Starting-up roadmapping fast

Technology roadmapping is a powerful technique for supporting technology management and planning in the firm. The roadmap enables the evolution of markets, products and technologies to be explored, together with the linkages between the various perspectives. A process called T-Plan, which has been developed to support the rapid initiation of roadmapping and thus address these challenges is described.

Improving design quality and value in the built environment through knowledge of intangibles

Raising design quality and value in the built environment requires continuous improvement, drawing on feedback from clients or occupiers and other industry players. The challenging task for architectural and engineering designers has always been to use their intellectual knowledge to deliver both forms of benefits, tangibles and intangibles, in the built environment. Increasingly as clients demand best value for money, there is a greater need to understand the potential from intangibles, to see projects not as ends in themselves but as means to improved quality of life and wealth creation. As we begin to understand more about how - through the design of the built environment - to deliver these improvements in outcomes, clients will be better placed to expect their successful delivery from designers, and designers themselves will be better placed to provide them. This paper discusses cross-disciplinary issues about intangibles and is aimed at designers, clients, investors and entrepreneurs within the built environment. It presents some findings from a minuscule study that investigated intangible benefits in a new primary school. © 2004 IEEE.

Reasons for roadmapping: A study of the Singaporean SME manufacturing sector

To encourage Singaporean small and medium sized enterprises to move up the value chain, Operation and Technology Roadmapping (OTR) has been developed and introduced to the sector. This technique is based upon the T-Plan process developed at Cambridge University. To-date close to thirty companies have used the process to create a 'first-cut' roadmap. This paper initially reviews the application of roadmapping in small companies, and then highlights the various areas where the companies have applied the roadmapping technique. © 2004 IEEE.

Customizing roadmapping

The T-Plan fast-start approach provides a template and a set of customization principles that provide benefits in their own right, as well as initiating a longer-term process. The fast-start approach can be used to explore a particular strategic issue without the commitment to continue to develop an ongoing and embedded process. However, the option to do so is one of the outcomes of the approach and can lead to a strong, well-grounded roadmapping process.

Step by step: Breaking outsourcing down into manageable phases

The phases of the outsourcing process and the actions required are discussed. The most difficult and the most important phase of o a successful outsourcing process is to know what activities to outsource. The criteria for suppliers selection must be developed and should cover the reasons why the activity is being outsourced, the expected benefits and potential dangers. Contract negotiation is a very important phase of the outsourcing contract in which rules of the outsourcing are set. The transfer of activity phase corresponds to the reassignment of control of the outsourced activity from the outsourcer to the contractor.

Frontier experiences from industry-academia consortia

Technology roadmapping has been applied successfully in many industrial organizations. Designed to facilitate and communicate technology strategy and planning, roadmaps (or, as in Europe, route maps) can take a variety of specific forms, depending on the type (opportunities, capabilities, products, technologies, etc.) and particular company context. While roadmaps are generally manifest in a number of "program elements or levels" superimposed upon a timeline, experienced mappers often claim that it is "roadmapping" rather than "the roadmap" that generates the value. This special report focuses primarily on product and technology roadmaps. Following an introduction to the evolution, purpose and applications of corporate/industry roadmapping, four industry-developed articles examine roadmapping in Lucent Technologies, Rockwell Automation, the pharmaceutical/biotechnology industry, and UK-based Domino Printing Sciences.

A matrix-calculation-based algorithm for numerical change propagation analysis

Engineering changes (ECs) are raised throughout the lifecycle of engineering products. A single change to one component produces knock-on effects on others necessitating additional changes. This change propagation significantly affects the development time and cost and determines the product's success. Predicting and managing such ECs is, thus, essential to companies. Some prediction tools model change propagation by algorithms, whereof a subgroup is numerical. Current numerical change propagation algorithms either do not account for the exclusion of cyclic propagation paths or are based on exhaustive searching methods. This paper presents a new matrix-calculation-based algorithm which can be applied directly to a numerical product model to analyze change propagation and support change prediction. The algorithm applies matrix multiplications on mutations of a given design structure matrix accounting for the exclusion of self-dependences and cyclic propagation paths and delivers the same results as the exhaustive search-based Trail Counting algorithm. Despite its factorial time complexity, the algorithm proves advantageous because of its straightforward matrix-based calculations which avoid exhaustive searching. Thereby, the algorithm can be implemented in established numerical programs such as Microsoft Excel which promise a wider application of the tools within and across companies along with better familiarity, usability, practicality, security, and robustness. © 1988-2012 IEEE.

Mapping experience in organizations: A learning process for strategic technology planning

Today's fast-paced, dynamic environments mean that for organizations to keep "ahead of the game", engineering managers need to maximize current opportunities and avoid repeating past mistakes. This article describes the development study of a collaborative strategic management tool - the Experience Scan to capture past experience and apply learning from this to present and future situations. Experience Scan workshops were held in a number of different technology organizations, developing and refining the tool until its format stabilized. From participants' feedback, the workshop-based tool was judged to be a useful and efficient mechanism for communication and knowledge management, contributing to organizational learning.

The design structure system - A method for managing the design of complex systems

Systems design involves the determination of interdependent variables. Thus the precedence ordering for the tasks of determining these variables involves circuits. Circuits require planning decisions abut how to iterate and where to use estimates. Conventional planning techniques, such as critical path, do not deal with these problems. Techniques are shown in this paper which acknowledge these circuits in the design of systems. These techniques can be used to develop an effective engineering plan, showing where estimates are to be used, how design iterations and reviews are handled, and how information flows during the design work.

渤海造船厂计算机集成制造系统(BS-CIMS)

简介了渤海造船厂计算机集成制造系统（ＢＳ－ＣＩＭＳ）的系统结构，系统组成（工程设计、经营管理、财务管理、生产管理、建造作业和质量管理６个应用分系统），信息分类编码原则，计算机支撑环境，分系统之间信息界面和系统集成方案。

Una revisión de la Cadena Datos-Información-Conocimiento desde el Pragmatismo de Peirce

La Cadena Datos-Información-Conocimiento (DIC), denominada “Jerarquía de la Información” o “Pirámide del Conocimiento”, es uno de los modelos más importantes en la Gestión de la Información y la Gestión del Conocimiento. Por lo general, la estructuración de la cadena se ha ido definiendo como una arquitectura en la que cada elemento se levanta sobre el elemento inmediatamente inferior; sin embargo no existe un consenso en la definición de los elementos, ni acerca de los procesos que transforman un elemento de un nivel a uno del siguiente nivel. En este artículo se realiza una revisión de la Cadena Datos-Información-Conocimiento examinando las definiciones más relevantes sobre sus elementos y sobre su articulación en la literatura, para sintetizar las acepciones más comunes. Se analizan los elementos de la Cadena DIC desde la semiótica de Peirce; enfoque que nos permite aclarar los significados e identificar las diferencias, las relaciones y los roles que desempeñan en la cadena desde el punto de vista del pragmatismo. Finalmente se propone una definición de la Cadena DIC apoyada en las categorías triádicas de signos y la semiosis ilimitada de Peirce, los niveles de sistemas de signos de Stamper y las metáforas de Zeleny.