collaborating across boundaries (2008). For a number of years, she has served as an ad hoc reviewer for The Academy of Management Review. Susan has published book reviews on contemporary business offerings in the journal, Business and the Contemporary World, and her work has also appeared in Structural Equation Modeling: A Multidisciplinary Journal, Teams: The Magazine for High Performance Organizations (UK), Journal of Management Education, Empirical Studies of the Arts, and Multiple Linear Regression Viewpoints. She is a member of the Academy of Management, Beta Gamma Sigma--the honor society for collegiate schools of business, and Phi Kappa Phi National Honor Society.
Back up


Project Management Alignment Program – A Collaborative Methodology for Delivering Highly Successful Outcomes

PMAP - What is it? Project financial risks have moved to the forefront of companies concerns given today’s challenging economic climate. Such risks are also continuously influenced by many of today’s global project factors, including: the dynamics of sophisticated system and business owners, the complexity of global businesses, aggressive cultures, technological advances, and out-sourcing strategies. The Project Management Alignment Program is based on early principles of partnering in order to slow a litigious environment. Additionally, it is more than a temporary effort; it is an on-going emphasis and strategy for highly successful performance driven projects. It can turn around the most troublesome endeavors and can bring a halt to the adversarial environment which materializes on many aggressive projects. Its focus is: high standards, continuous collaboration, active and persistent project participants, enhanced management processes, project focused communication and maintenance of principles and habits of alignment.

PMAP is about people. A world evolving in a paradigm of fundamental changes will challenge how businesses accomplish work. People are most often motivated from within, influenced by their surroundings and personal experiences, which results in unique responses to even the most common project related challenges. In some cases, people may act unreasonably, feel unjustly criticized, fight back or run away to avoid situations, which can contribute to additional project risk. How people treat each other and respond to events, issues and situations, ties directly to the success or failure of the project. Trust and respect are elusive and need to be continually built upon. Simply put, it is how we do business together that makes the project succeed.

Relevance to the conference theme: Fundamental changes in how business and technology development will be executed in the future will stretch the business capabilities from both a resource and economic standpoint. Facing the diverse economic challenges, including energy consumption and distribution, and environmental demands will be daunting in and of itself. As such, why not direct business resources and focus intensely on the technology as the focal point for our change, rather than expend valuable resources addressing distractions and inefficiencies which result in continual project shortcomings.

Busch, JeffreyJeff Busch is a 30+ year veteran in the field of project management with extensive experience in the design/construction, product development and service industries. His areas of expertise include project management, dispute resolution, including mediation and arbitration, partnering facilitation, scheduling, business and management training. His background is characterized by a diversity of experience as a tradesman, project engineer and project manager for projects, construction expert for litigation and as a senior consultant for businesses.

He is a recognized authority in Project Management, CPM Scheduling and Dispute Resolution and is widely published on these and related topics. His experience has included presenting seminars and management training for construction, engineering, manufacturing and semi-conductor firms throughout North America, with international experience in Asia, Europe, and Mexico as well as project specific work for international construction firms. In association with Cadence Management Corporation he has provided both consulting and training for organizations such as; Boston Scientific, Nike, Starbucks, AMD, EBay/Pay-Pal, Polaris Industries, Tyson Foods, Network Appliance, Kimberly-Clark, Rockwell Collins, Altera, Spansion, and Edwards Lifesciences.

As a scheduling expert he has served as an expert witness on more then 40 occasions throughout the state court systems , as well as both the US Federal District Court and the US Court of Federal Claims.. Known best for his pro-active role as a Partnering facilitator, he has developed tools and techniques that have broken through many of the barriers that have plagued projects. He is active in Partnering facilitation, Intervention Partnering, Project Alignment and serving as an Independent Neutral. In 2006/07 he served as a Core-team lead for the revision and re-write of the Project Management Body of Knowledge - Construction Extension Standard for the Project Management Institute.
Back up


Managing Corporate Technology Through the Balanced Business Scorecard and Other Methods

In this tutorial participants will learn how to manage corporate technology using the balanced business scorecard. Additionally, other methods for doing corporate technology management will be shown.

It is increasingly becoming crucial to achieve organizational and strategic goals. A framework will be presented for evaluating information and technology managemetn strategies based on balanced business scorecard approach and the way to develop a corporate technology management balanced scorecard is shown.

After attending this tutorial, participants will know how to design an evaluation framework for information and technology management strategies. The presented framework is a strategic management tool that enables management decision makers to follow up the measures and to drive performance based on the goals that were set and agreed upon in advance.

Birgit J. ObererAssoc. Prof. Dr. Birgit J. Oberer is Head of Scientific Research at ETCOP Europe and gives lectures at various Universities, mainly in Austria, Turkey, Switzerland and Germany. She has over 12 years of experience in the area of academic education and has authored several books in the area of Business Management and Business Informatics, contributed to American textbooks in the area of information technology and economics and published over 80 papers in international publications.
Back up




The Magic of Six: Six Technology Management Activities and Six Tools

Technological changes are continuously creating new challenges and opportunities for new product, service, process and organizational development. However, these opportunities need to be captured and converted into value through effective and dynamic technology management (TM). This requires a new way of understanding TM that captures its dynamic nature as well as managerial aspects. In this workshop, a new TM framework will be presented. This model is based on dynamic capabilities theory, emphasizing the development and exploitation of technological capabilities that are changing on an ongoing base. Dynamic capabilities theory is not primarily concerned with fixed assets, but rather aims to explain the way in which a firm allocates resources for innovation over time, how it generates and deploys its existing resources, and where it obtains new resources. This is highly relevant for developing an approach to TM that can explain how combinations of resources and processes can be developed, deployed and protected for each TM activity.

Therefore, the workshop will first introduce a comprehensive process model that includes SIX specific TM activities: identification, selection, acquisition, exploitation, protection, and learning. We argue that the process of TM is essentially generic, although organization and/or market-specific factors will constrain choices and actions. Then, the workshop will provide description of SIX major TM tools and techniques that are useful to carry out TM activities: patent analysis, portfolio management, roadmapping, S-curve, S-curve, Stage-gate, and value analysis. Again, even though it is difficult to delineate tools, we select key tools that are the prevailing ones across TM processes and helping to capture internal and external dynamics.

The workshop will present cases from the journal of Research-Technology Management that is the highly respected practice journal in the field of TM.

Dilek CetindamarDilek Cetindamar received her B. S. degree from Industrial Engineering Department at Boğaziçi University in 1989, her M.A degree from Economics Department at BU in 1992, and her Ph.D. degree from Management Department at Istanbul Technical University in 1995. She is the director of Competitiveness Forum at Sabanci University since 2008. Before her appointment to the Faculty of Management at Sabanci University in 1999, she worked in the following universities: Boğaziçi University, Case Western Reserve University (USA), Portland State University (USA), and Chalmers University of Technology (Sweden). She participated in many international projects, including United Nations and European Union projects. She received an "encouragement award" from Turkish Academy of Sciences in 2003. Her main interest and research topics are Technology Management, Development Economics and Entrepreneurship.



Robert PhaalRobert Phaal joined the Centre for Technology Management at Cambridge University in 1997, and is currently engaged in a research program to investigate strategic technology management issues in manufacturing organizations. The particular focus of the research project is how to link technology resources to company objectives, in order to develop a set of practical and well-founded tools to support technology strategy and planning initiatives in the firm. Rob has a background in mechanical engineering, consulting and contract research, having previously worked for The Welding Institute for six years. His current research projects are: Technology Management - A Process Approach, Strategic Technology Management - Linking Technology Resources to Company Objectives, Industrial Sustainability, and Engineering re-use.



David ProbertDavid Probert pursued an industrial career with Marks and Spencer and Philips for some 18 years before returning to Cambridge in 1991. His experience covers a wide range of industrial engineering and management disciplines in the UK and overseas. He joined the Manufacturing Engineering Group as Royal Academy of Engineering/Lucas Industries Research Fellow, to develop a practical approach to the issues of make or buy and vertical integration in manufacturing industry, which has been widely applied and disseminated. Now a senior lecturer in the Department, he is a founding member and Head of the Centre for Technology Management within the Institute for Manufacturing at the University of Cambridge. His current research interests include: technology and innovation strategy, technology management processes, software sourcing and industrial sustainability.


Back up



Project Strategy: Evolution of a Theory

This tutorial is about the evolution of Project Strategy a theory initially based on a practitioner’s belief that there had to be an overarching approach to successful project management.

This epic journey began when as a project team member and later as a project manager this researcher was frustrated at seeing projects fail or only achieve less than full success. To this day, how to make projects more successful is an issue of paramount importance to organizations. After starting my Ph.D. program my advisor and I decided to tackle the question head-on. We settled on a topic that we named “Project Strategy.”

We initially collected 92 real life project case studies which were analyzed and resulted in a number of joint research papers, some of which were presented at previous PICMET conferences. Eventually I completed my Ph.D. dissertation on Project Strategy and have since collected an additional 550 cases.

Now that new research in Project Strategy is being done by others, join me as I relate the story of how Project Strategy started evolved and where it is heading.

Michael PoliMichael Poli is Distinguished Asociate Professor and Associate Program Director in Project Management at the Stevens Institute of Technology. He earned his doctorate in May 2006. His dissertation topic “Project Strategy” was based upon real-life case studies. His Ph.D. advisor was Dr. Aaron J. Shenhar. Michael was instrumental in leading and growing the Stevens Project Management program during its formative years. He also created and developed three of the four courses in the program. Prior to Stevens, he was with AT&T as a Technical Supervisor of software development. Michael also taught the premier, intensive week long Project Management Workshop where he jump started many AT&T projects. He also championed and developed the AT&T Bell Labs Best Current Practice in Project Management. Prior to AT&T, Michael held positions in software development, product management, and project management in IBM, EDS, Olivetti and Exxon Systems.
Back up



Applying the Accelerating Radical Innovation Model

Systematic acceleration of breakthrough or radical innovation has been hindered by a lack of articulated theory and tacit knowledge and tools guiding practitioners in achieving profitable commercialization within acceptable bounds of time, cost, and risk. The Accelerated Radical Innovation (ARI) Methodology, introduced at a 2004 Conference on Accelerating the Radical Innovation Process, proposed to change this state of affairs with a conceptual framework and associated techniques and tools. The ARI Methodology has been applied retrospectively to the analysis of radical innovation in energy and health care and was applied in 2007-2008 as the guiding methodology for a health care radical innovation in the White Rose Health Innovation Partnership program funded by the United Kingdom’s National Health Service.

This tutorial introduces the key concepts and tools of the ARI methodology, including:
Ten-Step ARI Methodology Dynamics Process
Competitive Intelligence Management of Innovation at Each Step
Ten-Attribute Description of Successful Innovation Factors
Innovation Scorecard for Monitoring and Accelerating Innovation Progress
The ARI Methodology Guide Book
The ARI Methodology Answer Book
ARI Methodology Status System Workbook

Participant Involvement: The tutorial gives participants an opportunity to apply some of these tools to a promising recent radical innovation in cancer diagnosis and therapy. Feedback from attendees on improvements and further applications of the ARI Methodology will be solicited, verbally and via a short questionnaire.

John P. DismukesDr. John P. Dismukes is Professor of the Chemical and Environmental Engineering Department at the University of Toledo (USA) and Director of the International ARI Institute. An internationally recognized material scientist, he has held research positions at the RCA David Sarnoff Center and Exxon-Mobile’s Corporate Research Laboratories. He is the author of 82 technical papers, holds 12 patents, and is a Fellow of the Electrochemical Society. Since 2004, John is a co-founder and principal of the International Accelerated Radical Innovation Institute, where he has taken the lead in organizing conferences and workshops in the new field of Accelerated Radical Innovation.
John A. BersDr. John A. Bers is Associate Professor of the Practice of Engineering Management at Vanderbilt University’s School of Engineering, where he teaches technology strategy, policy, marketing, and systems engineering. Previously, he managed analysis and planning at Nortel Networks and the Gas Research Institute. He has been a strategy and marketing consultant to local and national technology companies, and has facilitated workshops and courses for technology executives across the United States. His current research interest is in how to accelerate the commercialization and deployment of radical and disruptive innovation. He is a co-founder and co-principal of the International Accelerated Radical Innovation Institute.
Lawrence MillerDr. Lawrence Miller is Assistant Professor of Electrical Engineering and Computer Science at the University of Toledo. He serves as director of the SimNet Laboratory, which is conducting research in fault tolerance, reliability, and traffic engineering for real-time communications over high performance networks. He is Associate Director of the Manufacturing Value Chain Science (MVCS) center, which conducts research in value chain dynamics leading to quantitative models and tools for rapid, real-time analysis and simulation of manufacturing and distribution operations. He is also conducting research in Innovation Process Modeling, Information-Enhancement of Radical Innovation, and Accelerated Radical Innovation. He is a co-founder and co-principal of the International Accelerated Radical Innovation Institute. Back up


Back up




Phone: 1-503-725-3525
Fax: 1-503-725-4667
E-mail: info@picmet.org