Showing papers in "IEEE Transactions on Engineering Management in 1970"

Startup management

Abstract: The causes and consequences of disrupted startups of new product and production processes are examined in relation to examples drawn from several, diverse industries. It is demonstrated that inappropriate management actions can often precipitate significant deviations from expected patterns of productivity increases during startups, resulting in important short- and long-run productivity losses. Based upon the discussion, several guidelines for effective startup management are suggested.

A natural experiment on the influence of leadership behavior patterns on scientific productivity

Abstract: Reports a field study situation where organizational change created conditions tantamount to a natural experiment on the relationship of leadership behaviour pattern to group morale and productivity. A formerly undifferentiated group was divided so that half the personnel remained under the control of their former leader, while half the personnel were placed under the control of a new leader. Whereas the former leader had been relatively permissive in behaviour, the new leader was autocratic and directive. Productivity was measured by publication rate, and morale indicated by turnover rate. Observational and interview data provided support. It was found that autocratic leadership had an immediate effect in lowering morale and productivity in the group directly under this form of control; after a short time lag, morale and productivity also suffered in the group of scientists not under autocratic control, but working in the same environment.

A structure for management decision making

Abstract: An examination by the authors of the complexity of business decision making led to the conclusion that an organized information gathering and analysis mechanism is necessary to cope with this complexity. In this paper a proposed structure of the decision-making process is presented in the context of an R&D organization engaged in many different technical programs and projects. The foundation of this structure is an effective management team. On this foundation rest the main supports of the structure, which include a model representing the R&D process, a technological forecasting scheme to provide an indication of future direction, the project proposing and planning activities to provide the technical information needed for decision making, a set of quantitized judgments to which analytic tools can be applied, an algorithm for optimum resource allocation, and finally, a hybrid decision-making technique. An experiment has been performed with this method and the result, through not reported here, was very encouraging.

The science of managing organized technology

Abstract: Editor's Note: We are pleased to present, as a service to our readers, the preface and bibliographic reference portions of a forthcoming anthology on R&D management. The new book, edited by Marvin Cetron and Joel Goldhar, is entitled “The science of managing organized technology” and will be published in the spring of 1970 by Gordon and Breach, New York. It will offer a very comprehensive review of the literature relevant to R&D management, as can be seen by the table of contents. The Book Reviews and “To Dig Deeper” Sections should prove useful for practitioners as well as students of R&D management. — A. H. Rubenstein

Systems engineering in perspective

Abstract: The systems engineering approach provides an increasingly widespread and pervasive integrative framework for modern systems analysis and management practice. Systems engineering methodology stems primarily from extensive experience in the development and management of highly complex large scale military systems by the Department of Defense. An attempt is made in this paper to present a background on the evolution of the systems engineering process and to synthesize a more complete resolution than is generally available in the literature. Hopefully this understanding will contribute to current and potential applications of systems engineering procedures for technological, social, industrial, and governmental purposes.

Model for predicting risk in scheduling proposed R&D tasks

Abstract: This paper develops a model that can be used to predict a potential variance from planned schedule for a given R&D task. The task is defined as the net increase in knowledge required to move from the initial level of basic knowledge about the problem to the level specified for its accomplishment. Variables are identified that affect the time required for attainment of successive knowledge- state levels, assuming that an adequate technical solution is feasible and adequate funds are available. The variables are defined and evaluated for sixteen historical R&D tasks from an industrial laboratory through use of comparative value estimation techniques, and a correlation-regression analysis is performed with time as the dependent variable. This information is used to structure a predictive model for time to attain intermediate knowledge states given values for the variables associated with these subactivities. Total task time is obtained by addition of predicted times to attain the intermediate knowledge states. The predicted task time is normally distributed with variance including variance and covariance of the intermediate knowledge-state times. The validity of the model is tested on a task representative of a laboratory activity beginning in its planning stage and continuing through the knowledge states of design concept, design, unit assembly, and developing the unit. Faced with evaluation of a new R&D task, management can then determine the optimum method to lower the risk commensurate with its goals/objectives by reassignment of resources or developing alternative technical approaches.

Project authority — A multidimensional view

Abstract: This paper delineates some basic authority relationships within five models of project management: (1) the individual model; (2) the staff model; (3) the intermix model; (4) the aggregate model; and (5) the NASA/Apollo model. The authority construct is broken down into formal authority (authority inherent with the position and organizationally derived) and influence (authority generated by the project manager through his own technical competence and his administrative skills). The focus of this paper explains how the bases and functions of authority tend to shift within the various project-management models. An examination of the project manager's use of formal authority and influence in varying project contexts eliminates some of the ambiguity surrounding the concept of project authority.

Methodology for improving subjective R&D estimates

Abstract: Subjective probability estimates underly many decision techniques and project evaluation methods used in R&D Recent research efforts of others in the study of subjective probability have resulted in methodological developments that may have useful R&D context It is suggested that such may improve personal probability assessments, and, under some circumstances, may be useful in evaluating the relative assessment performances of the different assessors

Profile of civilian scientists and engineers in field RDT&E activities of the department of defense

Abstract: This paper is based upon a survey of the scientists and engineers (S&E) in field research, development, test, and evaluation (RDT&E) activities of the Department of Defense, primarily laboratories, test centers and ranges. These activities do not include headquarters or system/project offices. The information was provided by individual scientists and engineers and was forwarded by the organizations involved to the Office for Laboratory Management, Office of the Director of Defense Research and Engineering. The effective date of the information is September 1, 1968.

Optimal reallocation of R&D money under budget decrement

Abstract: There sometimes arises in R&D (and other) management the necessity to revise the current allocation of R&D money among projects because of a decrement in the total budget appropriated for research What is usually required in such circumstances is a quick computational procedure (though not necessarily 100 percent accurate) based on a minimum of input data New constraints expressing minimum funding to be given to each project so as to maintain stability in personnel or satisfy prior commitments must also be taken into consideration A simple algorithm is developed on the assumption that the current allocation is optimal at the original budget level Using the Kuhn-Tucker theory in nonlinear programming, it is shown that this algorithm reaches the revised optimal solution in a finite number of iterations

An empirical study of the applicability of management science within the top management positions of a large organization

Abstract: Reports a research study that attempted to determine whether top management positions within a specific organization are compatible with management science techniques. A questionnaire was employed to test the feasibility of introducing specific management science concepts. The results and recommendations of the study are included. It is hoped that the methodology reported, especially the questionnaire design, will be of use in future related research.

Current issues in military program control

Abstract: There is currently a national furore over the way large military programs are managed. Some of it is politically or journalistically inspired. But some of it reflects a genuine disagreement over how these programs should be controlled. This paper presents a number of issues involved in the disagreement and develops the thesis that two diverging camps are being formed on their resolution: one focused on resources and the other on products. It then concludes that because there is much merit to the argument presented on both sides of many of these issues, the direction that must be taken in the program-control field is not to attempt to resolve the individual issues directly; rather it is to deal with root causes that can accommodate both points of view. It then offers a sample of three suggestions in this regard.

Effective assignment of engineers

Abstract: This paper discloses some `rules of thumb' developed by the author in order to better assign engineering talent to small R&D programs. The philosophy to support the empirically derived equations is covered in the paper. A case history to demonstrate the efficacy of the rules of thumb is discussed.