TTMG 5001 Principles of Management for Engineers Session 2: Sep 21 - - PowerPoint PPT Presentation

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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


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TTMG 5001 Principles of Management for Engineers

Session 2: Sep 21 Fall 2011

www.carleton.ca/tim www.carleton.ca/tim/tim.pdf weiss@sce.carleton.ca

Michael Weiss

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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
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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
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  • 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

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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)
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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
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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
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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
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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
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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
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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

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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

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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

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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.

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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.

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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)

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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)

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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)

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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)

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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)

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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)

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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)

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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

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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
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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

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Lessons learned – Brown & Eisenhardt (1995)

Factors that affect market effectiveness

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Lessons learned – Brown & Eisenhardt (1995)

Factors that affect process efficiency

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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

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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

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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

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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

share the cost and risk of product development

Topics not in the literature