TTMG 5001 Principles of Management for Engineers Section P Session 1: Sep 10 Fall 2007

1. TTMG 5001 Principles of Management for EngineersSection PSession 1: Sep 10Fall 2007

2. Agenda • TIM Program • TTMG 5001 Course Outline • Sample lecture • Lessons learned • Talent First Network (TFN)

3. 1. TIM Program • Add value to our graduate students • Distinguishing features • Two program options: thesis and project • Our commitment • Gate review process • Courses available • Department

4. Add value to TIM students Your relative competitive advantage Knowledge Integrity Leadership Networks Real dumb move Time t = 0, start graduate program t = T, complete graduate program

5. Synthesis between engineering and management that supports growth Technology and product bets in early stage markets Technology/product development and value creation/appropriation Previously known as Telecommunications Technology Management Engineering management in Faculty of Engineering TIM students are experienced professionals F1 = Gordian knot to grow Performance MBA Y Science TIM X Time Focus

6. F2 = Compete in open environments • Competition in computing and telecommunications has moved away from closed environments to open environments • Open standards, COTS, open APIs, open platforms, open source software, open content • How do you grow and compete in open environments? • $1.1 Million grant from Ontario’s Ministry of Research and Innovation

7. F3 = Internationally educated professionals • Our students were educated all over the world • Strong ties with many parts of the world • Address the needs of new Canadians

8. F4 = Learn through argument • Teaching philosophy in this program is that learning happens through argument • I want you to think: you will only understand a concept if you can argue for it • Constructive argument, detached from emotions

9. Two program options

10. Committed to what matters to students and their employers • Challenging program • Produce and publish world class thesis research and projects • Take strong courses from world class faculty • Access company sponsored labs • Active and collaborative learning • Work with groups to deliver relevant outcomes • Work with students with experience and diverse backgrounds • High quality student-executive-faculty interactions • Interact frequently with excellent faculty and executives • Contribute to joint university-industry research programs • Availability of enriching educational experiences • Lead or support opportunity projects • Participate in partnership and professional conferences • Develop public speaking skills • Supportive environment • Follow the Gate Process to develop TIM theses and projects • Contribute to “Good is the enemy of great” continuous improvement project

11. Gate review process works • Gates • Gate 0 – proposal for topic and stakeholder buy in (2nd term) • Gate 1 – project progress report (4th term) • Gate 2 – presentation of project deliverables (5-6th term) • Gate 3 – proposal to adopt project outcomes (6th term) • Coherent process is part of the TIM culture • Evidence that TIM student can: • work independently, • work effectively in a team • deliver results in a timely fashion • write and communicate clearly • Lowest mean and median times to completion of graduate programs in engineering

12. Strong courses available to TIM students • Specifically tailored management courses (TTMG) • Graduate courses from the Ottawa-Carleton Institute for Electrical and Computer Engineering (OCIECE) • Department of Systems and Computer Engineering, Carleton University • School of Information Technology and Engineering, University of Ottawa • Department of Electronics, Carleton University

13. People 40 full-time faculty members 3 emeritus professors; 22 adjunct professors 6 technical and 4 administrative support staff 260 graduate students Labs Nortel Advanced Software Engineering Lab Alcatel Laboratory for Advanced Networks TI/Nortel Elite Digital Signal Processing Laboratory Mitel / Analog Devices VoIP Laboratory 7 Graduate Programs M.A.Sc. and M.Eng. in Technology Innovation Management Ph.D., M.A.Sc. and M.Eng. in Electrical Engineering (OCIECE Joint Institute) M.A.Sc. in Biomedical Engineering M.Sc. in Information and Systems Science (with SCS and Math) Department

14. 2. Course outline • Instructor availability • Calendar description • Objectives • Rationale • Benefits • Class sessions • Student evaluations • Assignment 1: Literature review • Assignment 2: Gate 0 project proposal • Exam • Presentations

15. What students deliver For marks • Literature review presentation (version 2) • G0 presentation (version 2) • Literature review document • G0 document • Exam No marks • Read 25 articles • Literature review presentation (version 1) • G0 presentation (version 1) • Ways to improve presentation skills • Lessons learned at conferences we pay for them to attend

16. Gate 0 project proposal (example) • Executive summary • Objective • What we know • Who cares and why • Contribution I make • Method • Data acquisition • Data analysis • Conclusions • References

17. 3. Product development and commercialization: sample lecture • Objective • Blindspots in product development • Factors that determine product development success • Tools to predict success • How to make money from open source software

18. Objective Upon completion of this class, you will know about: • Three rules to avoid blindspots when developing products • Perspectives on what factors determine success in product development • Predicting product success early in the development process • Ways to generate income from open source And you will be able to: • Make better sense of product development environment • Appreciate role of a product development manager

19. Three rules to avoid blindspots in product development • How knowledgeable are we about all the factors that determine the success of our product development effort? • Have we considered competitive responses to our product introduction? • Are we capable to act in a new market and technology domain?

20. Perspectives on what factors determine product development success Rational plan Communication Brown-Eisenhardt’s role and context Disciplined problem solving Krishnan-Ulrich decision making Next: open innovation 1995 2001 2004

21. Brown-Eisenhardt’s perspective on factors that affect market effectiveness • Product concept • fit with customer needs • fit with powerful senior management’s vision of the business • fit with team capabilities • Market • large • growing • weak competitors Market effectiveness (profits, sales, market share) Customer involvement

22. Brown-Eisenhardt’s perspective on factors that affect process efficiency • Team • composition (cross-functional, gatekeepers, moderate tenure) • work organization • communication • Project leader • power • management skills • vision Process efficiency (development time, development cost, features delivered) • Senior management • support • control Supplier involvement

23. Khrishnan and Ulrich perspective Decisions within the project • Concept development • Supply chain design • Product design • Performance testing and validation • Production ramp up and launch Decisions to establish the project • Product strategy and planning • Product development organization • Project management

24. Examples of tools Concept development • Tool to predict new product success early in the development process by examining the product concept Product strategy and planning • Strategies to make money from open source

25. Predicting success analyzing the product concept Two predictors of new product success: • The idea itself • Circumstances of the emergence of the idea Likelihood of success increases, if • idea fits one of the templates identified • need is identified before product concept is defined

26. Templates Attribute dependency Component control Replacement Displacement Division Idea sources Spot need first, then look for product Define form first, then look for suitable needs Invent Market research Follow trend in different class of product Templates and idea sources

27. Strategies to make money with open source • Optimize applications on top of open source layer • Allow customers to select a license: commercial or General Public License • Provide consulting services using personnel that contributes to open source • Install open source software and charge for support, maintenance and custom development • Eliminate competitors’ ability to sell software by making product open source and then sell complementary services or products • Sell hosted services that run on open source software • Embed open source software into a device, book etc. to increase its attractiveness

28. 4. Lessons learned • An important piece of the learning experience • At the end of each session you will make additions/modifications of the professor’s summary • Over the duration of the course the talking will gradually shift to your end

29. 5. Talent First Network • Talent First Network (TFN) and The Ontario Commercialization Network • Relevance and what is transferred • Organization • Link between Talent First Network and Technology Innovation Management (TIM) program

30. Talent First Network is part of the Ontario Commercialization Network (OCN) Talent First Network Addressed via ORIC* Efforts Financing Gap Global Markets Later Stage Financing ($100 M +) Ontario Research Fund (Research Institutions) Early Stage Financing ($5 -15M) Technology Gap $90M Venture Capital (seed stage $1-5 M) $29M Investment Accelerator Fund (pre-seed capital >$1 m) $27M Ontario Research Comm. Program (Know & Tech Transfer) $17M Business Mentorship and Entrepreneurship Program Angel/Seed Stage VC Skills Gap Fundamental Research Intellectual Property Market Needs Analysis R&D Project Lab Prototype Engineering Manufacturing Early Production Sales Product Strategy/Early Management *Ontario Research & Innovation Council

31. TFN is an ORCP project • TFN is linked to the TIM program • Focus is on talent and knowledge transfer • Accelerates transfer of knowledge and open source technology required to create and appropriate value in open environments • Delivers market driven services to technology-based entrepreneurs, start-ups, and small and medium size companies • Early stage feedback, Clean IP, from closed to open R&D, releasing closed code, integration of open source • Actively engages companies and investors to accelerate deal flows and exploit economic opportunities

32. Open source and environments • An open source technology is an asset (e.g., code, hardware designs, content) with a distribution license that provides users the freedom to use the asset for any purpose, to study and modify the asset, and to redistribute copies of either the original or modified asset without having to pay royalties to previous developers of the asset • Open environments are product markets dominated by buyers demanding open source software, open source hardware, open architectures, open APIs, or open standards (e.g., telecommunications, computing, GIS, simulation, HW designs)

33. Relevance • Competition in computing, telecommunications and other sectors important to Ontario has moved away from closed environments to open environments • Open source is more about value creation and value appropriation than about reducing costs and shortening time to market • Open source adds a global entity that needs to be managed as part of each and every Ontario company’s value chain, the OSS project

34. What is transferred by TFN to the private sector • Talented people with skills required to compete in open environments • Open educational resources and professional development programs for entrepreneurs building wealth using open source • Open source technology • Ventures that rely on open source technology • Services that strengthen the private sector’s ability to compete in open environments • Methods that accelerate the private sector’s adoption of open source technology

35. Organization of TFN Director: T. Bailetti Board of Advisors Outreach (Luc L., 4 primes) Infrastructure (Peter H., 4 RAs) Finance (Carl W., Jonathan W.) Knowledge Tony B. Venture and PoP Luc L. Services Dwight D. OCE Internships Veronica G. • 9 Knowledge primes • 15 RAs developing open content • 1 new staff • 3 RAs supporting entrepreneurs • 1 RA supporting services • Tony B.

36. Autoskill International Bedarra Research Labs Business Development Bank Citadel Rock Online Communities Inc CompEngServ Ltd DM Solutions Eclipse Foundation Eion Solutions Enablence Enercom Canada, Inc., Gowlings Hewlett-Packard (Canada) Company IBM, Ottawa Software Lab Liquid Computing Nakina Systems Nortel Platform Computing The Business Accelerators QNX Software Systems Unlimitel VenGrowth Advisory Board

37. TFN-TIM link • TFN provides evidence of quality of TIM program • TFN provides exciting thesis and project opportunities for TIM students • TFN differentiates TIM from all other programs in North America • TFN provides TIM students with money, contacts, opportunities, and experiences

38. TFN newsletter • Open Source Business Resource (OSBR) • Monthly newsletter of the Talent First Network • Contains articles written by and for people who are interested in open source commercialization • Issues posted on the 15th of each month • http://www.osbr.ca