Summing%20up%20Remarks

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Summing up Remarks

• May 27, 2008

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Final Presentation and Paper

• For Thurs, May 29, 2008
• Final Presentation to class. These should take
  approximately 20 minutes (15 ppt slides) plus 5
  minutes discussion
• Include one slide on your team experience (pros
  and cons)
• By midnight Sunday evening June 1, 2008
• Final Report due. The Final report should be
  maximum 15-20 pages double-spaced.
• Added Appendix OK
• Include references! Internet OK, private
  conversations but reference

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Today

• Ethics
• Cases and Lectures- Key Takeaways- Class
  Discussion
• Core Competencies
• Seven Key Elements for Outstanding Development
  projects
• Risk and Risk Management
• Organization
• Project Management
• Rapid Prototyping

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Ethics DiscussionKen Pickar

• E 103
• 5/27/08

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Agenda

• 4 questions
• Cases
• Supplement IEEE Code of Ethics

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4 Questions

• What is bothering you?
• Could not live up to expectations (yours, and
  clients)
• Long range not a good profit
• Worried about immediate appearance
• Huge cost to clients
• What is the ethical issue involved?
• Honesty
• Willful negligence
• Who are the people involved?
• Customer, Everyone at company, Group in
  particular, Employee families, investors, future
  loss of business
• Are you being true to yourself?
• Who to talk to?
• Boss boss, ombudsman, talk to others in group,
  come out with a patch

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Basic Question

• Are those ethical principles that are appropriate
  in a business context different than those used
  in ones daily personal life?
• Yes No

Why or Why Not?
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Hidden defects

• I was heading a software development project team
  for a research laboratory client. It was about
  adding new features to existing software. The
  project had some revenue incentive to us if we
  delivered ahead of time.
• My manager was very insistent that we should ship
  it at least 4 days before the scheduled date, and
  did not allow us to do the entire quality
  assurance phase. Just about after we had shipped
  it, we realized that we had shipped quite a
  defective product, something that could
  compromise the security of the clients network.
• I wanted to at least inform the client about this
  and ask them not to install it on their systems.
  However my manager put a complete stop to that
  and said that we would wait until they discovered
  it, and got back to us. Also, he suggested that I
  should cover it up by saying that it is not our
  fault and this defect had been there in the
  original software.
• As this was my first assignment as a team lead, I
  was not sure what the expectations of the company
  itself would have been. From what I had seen and
  heard, I was almost sure that this is not the
  norm in the company. However I was not sure if I
  could just ignore my managers suggestions and
  tell the client anyway. This could lead to
  serious problems for the companys image and
  future projects from the client.

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Case 2 The bag man

• CaseAfter a few months of effort, we finally
  had a client (a reputed cooperative bank in
  India) who was ready to implement our software.
  The client had long and exhaustive discussions in
  the executive room with the CEO of my company
  during the closure of the call, and sometimes I
  was requested to be excluded from the meetings
  though it was my account. Finally, the day came
  when I was called upon by the client to pick up
  the purchase order and I was extremely delighted.
  Just before going to meet the client, I was
  called upon by the CEO to congratulate and hand
  over a bag which was to be given to the Director
  (decision maker) of the bank. I was naive enough
  to ask about the contents of the bag, and was
  shocked to know the answer. Finally, I roamed
  around with the bag in my hand for a few hours
  before handing it over to the Director. I will
  never forget those hours as they have left a
  lasting impression on me.

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Case 3 The helpful consultantJohn Weng

• I have a consulting assignment one time that
  required me to be at the client site for 4
  months. The company is a major airline in the US
  and I was brought in to head an airport ticket
  project that was already six months late. My
  main tasks are to define scope, develop a
  reasonable project timeline, put together a
  programming team and pick a client project
  manager to finish the project according to the
  scope.
• I have befriended the IT director and we talked a
  lot about their business and their goals. Because
  of my experience in the client's industry, I came
  up with an idea to streamline their back-office
  operations that would cut a major chunk of
  back-office operational cost. The IT director
  was quite excited by it and proposed that I meet
  with the CIO to discuss the idea. However, as I
  did more research on the back-office operations
  and discuss it with colleagues both from the
  client and my company, I discovered that my idea
  of consolidating the back-office operations would
  have a severe negative impact on an important
  revenue stream for my company. I thought that I
  should approach my managers to explain the
  situation and ask for their opinions. However,
  the IT director has already briefed the CIO about
  the idea and is working on putting together a
  budget for her review. I am not due back to my
  office for another two weeks but the CIO meeting
  is three days away and cannot be delayed because
  of the CIOs schedule. I wonder whether I should
  just put the proposal together and present it or
  I should still get my managers opinion before I
  proceed.

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IEEE code of Ethics

• We, the members of the IEEE, in recognition of
  the importance of our technologies in affecting
  the quality of life throughout the world, and in
  accepting a personal obligation to our
  profession, its members and the communities we
  serve, do hereby commit ourselves to the highest
  ethical and professional conduct and agree
• 1. to accept responsibility in making engineering
  decisions consistent with the safety, health and
  welfare of the public, and to disclose promptly
  factors that might endanger the public or the
  environment
• 2. to avoid real or perceived conflicts of
  interest whenever possible, and to disclose them
  to affected parties when they do exist
• 3. to be honest and realistic in stating claims
  or estimates based on available data
• 4. to reject bribery in all its forms
• 5. to improve the understanding of technology,
  its appropriate application, and potential
  consequences
• 6. to maintain and improve our technical
  competence and to undertake technological tasks
  for others only if qualified by training or
  experience, or after full disclosure of pertinent
  limitations
• 7. to seek, accept, and offer honest criticism of
  technical work, to acknowledge and correct
  errors, and to credit properly the contributions
  of others
• 8. to treat fairly all persons regardless of such
  factors as race, religion, gender, disability,
  age, or national origin
• 9. to avoid injuring others, their property,
  reputation, or employment by false or malicious
  action
• 10. to assist colleagues and co-workers in their
  professional development and to support them in
  following this code of ethics.
• Approved by the IEEE Board of DirectorsAugust
  1990

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Basic Question

• Are those ethical principles that are appropriate
  in a business context different than those used
  in ones daily personal life?
• Yes No

Why or Why Not?
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My takeEngineering (Business) Ethical behavior
is integral to other ethical issues you confront
in your life

• in business
• in your profession
• in your communities
• in your state or country
• in your family
• In the University
• Curriculum
• Behaviors

In my opinion, Engineering Ethics cannot
legitimately be compartmentalized
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• David Baltimore

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Kent Kresa, Northrop Grumman

• Strong vision
• Predict spending and allign company
• Shareholder
• Forging partnerships to enhance technical
  capabilities
• Targeted acquisitions

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Key take-aways

• Rob Manning JPL
• Leadership
• How to inspire engineers
• Enthusiasm
• Cultural advantage
• Set by leader
• Diversity required age race etc.
• Learning from failures

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Henry Kressel, Warburg Pincus
Diversify risks Too soon is OK Interesting Career
path How useful knowledge recurred in life Dont
compete with big guys Dont rely on others dong
market research
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Key takeawaysGenzyme
Money to be made in small markets Importance of
legislation Lobbying Financial model Customer
relations through ins co
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Satyam Cherukuri, David Sarnoff Labs

• Take existing idea and market it someplace else
• Ethical guidelines
• International nature of technology
• Importance of Quality

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Kitty Hawk

• Focus on one product. Dont try to do it all
• Difficulty in predicting mkts
• Difficulty in being too far ahead
• Can do lots of things right and still fail
• Difficult to change technologies and markets
  together
• Hard for a big company to act like small company
  too deep pockets

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Case Claire McCloud

• Career opportunity- take it
• Dont let your background hold you back

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Core Competency and Focusafter Prahad and Hamel
(Burgleman)

• Necessity to rethink the corporation
• Traditionally vertically integrated model was
  very successful, why?
• Example Ford River Rouge, US Steel, General
  Electric, ATT
• What is the problem with that methodology today?
• Too expensive
• Too much to know
• Companies need to focus on what they are good at
  and what the customer values.
• What are Core Competencies?

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Core Competencies

1. Provides potential access to a wide variety of
   companies
2. A core competence is perceived by the customer as
   a significant benefit in dealing with you
3. Barriers to entry- difficult for actual or
   potential competitor to imitate

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Core Competencies?

• The collective learnings of an organization
• Organization of work and the delivery of value
• Knowing what your customer values in you and what
  is a dont care.
• Understanding what lies beneath your product
  stream
• What do they do better than anyone else
• For a new company- to understand what they can
  do, what they must do, and what can be done
  better by someone else

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How many Core Competencies can a company have?
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Core Competencies in Technology

• From a portfolio of companies to a portfolio of
  technologies
• Harmonizing streams of technology
• Example of Japanese companies exploiting
  computing/communications convergence in the 80s
  and 90s while IBM and ATT failed
• What are Satyams companies core competencies?
• What is your core competency? What should it be?

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Core (Technical) Competencies?

• Caltech
• World class research
• graduates
• Intel
• Reliable microp
• Google
• Search
• Coupling of advertising to search
• Walmart
• logistics
• Dell
• Customer
• Sales model
• Cash
• Cisco
• routers
• Visa
• Convenience
• Business univerfality

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Apply this to actually getting something done...
Seven Key Elements for Outstanding Development
projects Bowen et al

• Core Capabilities
• Guiding Visions
• Business Vision
• Project vision
• Product concept
• Pushing the Envelope
• Project Leadership and organization
• Ownership and Commitment
• Prototyping- Rapid Learning and early testing of
  product and, if possible, the market
• Integration within Development Project

P(success)P(1)P(2)P(3)P(4)P(5)P(6)P(7)
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Creating Effective Visions
Reactive

• Customer Specification
• Voice of the Current Customer
• Competitive Benchmarking
• Tire-kicking
• Voice of Lead Users
• Empathetic Design
• Market intuition
• Scenarios of the future

Pro-active
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Technical Assessment

• Current Capabilities
• Reverse Engineering
• Product or process benchmarking
• (competitors)
• Best-in-world benchmarking
• Experience and Performance curves
• Technological Breakthroughs

Reactive
Aggressive
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Pushing the Envelope
Company risk And Resource allocation
Performance envelopes
Decisions
When
Product
Projects to push envelope
Process
How Far?
Total internal capabilities
Which ones
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Pushing the Envelope (cont.)

• Use Product Development Teams
• Placing Manufacturing people in the field
• (or bring customers to the factory)
• Doing RD on the manufacturing line

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Managing and Controlling Risk

• Technical Risk
• Market Risk
• Managerial Risk

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(No Transcript)
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The wrong way to control riskA Product Delivery
Process with Science
A Miracle Happens here!
After- Market Service
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Addressing Risk upfront
Risk
Exploratory phase Aka the fuzzy front end
Launch project
Expensive development
Time
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Managing Risk

• Project management tools
• Phase gates
• DFX
• Xmarket
• Xcost
• X mfg
• Xreliability
• Xenvironment
• X etc.

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Organization

• Functional
• Matrix
• Project

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Role of Project Leader

• Direct Contact to the Market
• Multilingual translator
• Direct Engineering Manager (overall systems
  responsibility)
• Walk around listener/problem solver/inspirer
• Product Vision guardian
• See around corners- anticipates problems

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Ownership and Commitment

• The individual power to make a difference
• Personal identification with project success
• Team shares responsibility
• Entire company supports projects success
• Recognition that business unit is dependant upon
  projects goals
• Alignment of Rewards

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Teams and team integration

• Co-location
• Cross-functional training
• Team building
• TQ behaviors
• Successful Teams

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Prototyping
B
A
limited prototyping
Project Completeness
Project B Systems concept Breadboards Critical
components Sub system prototypes Pre mfg
prototype Pilot production prototype
Time
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Types of Prototypes

• Models and Mockups
• Computer simulations
• Subsystem prototypes
• Mechanical prototypes
• Engineering prototypes
• Production prototypes

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Leadership

• What is the relationship between a great leader
  and the success of a technology?
• What makes a great leader?

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Great Leaders- Examples

• Science Craig Ventnor, Negroponte, Baltimore
• Politics Henry VIII, Gubernator, Mandela,
  Lincoln, FDR, Ghandi
• Military Patton, Marshall, Rommel, Van Braun
• Business Welch, Jobs, Gates, Murdoch
• Cultural Spears, Stewart, Trump, Murdoch,
  Beatles, Dr. Dre, Gerschwin
• Other endeavors Jesus, Hitler, Bin Laden

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Great Leaders- Examples

• Science
• Politics
• Military
• Business
• Cultural
• Other endeavors

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Great Leaders- What are their Characteristics in
common?

• Consistency of message
• Integrity (Think Clinton)
• Psychological connection with people
• Understands peoples motivation and how to
  harness them
• Manage complexity
• Command respect (or fear)
• Confident Assertive
• Form a good team

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Intelligence

• Characterizing Features
• Hire very smart people to work for you
• Reading other people (emotional IQ)

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Vision

• Characterizing Features
• Knows where the world is going, can see around
  corners
• Able to adjust to changes

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Communication

• Characterizing Features
• Positive bias in communicating
• See problems as opportunities
• Motivate others by example

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Confidence

• Characterizing Features
• I can do it and you can do it
• If we execute, were going to win
• Overcome objects why it wouldnt work
• Right decision make a decision (many decisions
  are made too late)
• Sometimes you can make a better decision with
  less information

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Competence

• Characterizing features
• Can do what they say they are going to do
• Ken Lay (example of incompetence)
• Are leaders generalists? Zero odds that you are
  really good at everything.
• Know what you dont know and know who is good.
• Know when to ask an intelligent question (be
  humble)

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Emotional Intelligence (beyond IQ)Daniel Goleman
(HBR November-December 1998)

• Outstanding Performance driven by
• Technical skills (e.g. accounting, engineering,
  etc.)
• Cognitive skills ( analytic reasoning)
• Emotional Intelligence

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What is Emotional Intelligence?

• Self awareness
• Recognize your own emotions and their effect on
  others (self-confidence, realistic
  self-assessment)
• Self Regulation
• Control disruptive impulses and moods (comfort
  with ambiguity, integrity)- shoot from the hip
• Motivation
• A passion to work that goes beyond money and
  status (optimism even in the face of failure)

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Emotional Intelligence (cont.)

• Empathy
• Understanding the emotional drives of others
  (expertise in building and retaining talent)
• Social Skill
• ability to find common ground and build rapport
  (effectiveness in leading change)

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Other considerations

• What about Toughness?
• Do you need to be tough to be a Leader?
• How about ruthless?
• How about optimistic?
• How about energy level
• How about being an introvert (or extrovert)

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Jack Welch- an example of leadership

• Took over GE in 1980.
• Succeeded a person totally different from himself
• Started to make immediate, drastic changes

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Jack Welch

• GE was not broken when Jack Welch took over
• His Mantra
• Be 1 or 2? Why?
• Three circles of businesses. Why?
• Fix, Sell or Close? Why?
• Applications of this for start-ups?
• Neutron Jack He eliminating 122,000 positions!
  Isnt this the height of cruelty!

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Jack Welch

• Workout- Town meetings where anyone can question
  the chief. Is there an equivalent for small
  companies?
• Can small companies use Best Practices?
• Developing Leaders- How do you develop anything
  when you are in start-up mode?
• Stretch Goals
• What are the lessons of service businesses for
  start-ups?
• Focus on Quality. What are the benefits?

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Another take http//www.nwlink.com/donclark/leade
r/leadcon.html

• Be technically proficient - As a leader, you must
  know your job and have a solid familiarity with
  your employees' tasks.
• Seek responsibility and take responsibility for
  your actions - Search for ways to guide your
  organization to new heights. And when things go
  wrong, they always do sooner or later -- do not
  blame others. Analyze the situation, take
  corrective action, and move on to the next
  challenge.
• Make sound and timely decisions - Use good
  problem solving, decision making, and planning
  tools.
• Set the example - Be a good role model for your
  employees. They must not only hear what they are
  expected to do, but also see. We must become the
  change we want to see - Mahatma Gandhi
• Know your people and look out for their
  well-being - Know human nature and the importance
  of sincerely caring for your workers.
• Keep your workers informed - Know how to
  communicate with not only them, but also seniors
  and other key people.
• Develop a sense of responsibility in your workers
  - Help to develop good character traits that will
  help them carry out their professional
  responsibilities.
• Ensure that tasks are understood, supervised, and
  accomplished - Communication is the key to this
  responsibility.
• Train as a team - Although many so called leaders
  call their organization, department, section,
  etc. a team they are not really teams...they are
  just a group of people doing their jobs.
• Use the full capabilities of your organization -
  By developing a team spirit, you will be able to
  employ your organization, department, section,
  etc. to its fullest capabilities

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Nature vs Nurture

• Are Leaders made or born?
• While leaders appear to be born, hybrid model
  seems most valid
• Is ambition genetic?

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Nice exercise- what do I do about it?

• How do you develop these characteristics- if you
  dont have them all- or even if you do?
• Lets begin by everybody rating themselves (1-5
  on each, 5 high)
• Do a 360i.e., ask people around you.
• What are your biggest challenges?
• What are you working on now that an improved
  behavior could favorably effect?

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• Create improvement model
• Take from personal observations of leaders you
  admire, biographical readings, introspection
• Create some specific goals to move yourself in
  the right direction for some improvement area
  e.g.,
• Improve relationship with someone with whom
  problems now exist
• Achieve a leadership position within a group
• Create and execute an aggressive, candid,
  repetitious multifaceted communication plan
• Evaluate what turns you on in a job- peel the
  onion to improve motivation
• Get feedback from Coach (Could be a friend,
  mentor, spouse)
• Listen!
• Track progress
• Iterate

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Some takeaways on this course

• How hard it is
• Key success factors
• Importance of good management
• Importance of Passion
• Importance of Timing
• Importance of (sound) Market Research
• Importance of iteration/experimentation
• Importance of a defensible business
• Importance of networking
• Multiplicity of Financing routes

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Some thoughts on some of todays major issues and
how this might affect you

• Globalization
• Market
• Sources
• Need for New Leaders
• Rapidly Changing Environment
• Fast Changing technologies
• Companies die suddenly

Globalize yourself! Think about what you do best.
Technical Market skills Management
Half life of many truths3-5 years Continuous
learning
Look for small but fast growing technology Make
bet and ride the curve (up) but be prepared to
bail
Choose company with good problems In-demand
core competencies fungible skills Dont wait
until it falls down around you
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Example Energy- 2008

• Many technologies- none really new
• Coal Gasification
• Tar sands
• Wind
• Solar turbine
• Solar Electric
• Scavenging
• Fuel Cells
• Ethanol
• Battery
• Conservation
• Power electronics
• Etc,etc
• Will there be one winner?
• Is this finally the time?? Or is it the 70s
  redux.
• Apply the tools you have learned in this class

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E/ME 103 Management of Technology Spring 2008

• This has been a great class!
• Committed
• Innovative
• Sophisticated
• I have enjoyed teaching it!
• Good Luck on the Final!