1 / 32

TTMG 5001 Principles of Management for Engineers Section P Session 2: Sep 17 Fall 2007

TTMG 5001 Principles of Management for Engineers Section P Session 2: Sep 17 Fall 2007. Session 2 objectives. Upon completion of the session, you will know about objective, deliverables, contributions and relevance of literature reviews

ursa
Download Presentation

TTMG 5001 Principles of Management for Engineers Section P Session 2: Sep 17 Fall 2007

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. TTMG 5001 Principles of Management for EngineersSection PSession 2: Sep 17Fall 2007

  2. Session 2 objectives Upon completion of the session, you will know about • objective, 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

  3. Agenda • Access to TTMG 5001 files and course tools • Access article using online library • Questions about • Two TTMG 5001 assignments • Gate 0 for TIM project • Professor’s summary of assigned readings • Additions/modifications to professor’s summary • Lessons learned

  4. 1. To access TTMG 5001 files • Go to http://carleton.ca • Click on MyCarleton • Enter user name and password • Click Academic Services • Click: Click here to: in My CoursesAccess your course home pages, email your professors, communicate withclassmates, and access course material • Click TTMG 5001P [38207] Mgmt Principles for Engineers (SEM) • Click Files under Course Tools

  5. Course tools • Announcements • News • Photos • Links • Files (recordings, course outline, slides) • Message Board • Calendar • Email • Chat • Members

  6. 2. To access article using online library • Go to http://catalogue.library.carleton.ca  • 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  • Enter your patron bar code number and your PIN  • Select one of the hot links (e.g., Business Source Complete)  • Select the year of the journal (e.g., 1995)  • Select the volume of the journal (e.g., Volume 20 issue 2)  • 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)  • Save or print PDF file

  7. TTMG 5001 Assignments Literature review Gate 0 Gate 0 for TIM Project Executive summary Objective What we know Who cares and why Contribution I make Method Data acquisition Data analysis Conclusions References 3. Questions

  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

  9. What is a literature review? • Literature review is a summary and interpretation of research findings reported in the literature • A literature review presents the major ideas in the state of the art right up to, but not including, your own ideas • You organize the literature review by idea, and not by author or by publication • Each literature review uses a perspective to examine one or more domains

  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

  11. Literature review

  12. Lessons learned from literature review • Lack of research on: when releasing 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 (Brandenburger & Stuart, 1996)can be used to assess firm’s ability to capture value from interactions with others • PARTS framework (Brandenburger & Nalebuff, 1996)can be used to assess if company can change a business game in its favor

  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 open source software. An empirical investigation.http://opensource.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. Co-opetition. 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

  14. References (continued) • Lerner, J. & Tirole, J. 2002a. Some simple economics of open source. The Journal of Industrial Economics, 50: 197-234 • Lerner, J. & Tirole, J. 2002b. The Scope of Open Source Licensing.http://www.people.hbs.edu/jlerner/OSLicense.pdf • Morris, M., Schindehutte, M. & Allen, J. 2005. The entrepreneur’s business model: toward a unified perspective. Journal of Business Research, 58: 726-735 • Nissila, J. 2004. Towards a Better Understanding of Open Source Business Models.http://w3.msi.vxu.se/users/per/IRIS27/iris27-1202.pdf • Raymond, E. S. 1999. The Cathedral and the bazaar: Musings on Linux and open source by an accidental revolutionary. Sebastopol: O'Reilly • Spiller, D. & Wichmann, T. 2002. Basics of open source software markets and business models. Free/Libre Open Source Software: Survey and Study. Berlin, Berlecon Research GmbH • Timmers, P. 1998. Business Models for Electronic Markets. EMInternational Journal of Electronic Markets, 8(2): 3-8 • Valimaki, M. & Oksanen, V. 2002. Evaluation of open source licensing models for a company developing mass market software. The Proceedings of International Conference on Law and Technology,Cambridge, MA • Wichmann, T. 2002. Firms’ Open Source activities: motivations and policy implications. Free/Libre and Open Source Software: Survey and Study, FLOSS Final Report, International Institute of Infonomics, Berlecom Research GmbH. http://www.berlecon.de/studien/downloads/200207FLOSS_Activities.pdf

  15. Objective of three articles assigned • Objective (i.e., purpose or goal) 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.

  16. 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. • Shocker, A. D., & Srinivasan, V. 1979. Multiattribute approaches for product concept evaluation and generation: A critical review, Journal of Marketing Research, 16: 159-180. • Whitney, D. E. 1990. Designing the design process. Research in Engineering Design, 2(2): 3-13.

  17. Deliverables (i.e., what authors offer to do)

  18. Contributions (i.e., what authors add to what is known already)

  19. Relevant to researchers and students because

  20. Relevant to development managers and teams, Board of Directors, and capital suppliers because:

  21. Comparison

  22. Comparison (continued)

  23. Comparison (continued)

  24. 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

  25. Lessons learned – Perspectives There are at least six perspectives on product development: • Rational plan • Communications web • Disciplined decision making • Actors and their attributes • Decisions made during project and setting up project organization • Entrepreneurship and wealth creation

  26. 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

  27. Lessons learned – Brown & Eisenhardt (1995) Factors that affect market effectiveness

  28. Lessons learned – Brown & Eisenhardt (1995) Factors that affect process efficiency

  29. Lessons learned – Krishnan & Ulrich (2001)

  30. Lessons learned – Krishnan & Ulrich (2001) Clustering of interdependent decisions Product Portfolio target values of attributes which opportunities to pursue core product concept values of key design parameters sharing of assets across platforms physical form and industrial design product architecture desired variants of products who designs components who produces/ assembles product configuration of supply chain assembly precedence relations Architecture

  31. Lessons learned – Shane & Ulrich (2004)

  32. Topics not in the literature • 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 and open source in product development • Role of capital in product development • How to develop products during periods of industry meltdown • When to cancel projects and how to deal with its consequences (e.g., customer management, damage control) • Mechanisms to coordinate the running of distributed operations 24x7 • Employee satisfaction • Operations, administration and maintenance effectiveness

More Related