2004 IEEE/UT Engineering Management Conference最新文献

The university as a critical component of a new architecture ecosystem: the Intel/sup /spl reg// IXA university program - a case study 大学作为新架构生态系统的关键组成部分:英特尔/sup /spl reg// IXA大学计划-案例研究

2004 IEEE/UT Engineering Management Conference Pub Date : 2004-08-12 DOI: 10.1109/UTEMC.2004.1633384

R. Ibieta

引用次数: 0

A practical approach to predictable software development performance in small to medium size software development organizations 一种在中小型软件开发组织中可预测软件开发性能的实用方法

2004 IEEE/UT Engineering Management Conference Pub Date : 2004-08-12 DOI: 10.1109/UTEMC.2004.1633399

S. Teleki

引用次数: 3

An innovation framework: the foundation for two complementary approaches to innovation management 创新框架:创新管理两种互补方法的基础

2004 IEEE/UT Engineering Management Conference Pub Date : 2004-08-12 DOI: 10.1109/UTEMC.2004.1633390

L. Martinich

引用次数: 6

Quality systems in manufacturing 制造业质量体系

2004 IEEE/UT Engineering Management Conference Pub Date : 2004-08-12 DOI: 10.1109/UTEMC.2004.1633395

A. Ryan

引用次数: 0

Online reverse auctions: power tools and fair perceptions? 在线逆向拍卖:电动工具和公平观念?

2004 IEEE/UT Engineering Management Conference Pub Date : 2004-08-12 DOI: 10.1109/UTEMC.2004.1633398

G.D. Paulson

引用次数: 0

Using task-quotient/sup /spl copy// (TQ) to maximize individual motivation & job satisfaction 使用任务商/sup /spl副本// (TQ)来最大化个人动机和工作满意度

2004 IEEE/UT Engineering Management Conference Pub Date : 2004-08-12 DOI: 10.1109/UTEMC.2004.1633394

K. D. Gazzara

引用次数: 0

How engineers can manage tomorrow's technology 工程师如何管理未来的技术

2004 IEEE/UT Engineering Management Conference Pub Date : 2004-08-12 DOI: 10.1109/UTEMC.2004.1633388

L. Chasteen

{"title":"How engineers can manage tomorrow's technology","authors":"L. Chasteen","doi":"10.1109/UTEMC.2004.1633388","DOIUrl":"https://doi.org/10.1109/UTEMC.2004.1633388","url":null,"abstract":"Strategic planning has been the \"whipping\" boy in management for the last three decades. First, there was little planning. Then in the 1970's, planning could do no wrong - everyone jumped on the \"planning bandwagon\". However, due to environmental issues in the 1980's such as the energy crisis, detailed plans were missed and planning was once again put on the \"back burner\". Henry Mintzberg's book, The Rise and Fall of Strategic Planning, led to the attitude of \"just do it\" in the 1990's. Emergent plans led to spectacular gains by the dotcom companies. However, what goes up, must come down and we had the crash of the dotcoms in 2000. Maybe a middle ground of some detailed planning plus emergent plans is a better formula! This combination has been called \"strategic thinking\". Due to the complexity of today's technology, engineers should drive the firm's strategic thinking. Engineers have been trained to look at all sides of the issues (system engineering). This process is a combination of detailed planning and emergent planning. As engineers take more of the lead in technology companies, their systems background is more in tune with the new planning style called strategic thinking. Combining an engineer's technical background with appropriate business training may be the \"right ticket\" for technology firms in the 2000's. The Project Management MBA program at the University of Texas at Dallas is uniquely designed to provide the necessary business training to practicing engineers. This program meets the professional development needs of individuals who already have significant program and project experience. By combining the traditional MBA courses with project management certificate training, this program provides leading edge information from both the academic and practitioner viewpoints. The UTD program offers both online and on campus versions to meet the needs of busy individuals","PeriodicalId":269752,"journal":{"name":"2004 IEEE/UT Engineering Management Conference","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131106818","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Comprehensive curriculum management: taking a business engineering group from declining to emerging skill sets - a holistic approach 全面的课程管理:把一个商业工程小组从下降到新兴的技能集-一个整体的方法

2004 IEEE/UT Engineering Management Conference Pub Date : 2004-08-12 DOI: 10.1109/UTEMC.2004.1633396

G. A. Guenther

{"title":"Comprehensive curriculum management: taking a business engineering group from declining to emerging skill sets - a holistic approach","authors":"G. A. Guenther","doi":"10.1109/UTEMC.2004.1633396","DOIUrl":"https://doi.org/10.1109/UTEMC.2004.1633396","url":null,"abstract":"A business direction can suddenly change course based upon the current and emerging market conditions leaving a workforce over-supplied with declining skill sets and under-supplied with emerging skills. The reactive urge to quickly implement a framing blitz without competencies and skills data must be resisted. In order to meet this challenge, the necessary skills need to be systematically identified and assessed for gaps. This process includes defining those skills in a measurable and objective manner (What is it they need to know, and how do we know they know it?) and assessing the prioritized gaps quantifiably. Only then, can the plans be identified to address the gaps. Once learning resources are identified, gaps are addressed through various methods including but not limited to training. Optimization of this process can be achieved through the use of an automated tool which assesses skills, analyzes and identifies gaps. The tool also maintains records of assessments, automatically generates an individual development plan (IDP), and provides management reports on organizational training health. This paper presents a case study of one quality and reliability business group's holistic approach to adapt to the business direction change and supply the emerging skills to the existing workforce, including data and cost savings realized. This includes the methods and tools used to identify skills, assess the organization, prioritize the expertise gaps, and then close the gaps.","PeriodicalId":269752,"journal":{"name":"2004 IEEE/UT Engineering Management Conference","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130152786","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

Describing research and development initiatives using strategy maps 使用战略地图描述研究和发展计划

2004 IEEE/UT Engineering Management Conference Pub Date : 2004-08-12 DOI: 10.1109/UTEMC.2004.1633389

P. Sahu

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引用次数: 3

Strategy-focused product innovation with product scorecard and product innovation scorecard 以产品计分卡和产品创新计分卡为核心的战略产品创新

2004 IEEE/UT Engineering Management Conference Pub Date : 2004-08-12 DOI: 10.1109/UTEMC.2004.1633385

P. Sahu

{"title":"Strategy-focused product innovation with product scorecard and product innovation scorecard","authors":"P. Sahu","doi":"10.1109/UTEMC.2004.1633385","DOIUrl":"https://doi.org/10.1109/UTEMC.2004.1633385","url":null,"abstract":"This paper shows how strategy-focused product innovation can be done with a product scorecard and a product innovation scorecard. A product scorecard is a performance measurement system that allows the product managers to view the product performances from several perspectives simultaneously. A product innovation scorecard is a performance measurement system that allows the product innovators to view the product innovation from several perspectives. A product scorecard and a product innovation scorecard like a balanced scorecard is not a list of measures; it is a description of the product strategy and product innovation strategy respectively. Both the scorecards start with a description of the strategy by the strategy map of balanced scorecard. The uses of a product and product innovation scorecards are evaluation, adoption, positioning, life-cycle management, growth management and more for a product and a product innovation respectively. A product scorecard is used to create the new requirements of a product innovation according to the financial goals or the mission whichever is appropriate. A product innovation scorecard is used to measure the performance of the product innovation during the continuous product innovation process by the product innovators.","PeriodicalId":269752,"journal":{"name":"2004 IEEE/UT Engineering Management Conference","volume":"780 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132793575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 3