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
Agenda
1. TIM Program
2. TTMG 5001 Course Outline
3. Sample lecture
4. Lessons learned
5. Talent First Network (TFN)
weiss@sce.carleton.ca
Slide 2
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
weiss@sce.carleton.ca
Slide 3
Add value to TIM students
Your relative
competitive
advantage
Knowledge
Integrity
Leadership
Networks
Real dumb
move
t = 0, start
graduate program
weiss@sce.carleton.ca
t = T, complete
graduate program
Slide 4
Time
F1 = Gordian knot to grow
Performance
MBA
Y
Science
X
TIM
Time
•
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
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Engineering management in Faculty
of Engineering
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TIM students are experienced
professionals
Focus
weiss@sce.carleton.ca
Slide 5
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
weiss@sce.carleton.ca
Slide 6
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
weiss@sce.carleton.ca
Slide 7
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
weiss@sce.carleton.ca
Slide 8
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, 6 academic terms (Fall,
Winter, Summer, Fall & Winter, Summer, Fall, Winter
Winter)
& Summer)
Courses/term
2 or 3
2
Delivery
Classroom
Live over the Web
Cohort together 3 required courses
weiss@sce.carleton.ca
Entire program
Slide 9
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
weiss@sce.carleton.ca
Slide 10
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
weiss@sce.carleton.ca
Slide 11
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
weiss@sce.carleton.ca
Slide 12
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
weiss@sce.carleton.ca
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)
Slide 13
2. Course outline
•
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Instructor availability
Calendar description
Objectives
Rationale
Benefits
Class sessions
Student evaluations
Assignment 1: Literature review
Assignment 2: Gate 0 project proposal
Exam
Presentations
weiss@sce.carleton.ca
Slide 14
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
weiss@sce.carleton.ca
Slide 15
Gate 0 project proposal (example)
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Executive summary
Objective
What we know
Who cares and why
Contribution I make
Method
Data acquisition
Data analysis
Conclusions
References
weiss@sce.carleton.ca
Slide 16
3. Product development and
commercialization: sample lecture
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•
•
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Objective
Blindspots in product development
Factors that determine product development success
Tools to predict success
How to make money from open source software
weiss@sce.carleton.ca
Slide 17
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
weiss@sce.carleton.ca
Slide 18
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?
weiss@sce.carleton.ca
Slide 19
Perspectives on what factors determine
product development success
Rational plan
Communication
Disciplined problem
solving
BrownEisenhardt’s role
and context
1995
weiss@sce.carleton.ca
Krishnan-Ulrich
decision making
2001
Slide 20
Next: open
innovation
2004
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
Customer involvement
weiss@sce.carleton.ca
Slide 21
Market
effectiveness
(profits, sales,
market share)
Brown-Eisenhardt’s perspective on
factors that affect process efficiency
Project leader
• power
• management skills
• vision
Team
• composition (crossfunctional, gatekeepers,
moderate tenure)
• work organization
• communication
Senior management
• support
• control
Supplier involvement
weiss@sce.carleton.ca
Slide 22
Process efficiency
(development time,
development cost,
features delivered)
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
weiss@sce.carleton.ca
Slide 23
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
weiss@sce.carleton.ca
Slide 24
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
weiss@sce.carleton.ca
Slide 25
Templates and idea sources
Templates
Idea sources
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• 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
Attribute dependency
Component control
Replacement
Displacement
Division
weiss@sce.carleton.ca
Slide 26
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
weiss@sce.carleton.ca
Slide 27
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
weiss@sce.carleton.ca
Slide 28
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
weiss@sce.carleton.ca
Slide 29
Talent First Network is part of the Ontario
Commercialization Network (OCN)
Addressed via ORIC* Efforts
Talent First Network
Financing Gap
Technology Gap
$90M
Venture
$27M
$29M
Capital
Ontario
Ontario
Investment Accelerator Fund (seed stage
Research
Research Fund
(pre-seed capital >$1 m)
$1-5 M)
Comm.
(Research
$17M
Angel/Seed
Program
Institutions)
Business
Mentorship
and
Stage
(Know & Tech
Entrepreneurship Program
VC
Transfer)
Early Stage
Financing
($5 -15M)
Later Stage
Financing
($100 M +)
Global
Markets
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
weiss@sce.carleton.ca
Slide 30
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
weiss@sce.carleton.ca
Slide 31
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)
weiss@sce.carleton.ca
Slide 32
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
weiss@sce.carleton.ca
Slide 33
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
weiss@sce.carleton.ca
Slide 34
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.
• 9 Knowledge primes
• 15 RAs developing
open content
Services
Dwight D.
• 1 new staff
• 3 RAs
supporting
entrepreneurs
weiss@sce.carleton.ca
• 1 RA
supporting
services
Slide 35
OCE Internships
Veronica G.
• Tony B.
Advisory Board
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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
weiss@sce.carleton.ca
• Hewlett-Packard (Canada)
Company
• IBM, Ottawa Software Lab
• Liquid Computing
• Nakina Systems
• Nortel
• Platform Computing
• The Business Accelerators
• QNX Software Systems
• Unlimitel
• VenGrowth
Slide 36
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
weiss@sce.carleton.ca
Slide 37
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
weiss@sce.carleton.ca
Slide 38