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PICMET
Portland International Conference on Management of Engineering & Technology
Portland, OR 97207-0751
USA Tel: +1 503-725-3525
Fax: +1 503-725-4667
E-Mail: info@picmet.org
http://www.picmet.org

Copyright © 2000 PICMET

WorkShops 


On-line Registration

Click the workshop title to read the detail information.

Morning Workshops (8:30 am – 12:30 pm)

Afternoon Workshops (1:30 pm – 5:30 pm)

 

 

 

 

 

 

 

 

Morning Workshops (8:30 am – 12:30 pm)

WS-1  Technological Forecasting
By Dr. Joseph P. Martino, J.P.M Associates, Dayton, Ohio, USA

This workshop is a perennial winner in PICMET conferences, attracting a large number of attendees. Providing an introduction to classic and new technological forecasting methods and practices, the workshop equips you with a state-of-the-art snapshot of the field toolbox. Topics included will be growth curves, trends, scoring models, measures of technology, environmental monitoring, and applications to R&D planning.


Dr. Joseph P. Martino
is an independent researcher and consultant in the field of technology management. He has written numerous articles and books on technological forecasting and R&D Project Selection. He is Associate Editor of the journal TECHNOLOGICAL FORECASTING & SOCIAL CHANGE, and is a member of the editorial advisory board of the journal IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT. He is a Fellow of the IEEE. He was a Senior Research Scientist at the University of Dayton Research Institute, and prior to that served in the U.S. Air Force, retiring in the grade of Colonel.

 

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WS-2  Use of Patent Information for Strategic Business Planning
By Dr. Holger Ernst, Otto Beisheim School of Management (WHU), Germany

Building on on-line databases and CD-ROM facilities, this workshop provides you with a roadmap for systematic and continuous evaluation of patent information in order to answer some of the most critical business questions: how to detect and evaluate technological changes in the competitive environment of the firm; how to evaluate the productivity of R&D in comparison to the competition; how to identify changes of technology strategies of the competition; how to find leading inventors in a specific technological field, etc. This is not all. This workshop will show you how to use answers to the questions for strategic business planning.

Holger Ernst was born in Siegen, Germany, in 1966. He studied Business Administration at the University of Kiel, Germany, and the University of Illinois at Urbana-Champaign, USA. He received a degree in Business Administration (1992) and his Ph.D. (1996) from the University of Kiel. In his Ph.D. he developed tools in order to use patent information for strategic R&D planning in companies. The dissertation has received rewards from academia as well as from practitioners. He has published many articles on patent issues since then and also consults major European corporations on this topic.
He now runs the chair for technology and innovation management and is co-director of the center for entrepreneurship at the Otto-Beisheim Graduate School of Management (WHU), Vallendar, Germany. WHU is one of the leading private business schools in Europe. At the WHU he teaches in the Master's program, the Executive MBA program with Northwestern University (Kellog), Evanston and the Merck University, a management education program for top executives.
His main research interests lie in the fields of technology management, new product development, entrepreneurship, and e-business. He has published articles in leading US journals in this field such as the Journal of Engineering and Technology Management and IEEE Transactions on Engineering Management and leading European journals such as Research Policy, R&D Management, Technovation, Zeitschrift für Betriebswirtschaft and Zeitschrift für Betriebswirtschaftliche Forschung.
He is also founder of a management consulting firm which focuses on improving technology management and new product development in firms.

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WS-3  Managing New Corporate Ventures: People-Process-Politics
By Dr. David Wilemon, Syracuse University, USA

An excellent approach for managing emerging opportunities is a venture team. This seminar gives fresh perspectives and insights about successfully managing new ventures. Specifically, we will focus on how to manage the "fuzzy front-end" of a new technology; organize venture teams within mature organizations; create & maintain organizational support; keep the venture team focused and motivated; manage venture complexity; overcome bureaucratic inertia; use discovery and learning-based planning; and examine why venture teams succeed and fail. Participants will also learn the critical success factors necessary for companies to be highly agile, imaginative, and successful in managing innovative new ventures.

Dr. David Wilemon is Snyder Professor of Innovation Management and Entrepreneurship in the School of Management at Syracuse University. He also directs the Snyder Innovation Management Research Center and the Entrepreneurship and Emerging Enterprises Program. He is an active researcher in the areas of corporate ventures, product development, project management, and high-performing teamwork. He is a co-founder of the Product Development and Management Association (PDMA). His major professional interests focus on factors that create and support highly innovative organizations.
His research has appeared in the Academy of Management Journal, Journal of Marketing, California Management Review, Sloan Management Review, Columbia Journal of World Business, Transactions on Engineering Management, Journal of Product innovation Management, Technology & Engineering Management, and R&D Management. He has consulted with several companies including AT&T, Lucent Technologies (Bell Labs), Apple, IBM, GE, Schlumberger, Anaren Microwave, Welch-Allyn, 3M, NASA, Upjohn, the U.S. Air Force, the European Space Agency, Ohmeda, Management Centre Europe, Data General, Bank of Brazil, Universal Instruments, Royal Bank of Canada, and Bechtel. He also serves on the Board of Directors of Anaren Microwave.

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WS-4  Third Generation Methods for Recognizing, Evaluating and Building Competences and Resources 
By Dr. John Mills and Dr. Mike Bourne, University of Cambridge, England

We start this workshop with its foundation stones:

  • Technology strategy depends on a deep understanding of a firm's tangible and intangible resources
  • It is from this understanding that technology development choices are made.

Then, we will describe tools that help managers identify and evaluate their strategically important resources and competences. To demonstrate how the evaluation tools are used in practice, we will involve you in participative case studies. Finally, we describe frameworks and performance measurement tools for building on a firm's resource and competence base.

John Mills spent 20 years with Shell International and Philips Electronics prior to joining the University of Cambridge in 1992. He holds degrees in control engineering, neurocommunications and business administration. His industrial experience ranges from operations research consultancy within the oil exploration, production and distribution industries and factory, development and business management in consumer electronics, white goods and mobile communications sectors. His research focuses on the development of practical processes for the formation and implementation of manufacturing and R&D strategies and the design of coherent performance measurement systems. He is lead author on the strategy workbooks 'Creating a Winning Business Formula' and 'Competing through Competences' (provisional titles) to be published by Cambridge University Press in Summer 2001.

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Afternoon Workshops (1:30 pm – 5:30 pm)

WS-5  Fast-Start Technology Roadmapping
By Dr. Rob Phaal and Dr. D.R. Probert, University of Cambridge, England

This workshop focuses on the practical application of technology roadmapping in the firm. Its purpose is to help business, technology, and product managers link technology investments to product and business strategies. Then, we will provide a methodology that allows a company to quickly explore the potential benefits of the roadmapping process. To enable fast learning, you will use a group exercise to practice the methodology.

Robert Phaal joined the Centre for Technology Management at Cambridge University in 1997, and is currently engaged in a research programme to investigate strategic technology management issues in business. 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. Outputs include a guide for supporting 'fast-start' technology roadmapping, supported by a tool catalogue. Robert has a background in mechanical engineering, consulting and contract research.

David Probert is currently the Head of the Centre for Technology Management. He had and industrial career with Marks and Spencer and Philips for 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. Following his research in the area of make-or-buy, he recently published 'Developing a make or buy strategy for manufacturing business' with the Institute of Electrical Engineers.

 

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WS-6  Building A Business Case for A Radically Innovative Technology
By Dr. John A. Bers, Vanderbilt University, USA

How do you build a "resilient" business strategy for a radically new technology? In this workshop, participants develop a business plan for a revolutionary technology. Using the techniques of multiple scenario analysis, demand modeling, and cash flow analysis, this workshop takes you through the process step by step.

Dr. John A. Bers is Associate Professor of the Practice of the Management of Technology at Vanderbilt University's School of Engineering. His interests focus on how technology and industrial companies identify actual and hidden assets and realize their business value in current and emerging markets.
John's career in strategic marketing and business development spans thirty years and several high-technology industries. Before joining the faculty at Vanderbilt, John managed strategic analysis and business development at Northern Telecom Inc., and strategic and technical planning for the Gas Research Institute, the research and development arm of the U.S. natural gas industry. He has also been in private practice as a technology marketing consultant.
John's formal education includes a B.Sc. from Yale University in physical chemistry, an MBA from the University of Chicago, an interdisciplinary doctorate from Harvard in planning and business strategy, and a Ph.D. in Management of Technology from Vanderbilt University. He has been an active member of several national and regional professional societies and has made numerous presentations on strategic business development and repositoning to national and regional audiences.
John also recently developed and taught one of the nation's first pure Internet graduate level courses in the marketing of advanced technology products and services. Other university teaching assignments have included courses in the dynamics of technological change, technology policy, business policy, principles of marketing, industrial marketing, electronic commerce, and management of technology. He currently serves on the faculty of National Technological University, the nation's leading provider of advanced technical education and training from a distance.

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WS-7  Managing High-Technology Projects
By Dr. Hans J. Thamhain, Bentley College, USA

This intensive workshop provides seasoned managers and project leaders with a forum for discussing technology-based project management concepts, tools, and techniques. The emphasis is on best-in-class practices applied to new product projects. Participants will be exposed to the latest techniques for tracking and controlling projects, compressing the time-to-market cycle, managing innovations under cost and time pressures, and dealing with risk, conflict, and commitment.

Hans J. Thamhain specializes in technology-based project management. He has combined a career of RD&E and business management with university teaching and research. Currently a Professor of Management and Director of Project Management Programs at Bentley College, Boston, his industrial experience includes twenty years of high-technology management positions with GTE/Verizon, General Electric, Westinghouse and ITT. Dr. Thamhain has PhD, MBA, MSEE and BSEE degrees. He is well known for his research on technology-based project control and team leadership, and has written over seventy research papers and five professional reference books in project and technology management. Dr. Thamhain is the winner of the IEEE Engineering Manager of the Year 2000 Award and a Certified Project Management Professional, PMP.

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WS-8  Product Offerings in the Digital Economy
By Dr. Jean-Claude Balland, J.C.B. Associates, Portland, Oregon, USA

The Digital Economy is forcing all companies to reconsider their offerings. Historically a product and technology matter, products in the Digital Economy need to extend beyond the tangibles to include services, information, and other intangibles. An entire new value proposition needs to be created. This workshop will provide the participants with a broad understanding of the key changes the Digital Economy is bringing and how they impact the traditional definition of products. The participants will then learn to assess the vulnerability of a product and how to reinvent an existing offering into one that is Digital Economy ready.

Dr. Balland is a high-technology business consultant, professor, and lecturer with extensive experience in sales and marketing management of high technology products in Europe, the United States, and Japan. His consulting practice, JCB Associates, helps companies address the strategic management issues that the digital economy is bringing upon them. Previously, Dr. Balland was director of internet marketing at Mentor Graphics Corporation. He also was a division marketing manager with Tektronix, Inc. for several years. Dr. Balland holds an EE from INSA in Lyons, France, and a Ph.D. in Physics from University of Lyons, France.

 

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WS-9  Decision Making in Complex Environments (CANCELED)
By Dr. Thomas L. Saaty, University of Pittsburgh, USA

The Analytic Hierarchy Process (AHP) engages decision makers in breaking down a decision into smaller parts, proceeding from the goal to criteria to subcriteria down to the alternatives of action. To capture the complexity of the decision problem, wide participation is encouraged in constructing the hierarchy. The decision maker then makes only simple pairwise comparison judgments throughout the hierarchy to arrive at overall priorities for the alternatives of action. The decision problem may involve social, political, technical, and economic factors. Where there are several parties involved, negotiation may be required. The AHP helps people cope with the intuitive, the rational and the irrational, and with risk and uncertainty in this complex setting. This workshop includes a two-hour lecture and Expert Choice software exercises on the Analytic Hierarchy Process. The participants will receive a copy of the software. They are encouraged to bring their laptops to the workshop.

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.

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