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Click the tutorial title to read the detail information. Anderson, Timothy - "The Joy of Bibliographies: An Introduction to Bibliography Management Tools" Beyerlein, Mike; Nemiro, Jill - "Creative R, D, & E Teams" Borduin, Scott - "Design for the New Millennium: Internet-Centric, Information-Driven Design Processes" Domb, Ellen - "Accelerating Innovation with TRIZ" Fiero, Janet D.; McGee, E. Craig - "Designing Fast, Flat, Flexible Organizations" Francis, Alan - "Speakers Clinic" Gaynor, Gerard H. - "Creating an Environment That Fosters Innovation" Gaynor, Gerard H. - "What Does It Take to Be An Innovator?" Herman, Al - "Competitive Strategies in High-Tech Industries " Rad, Parviz F. - "Project Management Office Implementation Issues" Rubenstein, Al ; Geisler, Elie - "Integrating Scientific and Technical Information (STI) and Knowledge Management (KM) Systems in R&D-Performing Organizations" Saaty, Thomas L. - "Analytic Network Process" Shenhar, Aaron J. - "Leading Projects as Strategic, Competitive Weapon" Stratton, Bud; Giard, Bill; Cartwright, John - "Intel's Path to Becoming 100% e-Corporation" White, Donald (Don) E.;  Patton,  John R. - "Closing the Strategic Vision / Implementation Gap for Competitive Advantage"

Leading Projects as Strategic, Competitive Weapon Aaron J. Shenhar   Institute Professor of Management Stevens Institute of Technology Wesley J. Howe School of Technology Management This tutorial presents six principles on how to integrate project management with business strategy. It will show how to lead projects in a strategic way and how to turn them into successful competitive weapons. The tutorial will discuss the new role of project leaders, who, instead of just “getting the job done,” must look at the global business aspects of their project, develop a specific project strategy, and provide vision and inspiration to project teams. In addition, it will show why, “one size does not fit all” and how to adapt project management to specific project types. The tutorial will show how to create an integrated strategic project plan and how to build the project’s strategic focus during day-to-day project execution.   Back to top

Closing the Strategic Vision / Implementation Gap  for Competitive Advantage Donald (Don) E. White Professor, Cal Poly University John R. Patton President, CADENCE Management Corporation This tutorial focuses on how a firm can close the gap between its strategic vision and its operational implementation, and thereby create a sustainable competitive advantage.  It presents Strategic Management By Projects (SMBP) as an approach to link and tightly integrate the strategic plan with its implementation.  The approach focuses on the strategic portfolio of strategy fulfilling projects, identifies critical integrative links, processes, and metrics, and highlights case study results. Dr. Don White is Professor of Industrial and Manufacturing Engineering at Cal Poly University, San Luis Obispo, CA. His education includes both engineering ( B.S.M.E. U.C. Berkeley, Ph.D. Case Western Reserve University) and business (M.B.A. Pepperdine University).  Dr. White's has had 19 years industry experience (engineering and managerial) with: Pacific Telesis, ARCO, Exxon, Bell Labs, and Lawrence National Labs in diverse functional and cross-functional areas (e.g., strategic planning and implementation, project/product development and management, marketing/manufacturing/financial operations). At Cal Poly, his research interests have included: new product development, integrated change management, economic decision making, strategic management, and project management. Also, he was instrumental in establishing the interdisciplinary M.B.A./M.S. Engineering Management Program (EMP) and its Industry/University Partnership.

John Patton is President of CADENCE Management Corporation.  John's leadership in the development and dissemination of state-of-the-art project management techniques has established him as one of the industry's leading "change masters".  John's consulting experience includes assignments on numerous multi-million dollar new product development projects around the world.  His career has encompassed every aspect of project management, from strategic planning to construction and product introductions.  John's recent assignments include course delivery and consulting in Spanish to Latin American companies, new product launches in Europe and training in Japan.   Back to top

Integrating Scientific and Technical Information (STI) and Knowledge Management (KM) Systems in R&D-Performing Organizations Al Rubenstein Professor Emeritus, Northwestern University and President, International Applied Science and Technology Associates (IASTA, Inc.).  Elie Geisler Illinois Institute of Technology This will be an interactive session on the practical issues of providing information sources and channels to actual and potential users of the outputs of R&D.  It will address design variables for systems that will improve accessibility for non-technical people in production, marketing, customer service, general management and other non-R&D groups in the organization.  Many such groups have traditionally encountered difficulties in trying to get at and effectively use the outputs of R&D to help them in doing their own jobs.  The focus is on cost-effective integration or strong interfacing of R&D-oriented STI systems and company-wide and application-oriented KM systems.  Participants are encouraged to present “mini-cases” (5 minutes each) of their organizations’ attempts (successful or not) to accomplish such integration.  The moderators will introduce the session with brief presentations on key issues, based on their several decades of research and consulting on STI and KM systems and on R&D/Technology Management.  A new paper, “Knowledge Management Systems:  Effective Rollout and Operation to Meet User Needs” will be included in the PICMET Proceedings as background reading. Al Rubenstein is Professor Emeritus of Industrial Engineering and Management Science at Northwestern University and President of International Applied Science and Technology Associates (IASTA, Inc.).  At MIT and Northwestern he established the program on Management of Research, Development, and Innovation (POMRAD) and at Northwestern the Master of Engineering Management program and the Center for Information and Telecommunication Technology.  He is author of almost 200 articles and books on R&D/Technology Management.  He has been director of two companies and consultant to more than 100 industrial and governmnet organizations in the U.S., Europe and Japan.  Several book publishers are reprinting his book Managing Technology in the Decentralized Firm.  Among his awards are Pioneer in Innovation, Engineering Manager of the Year and an Honorary Doctorate in Engineering.  He is former editor of the IEEE Transactions on Engineering Management.

Eliezer Geisler is Professor of Organizational Behavior at the Stuart Graduate School of Business, Illinois Institute of Technology, and Director of the Center for Management of Medical Technology (CMMT).  He holds a doctorate from the Kellogg School at Northwestern University. Dr. Geisler is the author of over 80 scientific publications and five books, the most recent: The Metrics of Science and Technology (Greenwood Publishing group, 2000) and Creating Value with Science and Technology (Greenwood Publishing Group 2001).  He was Chair of the College of Innovation Management and Entrepreneurship division of INFORMS, department editor for information technology for the IEEE Transactions on Engineering Management, and associate editor for the International Journal of Healthcare Technology and Management. His research and consulting interests are evaluation and metrics of science and technology, the management of medical technology, and the strategic management of technology. Back to top

Designing Fast, Flat, Flexible Organizations Janet D Fiero and E. Craig McGee The software development industry is one of the most dynamic, fast-paced industries in the world. New versions of software can be released every six to twelve months. New technology renders existing software systems obsolete overnight. Strategic alliances form and disband rapidly. Technology components are licensed to apparent competitors. A competitor one month is a collaborator the next. Consider the technology startups...Netscape, America OnLine, Iomega, etceteras. All have experienced rapid growth and success. This tutorial teaches basic principles for designing organizations that results in a fast and flexible organization staffed with motivated and responsible employees at all levels. The authors will use a real-life case to describe how one software development company utilized teams to reduce its time-to-market for new products. It is the story of an entrepreneurial startup that transformed itself into part of a multi-billion dollar international corporation. It is the story of survival...creating robust, efficient processes to support the company’s growth. It was critical to be able to get new products and enhancements to customers. This tutorial will assist engineering managers transitioning from a functional organization to a product aligned team-based organization. Janet D. Fiero, Ph.D., MBA worked in semiconductor companies for 17 years as an engineer, manager and internal consultant before starting her own consulting business in 1985. Her consulting expertise began with quality management and has transitioned into change management and organizational development. She has been selected four times to serve as an examiner for Malcolm Baldrige National Quality Award. She earned her Ph.D. in Human and Organizational Systems from The Fielding Institute in 2000.

Craig McGee, Ph.D. has over twenty years experience in change management with extensive background in organization assessment and development, organization design, team development, process improvement, management development, labor relations, and compensation. He has served in external consulting, corporate staff and line management roles, and has the ability to blend a strong technical background with pragmatic, sound business judgment. Craig received a Ph.D. in Industrial/Organizational Psychology from the University of Tennessee.   Back to top

Accelerating Innovation with TRIZ Ellen Domb The PQR Group Upland, California, USA The participants will be able to use the TRIZ tools to solve real technical problems in their own organizations. They will be familiar with the basic precepts of TRIZ, and will be able to recognize situations where TRIZ can be of use. They will be able to recognize the need for TRIZ in conjunction with the tools that they are already using. and to use them together. Description: "TIPS" is the acronym for "Theory of Inventive Problem Solving," and "TRIZ" is the acronym for the same phrase in Russian. TRIZ was developed by Genrich Altshuller and his colleagues in the former USSR starting in 1946, and is now being developed and practiced throughout the world. TRIZ research began with the hypothesis that there are universal principles of invention that are the basis for creative innovations that advance technology, and that if these principles could be identified and codified, they could be taught to people to make the process of invention more predictable. The research has proceeded in several stages over the last 50 years. Over 2 million patents have been examined, classified by level of inventiveness, and analyzed to look for principles of innovation. The three primary findings of this research are as follows: 1. Problems and solutions were repeated across industries and sciences 2. Patterns of technical evolution were repeated across industries and sciences 3. Innovations used scientific effects outside the field where they were developed In the application of TRIZ all three of these findings are applied to create and to improve products, services, and systems. The TRIZ workshop is an interactive session. The instructor introduces each topic, and demonstrates the use of each technique and tool. The participants work as individuals applying the Ideal Final Result to practice problems and to problems in their own organizations. The participants are formed into teams to learn the 40 Principles of Inventive Problem Solving. The teams apply the 40 Principles to the collective experience of their teams, then to the practice problem, to equip them to use the technique after the class. Examples from e-business and the e-World will be used to demonstrate the applicability of TRIZ to the main theme of the conference. Ellen Domb is the President of The PQR Group, a consulting firm specializing in helping organizations maximize customer satisfaction, productivity and profits through strategic management of quality and technology. She has been a Director of the Aerojet Electronic Systems Division with specific responsibility for Total Quality Management implementation. She guided Aerojet and many of its suppliers in developing and using systems to improve the quality of their processes, products and services, shorten development time for new products and services, and achieve dramatic increases in customer satisfaction through continuous process improvement. Dr. Domb's academic background ranges from Stanford University's Executive Management Program to a Ph.D. in physics from Temple University and a bachelor's degree from MIT. She is a founding board member and Judge for the California Council on Quality and Service. She is a charter member of the Quality Function Deployment Institute, co-founder of The TRIZ Institute, and editor of The TRIZ Journal, http://www.triz-journal.com. Dr. Domb speaks frequently to business and professional groups on the impact of TQM on organizations and on accelerating new product development using TRIZ and quality function deployment. She is an instructor for San Diego State University, The Claremont Graduate School, George Washington University, GOAL/QPC, and The American Supplier Institute. She is the co-author of Beyond Strategic Vision, Strategic Planning that Makes Things Happen, Management Readings in TQM, Developing Your Concurrent Engineering Plan, The Voice of the Customer: Find it! Use it! and of courses and papers on the applications of quality function deployment and TRIZ. Back to top

Design for the New Millennium: Internet-Centric, Information-Driven Design Processes Scott Borduin Vice President and Chief Technology Officer Autodesk, Inc. Design in the new millennium will barely resemble the splintered cumbersome design process designers are familiar with now. Today, designers create their designs in isolation, using fax, phone, and overnight delivery to glue together the total design process. The effort is slow, laborious, and error-prone. The best design solutions often are abandoned in favor of expediency. But this is poised to change. In the design process for the new millennium, the design will emerge as the centerpiece of a vast Internet-centric information network encompassing everything from the earliest preliminary specifications and partially developed ideas to finished designs, detailed engineering documents, and data about materials, production capacity, and costs. In this presentation, Mr. Borduin will introduce the designer's new central role as the design information integrator. He will explain how designers and others involved in the project will draw upon and contribute to the extensive web of design information. He will show how the designer will use the Internet to solve a variety of design challenges, from selecting materials to pricing suppliers. Finally, he will examine how the new design process reduces costs and speeds the design cycle through reuse of design information. Case studies may include: * Welch's, the worldwide leader in marketing grape-based products: cross-functional teams including R&D, quality, marketing, sales, engineering, finance, and operations share data via the web to streamline manufacturing processes and create new packaging. * Buzzsaw.com: a portal designed specifically to help the construction industry streamline it processes and drive information through the design chain. Manufacturers like Owens Corning and Erco lighting of Germany are already realizing the value of spreading their product specs into the design chain. Attendees will learn: * How designers create, leverage, and manage a growing body of design information * How the Internet facilitates collaborative design * How designers can maximize their use of suppliers and other outside parties in the design process * How other members of the design team can leverage design information * How designers can use information to speed the design process and to create better designs * How existing tools and technologies can be used to create an information-driven design process now * How new technologies, such as virtual reality, will enhance the design process As Vice President and Chief Technology Officer (CTO) Scott Borduin is responsible for providing Autodesk's technical vision and strategy for the future. As CTO, Borduin will synthesizes many of the technical aspects of development, provides technical due diligence on potential acquisitions, and facilitates the application and reuse of key technologies across the Autodesk business divisions. Prior to becoming CTO Borduin held the position of Chief Architect of the Autodesk Inventor(tm) software program. Borduin came to Autodesk in 1993, when a company he co-founded, Woodbourne, was acquired by Autodesk. That technology became the foundation for the solid modeling functionality in Autodesk's Mechanical Desktop® software. Prior to Woodbourne, Borduin worked at ComputerVision as an Application Engineering Manager, and also at GE Calma as an Application Engineer. Borduin holds a Bachelor of Science and a Masters of Science in Mechanical Engineering from the University of Michigan. Back to top

Project Management Office Implementation Issues Parviz F. Rad Department of Management Science George Washington University Washington, D.C., USA PMO is the organizational entity with full-time personnel to provide a focal point for administrative, training, and consulting in the area of project management. Because of the beneficial effects of implementing a project management office, increasingly more organizations opt to establish project management office (PMO) to support and manage the project management efforts. A project management office deals with the two major categories of issues that are encountered in managing projects: those dealing with things and those dealing with people. The people-oriented functions include providing experts to those who need or desire such services, assist current project managers, and train future project managers. In the quantitative/administrative area, or in the area of things, a PMO will maintain an archive for current and previous problems encountered by project manages. A PMO will also maintain a list of potential contractors and vendors with a detailed performance history to be used as a reference in the contract awards. The PMO can additionally provide an inventory of software tools for project management and its allied areas, and an inventory of administrative tools such as checklists and forms for managing and documenting projects. Parviz F. Rad is Associate Professor and Director of Project Management Program at The George Washington University. He holds an M.Sc. Degree from Ohio State University and a Ph.D. from Massachusetts Institute of Technology. He has 30 years of professional experience during which he has served in governmental, industrial, and academic capacities. He has participated in project management activities and in development and enhancement of quantitative tools in project management in a multitude of disciplines including software development, construction, and pharmaceutical research. Dr. Rad has been recognized as a Professional Civil Engineer, Certified Cost Engineer, and as a Project Management Professional. Back to top

Speakers Clinic Alan Francis The PICMET Speakers Clinic provides on-site support services to our speakers enabling them to give their best and most compelling presentation. Beginning with a concentrated 45-minute tutorial, each presenter will be given the opportunity to meet individually with the instructor. In this private session you can strengthen and polish your public speaking skills insuring your ideas are communicated in a clear, focused and informative style. There will be tips and techniques on relaxation, positive imaging and chi kung to transform anxiety and nervousness into assets. Clinic Director Alan Francis holds post-secondary certifications to teach and administrate in California and served as an academic dean. He assisted in research that led to the implementation of the UCLA Pain Control Clinic and was founder and director of Turnaround, a comprehensive psycho-social services center in Los Angeles, California. He consults as strategic planner, technical writer/researcher, conference clinic director and facilitator for corporations and associations.   Back to top

Creating an Environment That Fosters Innovation Gerard H. Gaynor Innovation Management Institute, Minneapolis, Minnesota This tutorial explores the challenges facing organizations that depend on innovation for sustained business performance.  Innovation can only survive in an environment that understands the management of risks and uncertainties, an environment that stimulates and energizes the organization, and an environment that balances freedom with discipline.  The session focuses on what it takes to build an environment that supports innovation—no mysteries, just applying the fundamentals. Back to top

What Does It Take to Be An Innovator? Gerard H. Gaynor Innovation Management Institute, Minneapolis, Minnesota  This tutorial explores the challenges facing innovators and prepares them to accept those challenges.  Innovation involves more than coming up with the next idea—it involves taking the idea and pursuing it relentlessly to successful implementation.  The session focuses on the personal characteristics of an innovator; the innovation process; overcoming resistance to innovation; the role of resources and organizational infrastructure; and how to put it all together. Gerard H. (Gus) Gaynor is a retired international technology executive who held positions in research, manufacturing engineering, product development, and general business management at 3M, one of the world’s most innovative organizations.  Upon retirement from 3M, he organized G. H. Gaynor and Associates, Inc., a consulting firm focusing on technology management and innovation.  He was designated a Senior Fulbright Scholar on two occasions, 1990-91 and 1993-1994.  He has three books related to managing technology published by McGraw-Hill.  He has taught at the University of Minnesota Graduate Program in Managing Technology and is currently an adjunct professor at St. Thomas University in St. Paul, Minnesota.  He is a Fellow and active volunteer in the Institute of Electrical and Electronics Engineers. Back to top

Analytic Network Process Thomas L. Saaty This tutorial is about practical decision-making that usually involves dependence and feedback among all the factors using the Analytic Network Process (ANP) - a generalization of the linear Analytic Hierarchy Process (AHP) developed by Saaty for multi-criteria decision-making. Decisions are necessarily tied to our value systems and we need a logic that can include human values along with technical and engineering factors. The participants of this tutorial will receive the ANP software. Thomas L. Saaty holds the Chair of University Professor at the University of Pittsburgh with appointments in the Operations Research Group of the Graduate School of Business, in Mathematics, Industrial Engineering, Philosophy of Science, sociology, International Security, and the Graduate School of Public and International Affairs. He came there in 1979 after ten years on the faculty of the Wharton School at the University of Pennsylvania. He was also Executive Director of the Conference Board of the Mathematical Sciences.  He received his Ph.D. in mathematics from Yale University and did post doctoral work at the University of Paris. He then began his career with the MIT Operations Evaluation Group followed by several years at the office of Naval Research one of which he spent as Scientific Liaison Officer at the U.S. Embassy in London. He is the author of 20 books in fields ranging from Operations Research and Management Science to Conflict Resolution, Urban Design and Behavioral Mathematics.  Dr. Saaty is the originator of the Analytic Hierarchy Process (AHP) and partner with Professor Ernest H. Forman, of George Washington University, in producing the computer software package Expert Choice based on the AHP. He has lectured and consulted on the process and its uses in the United States and abroad to numerous business, government and academic communities. He has authored and co-authored twelve books on this subject, one of which Decision Making for Leaders, has been recently translated to seven languages, and another Multicriteria Decisions: The Analytic Hierarchy Process translated to Chinese and Russian.   Back to top

Intel's Path to Becoming 100% e-Corporation Bud Stratton, Bill Giard, John Cartwright During this session we will address three related topics: First, we will provide an overview of Intel Corporation's efforts to evolve toward a 100% e-Corporation. Second, we will look at technological advancements in both the Internet medium and thin-client technology that have enabled Intel to provide its suppliers with real-time data in a quick and cost effective manner. We will highlight two solutions that are helping to shape the way Intel is doing business. Lastly, we will address industry efforts to drive the development and adoption of data exchange standards referred to as RosettaNet standards. Specific attention will be given to the progress being made in two of the seven RosettaNet business clusters-Product Data and Manufacturing. Bud Stratton BSEE Oregon State University; MEIE Texas A&M University; Masters business mgmt, Stanford University (Sloan Fellow); PhD candidate Portland State University; Co-manager for Intel Source Applications. Bud is responsible for development, implementation and sustainment of Intel’s supply chain source applications.  These applications span all of Intel and include Intel’s ERP and PDM systems as well as other associated applications including supplier facing web applications.   William Giard BSCS Portland State University; Sr. Programmer/Analyst, Intel Corp. Bill joined Intel as a recent college graduate from Portland State University in 1996.  He began with Intel working on the design engineering application helping to push new database technologies.  He has worked closed with Microsoft to increase the functionality and robustness of MS SQLServer's replication engine.  Bill's current focus is on improving Intel's e-business architecture, bringing rich client functionality to a thin-client browser, and has written internal and external facing applications using these technologies.  Bill is a Microsoft Certified Systems Engineer (MCSE) and an Intel Certified Web Developer. John Cartwright BS Computer Applications, California State University, Fresno; MS Information Systems Management, University of Southern California; Program Manager, Supply Chain Applications, Mergers, Acquisitions and Outsourcing, Intel Corp. John is responsible for the planning and integration of Supply Chain Applications into Intel mergers and acquisitions. He is also on-loan to RosettaNet as the Product Manager of two of their six clusters, Product Information and Manufacturing. John is responsible for the segment and PIP architecture within these two clusters and is the Program Manager for Discrete Manufacturing. John also Chairs the NEMI Factory Information System (FIS) Technical Implementation Group that successfully completed the factory Plug and Play project and initiated the Virtual Factory Implementation Project (VFIIP). VFIIP has created three specific areas for supply chain standards; manufacturing product genealogy information, manufacturing product quality information and product design configuration data.   Back to top

Competitive Strategies in High-Tech Industries Al Herman Quantric Corporation Strategic management in the intensely competitive environments characteristic of many high-tech industries requires the use of methods and tools keyed to the dynamics of that environment. This tutorial is intended to familiarize participants with current concepts, tools and methods used to analyze, formulate and implement competitive strategies in high-tech industries. Covered topics include: strategy development models, strategy archetypes (including e-business models), industry and competitor analysis, business intelligence tools, sources and sustainability of competitive advantage, quantitative dynamics of competition and strategy implementation tools.   Al Herman is founder and President of Quantric Corporation, a management-consulting firm providing strategic management services to high-tech companies. Prior to founding Quantric, Dr. Herman was VP and General Manager of Planar Advance, Inc., a developer and manufacturer of flat panel displays and display systems in Beaverton, Oregon. For nine years prior to that he was President and General Manager of Tektronix Federal Systems group with businesses in electronic displays and electronic test equipment. During the preceding nine years he held various senior management positions with Gould, Inc. including Corporate VP of Product and Technology Development, Group VP of Finance and Planning, VP of Advanced Programs and VP of Business Development. Dr. Herman has a BA in Mathematics, an MBA in Finance and Marketing and a PhD in Strategic Management. His doctoral research examined the technology strategies of 100 US electronics companies and their financial performance correlates. He currently teaches a graduate course in Competitive Strategy at Portland State University. Industry affiliations include the Institute of Electrical and Electronics Engineers (IEEE), the International Society for Optical Engineering (SPIE), the Society of Competitive Intelligence Professionals (SCIP) and Omega Rho, the Operations Research honor society.   Back to top

The Joy of Bibliographies: An Introduction to Bibliography Management Tools Anderson, Timothy Portland State University The literature review is frequently the least enjoyed part of doing a research project and perhaps even described as painful. We will show how to organize and conduct your literature review from the initial literature search to formatting the bibliography using EndNote. Freeing time from the busy work of formatting requirements can enable you to focus on the most interesting and valuable part of the literature review - reading the literature and structuring your write-up.   Back to top

Creative R, D, & E Teams Mike Beyerlein and Jill Nemiro Technical professionals work increasingly in a variety of team forms to be able to contribute most effectively to the work of an organization. This workshop examines team designs, the factors that make them succeed or fail, and the conditions that promote creativity and innovation in teams and team-based organizations. Michael Beyerlein is Director of the Center for the Study of Work Teams and Professor of Industrial/Organizational Psychology at the University of North Texas. His research interests include all aspects of work teams, organization transformation, work stress, creativity/innovation, knowledge management and the learning organization, and complex adaptive systems. He has published in a number of research journals and has been a member of the editorial boards for TEAM Magazine, Team Performance Management Journal, and Quality Management Journal. Currently, he is senior editor of the JAI Press/Elsevier annual series of books Advances in Interdisciplinary Study of Work Teams with seven volumes in print and two in preparation, including Team Leadership, Knowledge Work in Teams, and Product Development Teams. He is also organizing the launch of a new series of books for Jossey-Bass Pfeiffer on collaborative work systems. In addition, he has been co-editor with Steve Jones on two ASTD case books about teams and edited a book on the global history of teams, Work teams: Past, Present and Future. He is co-editing a book, a fieldbook, and a workbook with virtual teams of experts from across the U.S. on collaborative work systems. Jill Nemiro is an Assistant Professor in the Behavioral Sciences Department at California State Polytechnic University, Pomona; and an adjunct professor in the Human Resources Development Masters Program at Claremont Graduate University. She has also served on the faculty at California State University, Long Beach; California State University, Los Angeles; CSPP-LA, and Chaffey Community College. In addition, Jill has worked for twenty years in the entertainment industry, as a film and videotape editor, specializing in management training and corporate videos, children's television programs, and documentaries. Her research interests are in the area of organizational and group creativity, and the virtual workplace. She has published articles recently in Creativity Research Journal and the Journal of Creative Behavior. Her recent book chapters can be found in Advances in the Interdisciplinary Study of Work Teams, The Encyclopedia of Creativity, and Knowledge Management and Virtual Organizations. She has presented papers at the Academy of Management Conference, American Educational Research Association Conference, International Conference for Advances in Management, Institute for Behavioral and Applied Management, Western Psychological Association Conference, and the University of North Texas' Symposiums on Individual, Team, and Organizational Effectiveness and Collaborative Work Systems. She has worked as a research associate for the Museum of Creativity Project at the Milken Foundation, for the Institute for the Academic Advancement of Youth with Johns Hopkins University, and for WestED. Dr. Nemiro received her Ph.D. in Organizational Psychology from Claremont Graduate University in 1998. She has a Master of Arts degree in Industrial and Organizational Psychology from California State University, Los Angeles; as well as a Bachelor of Arts degree in Motion Picture/Television from the University of California, Los Angeles.

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07/15/02