Who am I?

1. Who am I? Paulo Gomes pgomes@fe.unl.pt • Assistant Professor at the Faculdade Economia, Universidade Nova de Lisboa • BSc in Management/Finance, University of Porto • PhD in Management, Operations Mgt, Boston University • Research focus: Design organizational processes and manage technology to generate growth • Work in: Equipment manufacturers, Medical Devices, Software, IT

2. Management of InnovationRoadshowJanuary, 2005 Professor Paulo JP Gomes Universidade Nova de Lisboa Phone: 213-801-600, Email: pgomes@fe.unl.pt,http://docentes.fe.unl.pt/~pgomes

3. Internet Fiber optics E-mail Cell phone PC GPS Laptops CDs/DVDs Camera ID tags Top Innovations of last 25 years

4. the Innovation Myth…. “There is no more delicate matter to take in hand, nor more dangerous to conduct, nor more doubtful in its success,than to be a leader in the introduction of change. For he who innovates will have for enemies all those who are well off under the old order of things, and only lukewarm supporters in those who might be better off under the new.” In Niccolò Machiavelli, “Il Principe”

5. Why is it so difficult?The nature of technical work changes Performance We need to be responsive & flexible but controlled Will it work? Exploration, fun, creativity key Can we make 100,000? And service them? Will it work? Exploration, fun, creativity key Time

6. How will we Create value? How will we Capture value? How will we Deliver value? Managing the innovation process: Discontinuities are hard! Requires answers to the key strategic questions:

7. Course Contents: 1. The Evolution of Technologies and Markets • Strategic Context: The Impetus to Innovate • Technology Forecasting • Sources of Innovation

8. Diffusion Patterns Federal Reserve Bank of Dallas,1997

9. 2. Building Organizational Capabilities to Innovate • Innovation Strategy • Profiting from Innovation: Alliances, Patents, Intellectual Property • Leveraging Organizational Structure and Culture • Innovation in Small Firms

10. Competitive Position Technology Significance Dominant Strong Favourable Tenable Weak Base Key Pacing Emerging Developing Technology Strategy • Step 5: Develop the technology strategy – use the technology strategic map as a guideline Nurture Repair Build ?

11. Profiting from Innovation great ideas = pots of money? Coca Cola Dell Prozac Value captured RC Cola Apple Value created (through “raw” invention)

12. Organizational Structure: Successful innovation unites entrepreneurial insight with effective coordination Entrepreneurial Drive, Freedom from the “old ways” Startups Business as Usual Control & Coordination

13. 3. Managing Product Development • The Technology-Product Relationship • The Product Development Process • Development Strategy

14. Product Development Process Mission Statement Development Plan Identify Customer Needs Establish Target Specifications Generate Product Concepts Select Product Concept(s) Test Product Concept(s) Set Final Specifications Plan Downstream Development Perform Economic Analysis Benchmark Competitive Products Build and Test Models and Prototypes

15. Course Requirements • Classroom participation: • 2 reports on cases and readings • Group Project - Technology audit of a company, OR analysis of product development process OR assessment of technology potential

16. Project ManagementRoadshowJanuary, 2005 Professor Paulo JP Gomes Universidade Nova de Lisboa Phone: 213-801-600, Email: pgomes@fe.unl.pt,http://docentes.fe.unl.pt/~pgomes

17. What is a Project? • A project is a temporary endeavour undertaken to create a unique product or service, consisting of a set of co-ordinated activities pursuing a specific goal with constraints on time, cost and resources • Characteristics • unique: not routine operations • specific start and finish, temporary endeavour: temporary organisation • co-ordinated activities: complex, large, multi-disciplinary • specific goal: product, service, event • constraints: time, cost, resources

18. Construction & Infrastructure

19. Product Development

20. Event Organisation

21. Uncertainty High X.com Expedition Space Program R&D Viagra EuroTunnel A3XX Oil, gas exploration e-technology Merger Airport Olympics Conference Car Elections Car plant Book Market Study Construction Motorway Wedding Audit Low Low High Complexity Individual Group Organization Multi-organization National International Typology of Projects

22. Scope Time Cost Project Management • Meet project objectives, comprising: • scope (performance, quality, customer satisfaction) • time (deadline) • cost (budget) Manage trade-offs by planning, coordinating, scheduling and controlling of activities

23. Course Objectives • Overall objective • How to manage and plan projects, taking advantage of modern information technology • Specific objectives • Understanding • why projects succeed or fail • the importance of project management • the concepts, methods, techniques & tools of modern project management • the critical success factors in different project environments • three dimensions of projects: time / resources / customer satisfaction

24. Session 1 Projects and Project Planning Project Organization and Staffing

25. Session 2 Project Budgeting and Costing Project Scheduling and Resource Allocation

26. From: Three Perceptions of Project Cost (Figure 3)

27. Sequencing: Gantt Chart

28. Session 3 Project Monitoring and Control Project Portfolio Selection

29. Monitoring

30. Session 4 Project Management Game Project Termination and Review

31. Course Requirements • Case memo • Project Management Exercise, • Topic write-up or Final Exam