Showing papers in "IEEE Engineering Management Review in 2009"

What leaders really do

Abstract: Leadership is different from management, but not for the reasons most people think. Leadership isn't mystical and mysterious. It has nothing to do with having "charisma" or other exotic personality traits. It is not the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it. Rather, leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today's business environment. Management is about coping with complexity. Its practices and procedures are largely a response to the emergence of large, complex organizations in the twentieth century. Leadership, by contrast, is about coping with change. Part of the reason it has become so important in recent years is that the business world has become more competitive and more volatile. More change always demands more leadership. Most U. S. corporations today are overmanaged and underled. They need to develop their capacity to exercise leadership. Successful corporations don't wait for leaders to come along. They actively seek out people with leadership potential and expose them to career experiences designed to develop that potential. Indeed, with careful selection, nurturing, and encouragement, dozens of people can play important leadership roles in a business organization. But while improving their ability to lead, companies should remember that strong leadership with weak management is no better, and is sometimes actually worse, than the reverse. The real challenge is to combine strong leadership and strong management and use each to balance the other.

How to build valid and credible simulation models

Abstract: In this tutorial we present techniques for building valid and credible simulation models. Ideas to be discussed include the importance of a definitive problem formulation, discussions with subject-matter experts, interacting with the decision-maker on a regular basis, development of a written assumptions document, structured walk-through of the assumptions document, use of sensitivity analysis to determine important model factors, and comparison of model and system output data for an existing system (if any). Each idea will be illustrated by one or more real-world examples. We will also discuss the difficulty in using formal statistical techniques (e.g., confidence intervals) to validate simulation models.

Introduction to modeling and simulation

Abstract: Simulation is a powerful tool for the analysis of new system designs, retrofits to existing systems and proposed changes to operating rules. Conducting a valid simulation is both an art and a science. This paper provides an introduction to simulation and modeling and the main concepts underlying simulation. It discusses a number of key issues regarding a simulation team, how to conduct a simulation study, the skills required and the steps involved. It also provides project management guidelines and outlines pitfalls to avoid.

Why do employees resist change

Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Verification and validation of simulation models

Abstract: Verification and validation of simulation models are discussed in this paper. Three approaches to deciding model validity are described, two paradigms that relate verification and validation to the...

In praise of the incomplete leader

Abstract: Today's top executives are expected to do everything right, from coming up with solutions to unfathomably complex problems to having the charisma and prescience to rally stakeholders around a perfect vision of the future. But no one leader can be all things to all people. It's time to end the myth of the complete leader, say the authors. Those at the top must come to understand their weaknesses as well as their strengths. Only by embracing the ways in which they are incomplete can leaders fill in the gaps in their knowledge with others' skills. The incomplete leader has the confidence and humility to recognize unique talents and perspectives throughout the organization--and to let those qualities shine. The authors' work studying leadership over the past six years has led them to develop a framework of distributed leadership. Within that model, leadership consists of four capabilities: sensemaking, relating, "visioning," and inventing. Sensemaking involves understanding and mapping the context in which a company and its people operate. A leader skilled in this area can quickly identify the complexities of a given situation and explain them to others. The second capability, relating, means being able to build trusting relationships with others through inquiring (listening with intention), advocating (explaining one's own point of view), and connecting (establishing a network of allies who can help a leader accomplish his or her goals). Visioning, the third capability, means coming up with a compelling image of the future. It is a collaborative process that articulates what the members of an organization want to create. Finally, inventing involves developing new ways to bring that vision to life. Rarely will a single person be skilled in all four areas. That's why it's critical that leaders find others who can offset their limitations and complement their strengths. Those who don't will not only bear the burden of leadership alone but will find themselves at the helm of an unbalanced ship.

Exploring monte carlo simulation applications for project management

Abstract: Monte Carlo simulation is a useful technique for modeling and analyzing real-world systems and situations. This paper is a conceptual paper that explores the applications of Monte Carlo simulation for managing project risks and uncertainties. The benefits of Monte Carlo simulation are using quantified data, allowing project managers to better justify and communicate their arguments when senior management is pushing for unrealistic project expectations. Proper risk management education, training, and advancements in computing technology combined with Monte Carlo simulation software allow project managers to implement the method easily. In the field of project management, Monte Carlo simulation can quantify the effects of risk and uncertainty in project schedules and budgets, giving the project manager a statistical indicator of project performance such as target project completion date and budget.

Are you a 'vigilant leader'?

Abstract: Vigilant leaders are those who make a practice of being abundantly alert and deeply curious so that they can detect, and act on, the earliest signs of threat or opportunity. They seek to nurture equally vigilant employees by modeling such behavior and by providing incentives for managers to look for ? and interpret ? weak signals. While such icons as Andy Grove and Jack Welch exemplify vigilant CEOs, the trait remains in short supply. That is a conclusion the coauthors reached after surveying 119 global companies about their overall capacity for diligence. Among their findings: Just 23% of the businesses were run by CEOs who tried to pick up weak signals from the periphery. Most leaders, they theorize, rise to the top by demonstrating superior operational skills. To help leaders recognize and develop the habit of vigilance, the researchers examine in detail the three traits that characterize vigilant executives: focusing externally, applying strategic foresight and encouraging exploration by others. They also capture such leaders in action and provide examples in which a distinct lack of vigilance has led companies such as The Coca-Cola Co. to ?miss the boat? by overlooking big opportunities. Companies like General Electric Co. and Johnson & Johnson have instituted systematic programs to instill employees with the qualities of vigilant leaders. The CEO of Denmark-based Novozymes A/S is curious, fast and enterprising, an attitude he nurtures in his workers. Organizations may encourage vigilant leadership by hiring specifically for it or by openly rewarding displays of it. Whatever strategy CEOs choose, the authors find that it is critical for them to set an example. After all, it is only through vigilance that companies can avoid hidden dangers ? and discover opportunities ripe for innovation.

Integrating project-based learning throughout the undergraduate engineering curriculum

Abstract: Equipping engineering students with the skills and knowledge required to be successful global engineers in the 21st century is one of the primary objectives of undergraduate educators. Enabling students to practice self-directed learning, to find solutions to design problems that are sustainable and to recognize that they are part of a global community are just of few of our educational goals. Self-directed learning can define an individual’s ability to practice lifelong learning. It places the responsibility on the individual to initiate and direct the learning process and can enable an individual to adapt to change. Project-based learning provides the contextual environment that makes learning exciting and relevant. It provides an opportunity for students to explore technical problems from a systems-level perspective and to develop an appreciation for the inter-connectedness of science and engineering principles. In Materials Engineering, the model of a tetrahedron is often invoked to illustrate the bottoms-up connectivity of the fundamental principles associated with a material’s processing, structure and prop

Re-engineering engineering education for the challenges of the 21st century

Abstract: Engineering education and the profession are confronting a challenging crossroad. Some of us see it as a crisis, others, as an opportunity for positioning our community and our society for the 21st century. It would be fair to say, however, that none of us are very satisfi ed with the status quo and what seems to be facing us in the near term. As Charles Dickens wrote in the opening of A Tale of Two Cities, “It was the best of times, it was the worst of times”. Author and journalist Thomas Friedman has declared that the world is now fl at. Globalization of the economy has amplifi ed the impact of technology on modern societies in ways that could not have been predicted. The connectivity provided by the Internet has generated new markets for products and services, but has also made available labor that is often both educated and cheap. This is likely to have a profound impact on the distribution of wealth in both the developed and the developing parts of the world and may, in particular, alter the socioeconomic structure of countries where the general well-being of the population has been taken for granted. That education plays a role in the prosperity of nations is not debated, but many authors, like Landes, for example, argue that it is specifi cally the presence of both knowledge and know-how that determines how well off societies are. The education of engineers is therefore critical to every nation to ensure the prosperity of its citizens. The modern professional identity of engineers emerged in the early 18th century with the establishment of the Ecole Polytechnique in France and the foundation of professional engineering societies in England. The current way Re-Engineering Engineering Education for the Challenges of the 21st Century

Three conceptual models of board role performance

Abstract: Purpose – Past literature on board research has centred on board structure and firm performance. Since empirical studies do not reveal a conclusive relationship between the two, attention has shifted towards board role performance. This paper aims to investigate this issue.Design/methodology/approach – The paper examines three conceptual models for the studying of board role performance: structure, process, and mediation.Findings – Current literature provides little consensus as to the specific configuration for effective board role performance.Originality/value – First, the study examines various aspects of board role performance. This is in contrast with previous research which largely investigates board role performance in general or under the dominant agency perspective which emphasises the board's monitoring role. Second, unlike traditional governance models, the role of board process is explicitly advocated here. Third, the three conceptual models regarding the relationship among board structure, pr...

Managing innovation in small worlds

Abstract: Innovation is typically a group effort, but how exactly do researchers collaborate with one another to innovate? To answer this question, the authors compiled a dataset identifying all co-authorship relationships of U.S. patent inventors from 1975 through 1999. That dataset revealed that the social network of innovators is a ?small world,? with various clusters of people interconnected by different ?gatekeepers,? individuals who bridge one group with another. Historically, engineers and scientists tended to work within local clusters of collaboration that were isolated within a company. Recently, though, people have become increasingly mobile, changing jobs with greater frequency, and these formerly isolated clusters have begun to interconnect into larger networks through which information flows more freely between companies. Such environments provide both strategic opportunity and potential threat: They can increase creativity within a company, but they also aid in the diffusion of creative knowledge to other firms through personnel and knowledge transfer. The trick, then, is to manage innovation in ways that exploit the opportunities while minimizing the risks.

Let engineers go to college

Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Probability management

Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Tips for successful practice of simulation

Abstract: Succeeding with a technology as powerful as simulation involves much more than the technical aspects you may have been trained in. The parts of a simulation study that are outside the realm of modeling and analysis can make or break the project. This paper explores the most common pitfalls in performing simulation studies and identifies approaches for avoiding these problems.

Route to the top

Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Development of a protocol to measure team behavior in engineering education

Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Fundamentals of simulation modeling

Abstract: We start with basic terminology and concepts of modeling, and decompose the art of modeling as a process. This overview of the process helps clarify when we should or should not use simulation models. We discuss some common missteps made by many inexperienced modelers, and propose a concrete approach for avoiding those mistakes. After a quick review random number and random variate generation, we view the simulation model as a black-box which transforms inputs to outputs. This helps frame the need for designed experiments to help us gain better understanding of the system being modeled.

Are professional board directors the answer

Abstract: Board directors for U.S. corporations have been facing an increasing number of demands. At the same time, the pool of available candidates to fill such positions has been shrinking. Given these realities, companies looking to fill board openings should consider a new type of director: well-established professionals who devote all of their work, time and energies to corporate board activities. Professional board directors might come from a variety of backgrounds, but they will likely be drawn from one of three categories. The first group is senior managers in midcareer. These executives have considerable experience (20-plus years) but prefer using their knowledge and experience in a less operational and more consultative manner. The second group is executives 10 years senior to those in the first category. (Thus, they would typically have 30-plus years of experience.) Tired of senior-management stresses yet having sufficient financial resources, individuals in this group might view board positions as a prelude to retirement. The third category comprises former senior partners in national accounting firms with 30-plus years of experience in audit and internal control functions. Although their career experiences will not be as broad as that of many other senior executives, individuals in this category would be ideal to chair the corporate audit or compensation committees. The author contends that candidates from the three categories ? in addition to another group made up of retired senior managers ? could greatly alleviate the growing shortage of qualified board directors.

How boards can be more effective - a manifesto

Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Leading corporate citizenship: governance, structure, systems

Abstract: Purpose – Thepurposeofthispaperistobenchmarkhow25companiesinfiveindustriesareaddressingcorporate citizenship through their governance, structures and systems. The paper aims to look atpatterns of leadership practice developing in firms in this regard and what might be shaping them. It alsoseeks to consider current practices in light of movement toward next-generation corporate citizenship.Design/methodology/approach – The study surveyed a representative sample of Fortune 500companies. To benchmark how companies are embedding citizenship into their governance, structure,and systems, two scorecards were devised measuring practices pertaining to: Corporate BoardGovernance; and Operational Management of Corporate Citizenship. Criteria chosen represent Boardand management policies, behaviors, and/or public commitments.Findings – It was found that, while corporate Boards are assuming more responsibility for oversight ofconduct and taking account of specific social and environmental issues, citizenship is not yet fullyembedded into Boards or the operating structures and systems of most firms.Research limitations/implications – Companies appear to be moving through developmental stagesas they integrate citizenship into their governance and operations, with several developmental patternsemerging.Whilethereseemtobespecificpatternsofdevelopmentthatlinktotheindustry,issuesfaced,and culture of firms, it is difficult to generalize specific influences within industry from the relatively smallsample. Further benchmarking is needed to better understand these issues and which ideas representbest practices going forward.Practical implications – A next generation approach to corporate citizenship requires more than topdown advocacy – this needs to be backed up by Board oversight and engagement and by layeredmanagement structures, systems, processes, and policies that make citizenship part of everyemployee’s remit, across the company’s value chain.Originality/value – The paper provides a unique set of frameworks to assess company performance inrelation to governing and managing corporate citizenship. It provides much needed data fromcompanies across a number of industries to prompt further discussion on next generation corporatecitizenship, where responsible business practices are woven into the corporate DNA.Keywords Organizational behaviour, Boards, LeadershipPaper type Research paper

Engineering the world

Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

From driving to learning: The organizational learning process

Abstract: Organizational learning (OL) has been considered to be an effective developmental initiative in organizations that have a mission to develop, to sustain and to advance. There is a wide range of beliefs of thinking about what organizational learning is, how it occurs, and how it is applied and how it influences organizational development. Different perspectives are used to study OL by researchers from different disciplines. There is no clear and widely accepted depiction of the linkage between OL and its enabling factors. Such a comprehensive concept covering so many aspects is difficult to achieve. The authors introduce a variant of a classic approach to analyze the OL process?the DELO (Driving-Enabling-Learning-Outcome) model, by describing OL as a continuous process. The model not only describes OL as a continuous goal-driven process, but also allows the picturing of the relationships with various influencing factors and facilitating effect of the of an OL framework.

What engineering shortage

Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

A project management approach to using simulation for cost estimation on large, complex software development projects

Abstract: It is very difficult for project managers to develop accurate cost and schedule estimates for large, complex software development projects. None of the approaches or tools available today can estimate the true cost of software with any high degree of accuracy early in a project. This paper provides an approach that utilizes a software development process simulation model that considers and conveys the level of uncertainty that exists when developing an initial estimate. A NASA project will be analyzed using simulation and data from the Software Engineering Laboratory to show the benefits of such an approach.

Managing innovation risk

Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.