TTMG 5001 Principles of Management for Engineers Session 2: Sep 21 - - PowerPoint PPT Presentation
TTMG 5001 Principles of Management for Engineers Session 2: Sep 21 - - PowerPoint PPT Presentation
TTMG 5001 Principles of Management for Engineers Session 2: Sep 21 Fall 2011 Michael Weiss www.carleton.ca/tim www.carleton.ca/tim/tim.pdf weiss@sce.carleton.ca Session 2 objectives Upon completion of the session, you will know about
weiss@sce.carleton.ca Slide 2
Session 2 objectives
Upon completion of the session, you will know about
- bjective, deliverables, contributions and relevance of literature
reviews
- differences among the reviews of the product development literature
- important topics not being addressed in the literature reviews
and you will be able to
- access the online library, course files and other course tools
- start preparing a literature review
- generate lessons learned from reading the reviews of the product
development literature
- distinguish good from poor literature reviews
weiss@sce.carleton.ca Slide 3
Agenda
- 1. Access to TTMG 5001 files and course tools
- 2. Access articles using online library
- 3. Questions about
- TTMG 5001 assignments
- Gate 0 for TIM thesis and project
- 4. Summary of assigned readings
- 5. Additions/modifications to the summary
- 6. Lessons learned
weiss@sce.carleton.ca Slide 4
- 1. To access TTMG 5001 files
- 1. Go to http://cms.sce.carleton.ca
- 2. Enter the user name and password I sent you
- 3. Under My courses click on TTMG 5001
Information is organized by topic, and corresponds to the topics in the course outline
weiss@sce.carleton.ca Slide 5
Course tools
- Files (course outline, slides, readings)
- Forums (news and announcements, project groups,
course discussion)
- Profile (photo, blog)
- Events
- Recent activity and forum posts
- Glossary
- Wikis (lessons learned)
- Upload files (assignments, exam)
weiss@sce.carleton.ca Slide 6
- 2. To access articles using
- nline library
- 1. Go to http://library.carleton.ca
- 2. Go to Journals & Journal Articles
- 3. Enter the name of the journal (e.g., Academy of Management
Review) in the text box and select "Title" in the left column and "Web resource" in the right column, then click Search
- 4. Select one of the hot links (e.g., Business Source Complete)
- 5. Enter your patron bar code number and your PIN
- 6. Select the year of the journal (e.g., 1995)
- 7. Select the volume of the journal (e.g., volume 20, issue 2)
- 8. Select "PDF Full text" under the name of the article you seek
(e.g., select PDF Full text under PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS)
- 9. Save or print PDF file
weiss@sce.carleton.ca Slide 7
- 3. Questions
TTMG 5001 Assignments
- Literature review
- Gate 0
Gate 0
- Objectives
- Deliverables
- Relevance
- Contributions
- Theoretical basis (thesis)
- Method
- Data acquisition
- Data analysis
- References
weiss@sce.carleton.ca Slide 8
- 4. Summary
- What is a literature review
- How to summarize the results of a literature review
when making presentations
- Objective, deliverables, contribution and relevance
- Comparison
- Lessons learned
- Topics not in the literature reviewed
weiss@sce.carleton.ca Slide 9
What is a literature review?
- Literature review is a summary and interpretation of
research findings reported in the literature
- It presents major ideas in the state of the art right up
to, but not including, your own ideas
- You organize the literature review by idea (streams),
not by author or by publication
- Each literature review uses a perspective to examine
- ne or more domains
weiss@sce.carleton.ca Slide 10
How to summarize
- Table that shows:
– Literature streams reviewed – Key highlights for each literature stream reviewed – Key references
- Lessons learned from the literature review that link to
contributions you wish to make
- References
weiss@sce.carleton.ca Slide 11
Bonaccorsi & Rossi (2004) Hecker (1999) Raymond (1999) Wichmann (2002)
- Motives of individuals to contribute to open source
projects
- Motives of firms to contribute to open source
projects Open source software
Chesbrough & Rosenbaum (2000) Hecker (1999) Morris et al. (2005)
- Key elements of business model
- Key elements of software business model
- Categorization of open source business models
- Revenue model for open source software producer
Open source business models
Bonaccorsi & Rossi (2005) Lerner & Tirole (2002)
- Description and classification of open source
licenses Open source license
Lerner & Tirole (2002) Goldman & Gabriel (2005) Henkel (2003)
- Motives of firms to release code as open source
- Risks of releasing code as open source
Code release
Bowman & Ambrosini (2000) Brandenburger & Nalebuff (1996) Brandenburger & Stuart (1996)
- Value and value net
- Process of value creation and appropriation
- PARTS framework
Value creation and appropriation
Spiller & Wichmann (2002) Valimaki & Oksanen (2002)
- Software taxonomy
- Software value chain
Software Key references Key highlights of the stream Stream
Literature review
weiss@sce.carleton.ca Slide 12
Lessons learned from literature review
- Lack of research on when to release code as open source
– How companies create and appropriate value – How companies create use value and realize exchange value – How companies adjust business models to code release – Risks of releasing code as open source
- Added value method can be used to assess firm’s ability to
capture value from interactions with others
- PARTS framework can be used to assess if company can
change a business game in its favor
weiss@sce.carleton.ca Slide 13
References
- Bonaccorsi, A. & Rossi, C. 2004. Comparing motivations of individual programmers and
firms to take part in the open source movement. From community to business. http://opensource.mit.edu/papers/bnaccorsirossimotivationlong.pdf
- Bonaccorsi, A. & Rossi, C. 2005. Licensing schemes in the production and distribution of
- pen source software. An empirical investigation. http://
- pensource.mit.edu/papers/bnaccorsirossilicense.pdf
- Bowman, C. & Ambrosini, V. 2000. Value creation versus value capture: Towards a coherent
definition of value in strategy. British Journal of Management, 11: 1-15
- Brandenburger, A. M. & Nalebuff, B. J. 1996. Coopetition. Bantam Doubleday Dell
Publishing Group, Inc
- Brandenburger, A. M. & Stuart, H. W. 1996. Value-based strategy. Journal of Economics &
Management Strategy, 5: 5-24
- Chesbrough, H. & Rosenbaum, R. S. 2002. The role of the business model in capturing
value from innovation: evidence from Xerox Corporation’s technology spin-off companies. Industry and Corporate Change, 11(3): 529-555
- Gabriel, R. P. & Goldman, R. 2005. Innovation happens elsewhere. Morgan Kaufmann
Publishers
- Hecker, F. 1999. Setting up shop: The business of open-source software. IEEE Software,
16(1): 45-51
- Henkel, J. 2003. Open source software from commercial firms – Tools, complements, and
collective invention. http://www.inno-tec.bwl.uni-muenchen.de/forschung/henkel/OSS_JHenkel_2003-05.pdf
weiss@sce.carleton.ca Slide 14
Objective of three articles assigned
- Objective (i.e., purpose, goal) of these articles is to
review the product development literature. Shane and Ulrich (2004) also review the technological innovation and entrepreneurship literatures
- Brown, S. L., & Eisenhardt, K. M. 1995. Product development: Past
research, present findings and future directions. Academy of Management Review, 20(2): 343-378.
- Krishnan, V., & Ulrich, K. 2001. Product development decisions: A
review of the literature. Management Science, 47(1): 1-21.
- Shane, S., & Ulrich, K.T. 2004. Technological innovation, product
development and entrepreneurship in Management Science. Management Science, 50(2): 133-144.
weiss@sce.carleton.ca Slide 15
Other literature reviews
- Balachandra, R. and Friar, J.H. 1997. Factors for success in R&D projects and
new product innovation: A contextual framework. IEEE Transactions on Engineering Management, 4(August): 276-288.
- Cusumano, M. A., & Nobeoka, K. 1992. Strategy, structure and performance in
product development – observations from the auto industry. Research Policy, 21(June): 265-293.
- Finger, S., & Dixon, 1989a. A review of research in mechanical engineering
design, part I: Descriptive, prescriptive, and computer based models of design
- processes. Research in Engineering Design, 1(1): 51-68.
- Finger, S., & Dixon, 1989b. A review of research in mechanical engineering
design, part II: Representations, analysis, and design for the life cycle. Research in Engineering Design,1(2): 121-137.
- Gerwin, D., & Barrowman, N. J. 2002. An evaluation of research on integrated
product development. Management Science, 48(7): 938-953.
- Griffin, A., & Hauser, J. R. 1996. Integrating R&D and marketing: A review and
analysis of the literature. Journal of Product Innovation Management, 13(3): 191-125.
- Schilling, M., & Hill, C. 1998. Managing the new product development process:
Strategic imperatives. Academy of Management Executive, 12(3): 67-81.
- Whitney, D. E. 1990. Designing the design process. Research in Engineering
Design, 2(2): 3-13.
weiss@sce.carleton.ca Slide 16
Deliverables (i.e., what authors
- ffer to do)
- Organize the product
development literature published in Management Science into 12 themes
- Examine the wealth
creation literature
- Insights on publication
rates, distribution of articles by theme and decade, and main authors
- Organize the product
development literature published by the academic communities of marketing,
- rganizations, engineering
design and operations management into two streams based on a decision perspective: decisions within a project and decisions in setting up a development project
- Suggest future research
- Organize the product
development literature published in major organization oriented journals into three streams based
- n a perspective of product
development: rational plan, communication web, and disciplined problem solving
- Synthesize research findings into
- ne model that highlights
environmental and contextual variables
- Suggest future research
anchored on the model
Shane & Ulrich (2004) Krishnan & Ulrich (2001) Brown & Eisenhardt (1995)
weiss@sce.carleton.ca Slide 17
Contributions (i.e., what authors add to what is known already)
- Provides statistics on
how knowledge develops in a leading journal
- Reviews articles
published over 50 years
- Identifies and describes the
decisions that are made by intention or default when developing products
- Links decisions made in the
product development domain to the marketing,
- rganizations, engineering
design, and operations management literatures
- Research model at the project
level that integrates the literature and highlights the environmental variables and roles involved in the development of products
- Identifies the variables that
contribute to development project efficiency and effectiveness
- Links the product development
literature to the innovation literature
Shane & Ulrich (2004) Krishnan & Ulrich (2001) Brown & Eisenhardt (1995)
weiss@sce.carleton.ca Slide 18
Relevant to researchers and students because
- Suggest future research paths
- Save time by identifying articles that have been published and making sense of it
- Use to support claims of contribution to the literature
- Identify boundaries, issues and questions that have been addressed
- Describe how knowledge has evolved
- Make sense of the literature using different perspectives
- Identifies a research model
- Identifies how to increase
performance
Shane & Ulrich (2004) Krishnan & Ulrich (2001) Brown & Eisenhardt (1995)
weiss@sce.carleton.ca Slide 19
Relevant to development managers and teams, BoD, and investors because
- Can be used to prepare check lists and decision support
systems to ensure that a product development team has what it needs and is deciding on what needs to be done to increase performance
- Can be used to ensure the completeness of due diligence
efforts in instances of mergers and acquisitions and raising capital
- Identifies decisions that
need to be made
- Identifies how to increase
efficiency and effectiveness
Shane & Ulrich (2004) Krishnan & Ulrich (2001) Brown & Eisenhardt (1995)
weiss@sce.carleton.ca Slide 20
Comparison
Themes of innovation research into which articles published in one journal over 50 years can be
- rganized
Decision perspective – make the right decisions within a project and when establishing the
- rganizational context
and planning of a development project Right actors with the right attributes
- perating in the right
environmental context increases product and process performance
Highlights
None Transformation of a market opportunity into a product available for sale Structures and processes by which individuals create products
Product development definition Shane & Ulrich (2004) Krishnan & Ulrich (2001) Brown & Eisenhardt (1995)
weiss@sce.carleton.ca Slide 21
Comparison (continued)
Process efficiency:
- perations
Product effectiveness: profits, revenues, market share Process efficiency: development time, productivity
Performance perspective
Technological innovation and entrepreneurship Marketing,
- rganizational,
engineering design, and operations management Rational plan, communication web, and disciplined problem solving
Perspectives reviewed Shane & Ulrich (2004) Krishnan & Ulrich (2001) Brown & Eisenhardt (1995)
weiss@sce.carleton.ca Slide 22
Comparison (continued)
Subthemes in product planning and portfolios, concept development, product design New and stable products New products
Product perspective
Subthemes in
- rganization design,
development process management Context and planning for a project
Infrastructure perspective
Subthemes in knowledge transfer, and adoption and diffusion of innovation Knowledge interdependencies between decisions
Knowledge perspective Shane & Ulrich (2004) Krishnan & Ulrich (2001) Brown & Eisenhardt (1995)
weiss@sce.carleton.ca Slide 23
Lessons learned – General
- Focusing on engineering concerns only reduces the
likelihood of being successful in product development
- Three things change: what is meant by product
development, the perspective used to examine the product development literature, and how much we know about product development
- How products are developed differs across firms and
within the same firm, however, what is important (roles and their attributes, environmental context, decisions made, themes considered) remains fairly consistent
weiss@sce.carleton.ca Slide 24
Lessons learned – Perspectives
There are at least six perspectives on product development:
- 0. Rational plan
- 1. Communication web
- 2. Disciplined problem solving
- 3. Actors and attributes
- 4. Decision making
- 5. Entrepreneurship and wealth creation
weiss@sce.carleton.ca Slide 25
Lessons learned – Format
- Each journal has its own way to provide references in
the body of the article and at the end of the article
- How references are handled must be consistent
throughout the article
weiss@sce.carleton.ca Slide 26
Lessons learned – Brown & Eisenhardt (1995)
Factors that affect market effectiveness
weiss@sce.carleton.ca Slide 27
Lessons learned – Brown & Eisenhardt (1995)
Factors that affect process efficiency
weiss@sce.carleton.ca Slide 28
Lessons learned – Krishnan & Ulrich (2001)
Product development decisions
- 1. Product strategy and
planning
- 2. Product development
- rganization
- 3. Project management
- 1. Concept development
- 2. Supply chain design
- 3. Product design
- 4. Performance testing and
validation
- 5. Production ramp-up and
launch Setting up a development project Made within the project
weiss@sce.carleton.ca Slide 29
Lessons learned – Krishnan & Ulrich (2001)
Clustering of interdependent decisions
Product Portfolio Architecture
target values
- f attributes
which opportunities to pursue core product concept physical form and industrial design assembly precedence relations configuration of supply chain desired variants
- f products
product architecture who designs components who produces/ assembles product sharing of assets across platforms values of key design parameters
weiss@sce.carleton.ca Slide 30
Lessons learned – Shane & Ulrich (2004)
12 themes for the use of innovation to create products, commercialize new technologies and establish new companies
- 7. Development process management
- 8. Concept development
- 9. Product design
10.Adoption and diffusion of innovations
- 11. Public policy
12.Entrepreneurship
- 1. Role of the individual
- 2. Organization design
- 3. Basic research and advanced
development
- 4. Technology strategy
- 5. Knowledge transfer
- 6. Product planning and
portfolios
weiss@sce.carleton.ca Slide 31
- Product vs service development
- Network effects and standards – we need to worry about
forward and backward compatibility as well as multi-vendor interoperability
- Effective use of outsourcing, co-sourcing and open source in
product development
- How to develop products during periods of industry meltdown
- Mechanisms to coordinate the running of global distributed
- perations 24x7
- Product development in ecosystems – how companies can