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

TTMG 5001 Principles of Management for Engineers

Section P

Session 1: Sep 10

Fall 2007

Michael Weiss www.carleton.ca/tim

www.carleton.ca/tim/tim.pdf

[email protected] Slide 2

Agenda

1. TIM Program

2. TTMG 5001 Course Outline

3. Sample lecture

4. Lessons learned

5. Talent First Network (TFN)


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


Add value to TIM students

Timet = 0, start

graduate programt = T, complete

graduate program

Your relative competitive advantage

Real dumb move

Knowledge

Integrity

Leadership

Networks


Performance

Time

X

Y

MBA

TIM

F1 = Gordian knot to grow

• 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 professionalsFocus

Science


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


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


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


Two program options

THESIS PROJECT

Degree M.A.Sc. M.Eng.

Requirements 7 courses + thesis 9 courses + project

Duration, full TIM

5 academic terms (Fall, Winter, Summer, Fall & Winter)

6 academic terms (Fall, Winter, Summer, Fall, Winter & Summer)

Courses/term 2 or 3 2

Delivery Classroom Live over the Web

Cohort together 3 required courses Entire program


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


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


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


Department

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)


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


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


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


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


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


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?


Perspectives on what factors determine product development success

Rational plan

Communication

Disciplined problem solving

Brown-Eisenhardt’s role

and contextKrishnan-Ulrich decision making

Next: open innovation

200420011995


Brown-Eisenhardt’s perspective on factors that affect market effectiveness

Market effectiveness (profits, sales, market share)

Market• large• growing• weak competitors

Product concept• fit with customer needs• fit with powerful senior management’s vision of the business• fit with team capabilities

Customer involvement


Brown-Eisenhardt’s perspective on factors that affect process efficiency

Process efficiency (development time, development cost, features delivered)

Senior management• support• control

Team• composition (cross-functional, gatekeepers, moderate tenure)• work organization• communication

Supplier involvement

Project leader• power• management skills• vision


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


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


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

1. idea fits one of the templates identified

2. need is identified before product concept is defined


Templates and idea sources

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


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


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


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


Talent First Network is part of the Ontario Commercialization Network (OCN)

OntarioResearch Fund

(Research Institutions)

Global Markets

Later StageFinancing($100 M +)

Early StageFinancing($5 -15M)

Angel/SeedStage

VC

SalesEarly

ProductionEngineering

ManufacturingR&D Project

Lab PrototypeIntellectualProperty

FundamentalResearch

Market NeedsAnalysis

Skills Gap

Product Strategy/Early Management

$29M Investment Accelerator Fund

(pre-seed capital >$1 m)

$17MBusiness Mentorship and

Entrepreneurship Program

$90MVentureCapital

(seed stage$1-5 M)

Financing Gap

Technology Gap

Addressed via ORIC* Efforts

*Ontario Research & Innovation Council

$27MOntario

ResearchComm.

Program(Know & Tech

Transfer)

Talent First Network


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


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)


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


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


Organization of TFN

Director: T. Bailetti

KnowledgeTony B.

Venture and PoPLuc L.

ServicesDwight D.

OCE InternshipsVeronica G.

• 9 Knowledge primes • 15 RAs developing open content

• 1 new staff• 3 RAs supporting entrepreneurs

• 1 RA supporting services

• Tony B.

Outreach (Luc L., 4 primes)

Infrastructure (Peter H., 4 RAs)

Finance (Carl W., Jonathan W.)

Board of Advisors


Advisory Board

• 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


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


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

Documents

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