Part I: Physical Insights Into the Two-Stage Breakdown Characteristics of STI-Type Drain-Extended pMOS Device

In this paper, we study breakdown characteristics in shallow-trench isolation (STI)-type drain-extended MOSFETs (DeMOS) fabricated using a low-power 65-nm triple-well CMOS process with a thin gate oxide. Experimental data of p-type STI-DeMOS device showed distinct two-stage behavior in breakdown characteristics in both OFF-and ON-states, unlike the n-type device, causing a reduction in the breakdown voltage and safe operating area. The first-stage breakdown occurs due to punchthrough in the vertical structure formed by p-well, deep n-well, and p-substrate, whereas the second-stage breakdown occurs due to avalanche breakdown of lateral n-well/p-well junction. The breakdown characteristics are also compared with the STI-DeNMOS device structure. Using the experimental results and advanced TCAD simulations, a complete understanding of breakdown mechanisms is provided in this paper for STI-DeMOS devices in advanced CMOS processes.

高电压偏置PMOS电流源电路

Submitted by zhangdi (zhangdi@red.semi.ac.cn) on 2009-06-04T08:36:34Z No. of bitstreams: 1 dspace.cfg: 33388 bytes, checksum: ac9630d3fdb36a155287a049e8b34eb7 (MD5)

空间PMOS剂量计的研究

在我国开展卫星运行轨道粒子辐射环境总剂量探测技术的研究工作是目前一项重要任务。PMOS剂量计是一种新颖的电离辐射总剂量实时监测技术，本文通过全面系统地研究PMOS剂量计基本原理和物理机制，以最终解决此项技术在空间应用中的多项关键技术难题为目的，研制出可靠的星用PMOS剂量计，并成功地运用于“实践五号”科学实验卫星。研究结果打破了国外相关技术封锁。研制的星用PMOS剂量仪性能技术指标与国外同类产品相当，取得圆满的探测结果。本文采用了动态阈电压跟踪测量技术和I-V亚阈分析技术观测分析氧化物电荷与界面态微观参数的变化，系统全面地对辐射敏感PMOSFET进行了多种辐射条件、偏置条件、温度条件下的响应规律及退火行为的研究，从电离辐射类型、探头工作的温度环境、偏置电场、探头结构等角度获得了各自对探头辐射响应规律的影响机制，掌握了影响探头辐射灵敏度、线性度、稳定度的外部使用条件的微观作用机理。建立了适宜于空间环境的PMOS剂量仪地面标定技术，研究并发展了温度补偿技术，为该技术的空间工程应用寻求到低退火、高稳定、高灵敏度的探头应用方式。对新型探头结构－级联结构的辐照响应和二次辐照进行了深入实验探索，为提高PMOS剂量计的灵敏度等技术指标找到了又一条技术途径。最终设计出适宜于空间应用的简捷、可靠性高、易于控制、低功耗的剂量仪电子学线路。本项研究成果的创新性、先进性在于：（1）获得偏置电场影响PMOS剂量计辐射响应特性（灵敏度、线性度、稳定性）的机理模型；（2）研究了PMOS辐射敏感场效应晶体管对~(60)Co γ和电子响应的等效关系以及在瞬态辐照环境下的响应规律。（3）研究了PMOS剂量计温度、偏置退火规律以及室温长期退火行为，揭示了影响退火的微观机制；（4）研究比较了不同形式的多管级联结构在不同辐照偏置条件下的辐照响应特性，获得了改善PMOS剂量计辐射响应特性的人面指标的又一解决方案；（5）建立了有效的温度补偿技术和低剂量率标定方法。（6）运用上述研究成果，研制出性能指标与国旬同类产品性能相当的第一代国产星用PMOS剂量仪。

Equipos didácticos multimedia para la enseñanza de las famílias lógicas : pmos, nmos y cmos.

En el día a día del aula universitaria, se ha hecho necesario el uso de diferente material de apoyo a la docencia. Para el estudio en profundidad de la familia Mos, se ha desarrollado un libro teórico y uno de los complementos con unos programas tutores de elaboración propia que ofrecen al estudiante un nuevo punto de vista basaso en la interactividad para ayudar a comprenderlos y sirviéndose, al mismo tiempo, de tutoría y autoevaluación.

Fatores críticos de sucesso na operação de escritórios de gerenciamento de projeto (PMOs): uma abordagem Delphi

Projetos são precursores de novos produtos, serviços e processos organizacionais. Sendo assim, a gestão de projetos aparece como uma grande oportunidade para organizações nos diversos ramos de atividade. O aumento da complexidade do mundo dos negócios e a crescente competitividade fazem com que as empresas tenham que responder cada vez mais rápida e eficientemente aos estímulos externos. Neste contexto, as falhas na execução dos projetos muitas vezes têm resultados desastrosos. Esta dissertação tem por objetivo identificar e analisar os fatores críticos de sucesso para a operação de Escritórios de Gerenciamento de Projetos (Project Management Office – PMO) nas organizações. O PMO permite às empresas usufruir dos benefícios da integração de processos, assim como informar a alta administração sobre o andamento do seu portfólio de projetos, buscando competitividade no mercado com o sucesso de seus projetos. A pesquisa qualitativa (espontânea) teve participação de especialistas brasileiros e estrangeiros, reconhecidos pelo PMI como pessoas destacadas (consultores especializados) em gerenciamento de projetos. Na pesquisa Delphi, quarenta e três especialistas de vários países foram submetidos a um questionário de vinte e cinco perguntas minuciosamente preparadas, a fim de extrair o máximo possível de informações consideradas críticas nas atividades atuais e tendências de PMOs nas empresas. A pesquisa Delphi foi realizada em duas rodadas e concluída com recomendações efetivas, validadas internacionalmente. Como resultado do trabalho, foi desenvolvido um estudo que poderá ser utilizado como referência para a operação de Escritórios de Gerenciamento de Projetos (PMO) nas empresas sem distinção de segmento.

Antecedentes ao sucesso na operação de PMO’s: um modelo estrutural

O objetivo deste estudo explano-exploratório é determinar os fatores chave de sucesso para a operação de PMOs (Project Management Office) nas organizações. Como meio de alcançar o objetivo traçado, realizou-se o levantamento bibliográfico para: (a) conceituar gerenciamento de projetos e PMOs; (b) identificar as diferentes formas de atuação de PMO; (c) identificar os fatores chave de sucesso na operação de PMOs; (d) identificar os fatores que influenciam o sucesso na operação de PMOs; (e) elaborar um meta-modelo contendo os fatores que influenciam e definem o sucesso na operação de PMOs; (f) desenvolver questionário estruturado como instrumento de coleta de dados e (g) levantar metodologia aplicável para o uso de equações estruturais. Durante o período de aplicação do instrumento de coleta de dados, foram obtidas 553 respostas válidas, preenchidas por especialistas em gerenciamento de projetos, sendo 489 do Brasil e 64 de diversos países no mundo. A partir dos dados obtidos, a pesquisa valeu-se das técnicas de Análise Fatorial Exploratória (AFE), Análise Fatorial Confirmatória (AFC) e Modelagem de Equações Estruturais (SEM) para confirmar o meta-modelo teórico proposto. Verificou-se que o meta-modelo inicial não foi confirmado sendo, portanto, necessário a realização de ajustes, os quais foram implementados com justificativas teóricas adequadas. Ainda assim, o meta-modelo final, obtido após as alterações realizadas, explica cerca de 7% da variância dos fatores de sucesso na operação de PMOs.

Differential mixer with NMOS/PMOS stack at switching stage

This paper proposes a novel differential mixer topology. The traditional stage of switching is replaced by a stack of NMOS and PMOS transistors combined. A design is given of a 900 MHz down-conversion mixer using a 0.35 μm CMOS process. Comparison with conventional mixer shows that the topology leads to a better performance in terms of conversion gain and linearity. ©2012 IEEE.

Using pMOS Pass-Gates to Boost SRAM Performance by Exploiting Strain Effects in Sub-20-nm FinFET Technologies

Strained fin is one of the techniques used to improve the devices as their size keeps reducing in new nanoscale nodes. In this paper, we use a predictive technology of 14 nm where pMOS mobility is significantly improved when those devices are built on top of long, uncut fins, while nMOS devices present the opposite behavior due to the combination of strains. We explore the possibility of boosting circuit performance in repetitive structures where long uncut fins can be exploited to increase fin strain impact. In particular, pMOS pass-gates are used in 6T complementary SRAM cells (CSRAM) with reinforced pull-ups. Those cells are simulated under process variability and compared to the regular SRAM. We show that when layout dependent effects are considered the CSRAM design provides 10% to 40% faster access time while keeping the same area, power, and stability than a regular 6T SRAM cell. The conclusions also apply to 8T SRAM cells. The CSRAM cell also presents increased reliability in technologies whose nMOS devices have more mismatch than pMOS transistors.

The impact of unique characteristics of projects and project-based organisations on knowledge transfer

Knowledge has been recognised as an important organisational asset that increases in value when shared; the opposite to other organisational assets which decrease in value during their exploitation. Effective knowledge transfer in organisations helps to achieve and maintain competitive advantage and ultimately organisational success. So far, the research on knowledge transfer has focused on traditional (functional) organisations. Only recently has attention been directed towards knowledge transfer in projects. Existing research on project learning has recognised the need for knowledge transfer within and across projects in project-based organisations (PBOs). Most projects can provide valuable new knowledge from unexpected actions, approaches or problems experienced during the project phases. The aim of this paper is to demonstrate the impact of unique projects characteristics on knowledge transfer in PBO. This is accomplished through review of the literature and a series of interviews with senior project practitioners. The interviews complement the findings from the literature. Knowledge transfer in projects occurs by social communication and transfer of lessons learned where project management offices (PMOs) and project managers play significant roles in enhancing knowledge transfer and communication within the PBO and across projects. They act as connectors between projects and the PBO ‘hub’. Moreover, some project management processes naturally facilitate knowledge transfer across projects. On the other hand, PBOs face communication challenges due to unique and temporary characteristics of projects. The distance between projects and the lack or weakness of formal links across projects, create communication problems that impede knowledge transfer across projects. The main contribution of this paper is to demonstrate that both social communication and explicit informational channels play important role in inter-project knowledge transfer. Interviews also revealed the important role organisational culture play in knowledge transfer in PBOs.

The role of organisational culture, trust and mechanisms in inter-project knowledge sharing

Knowledge has been recognised as a powerful yet intangible asset, which is difficult to manage. This is especially true in a project environment where there is the potential to repeat mistakes, rather than learn from previous experiences. The literature in the project management field has recognised the importance of knowledge sharing (KS) within and between projects. However, studies in that field focus primarily on KS mechanisms including lessons learned (LL) and post project reviews as the source of knowledge for future projects, and only some preliminary research has been carried out on the aspects of project management offices (PMOs) and organisational culture (OC) in KS. This study undertook to investigate KS behaviours in an inter-project context, with a particular emphasis on the role of trust, OC and a range of knowledge sharing mechanisms (KSM) in achieving successful inter-project knowledge sharing (I-PKS). An extensive literature search resulted in the development of an I-PKS Framework, which defined the scope of the research and shaped its initial design. The literature review indicated that existing research relating to the three factors of OC, trust and KSM remains inadequate in its ability to fully explain the role of these contextual factors. In particular, the literature review identified these areas of interest: (1) the conflicting answers to some of the major questions related to KSM, (2) the limited empirical research on the role of different trust dimensions, (3) limited empirical evidence of the role of OC in KS, and (4) the insufficient research on KS in an inter-project context. The resulting Framework comprised the three main factors including: OC, trust and KSM, demonstrating a more integrated view of KS in the inter-project context. Accordingly, the aim of this research was to examine the relationships between these three factors and KS by investigating behaviours related to KS from the project managers‘ (PMs‘) perspective. In order to achieve the aim, this research sought to answer the following research questions: 1. How does organisational culture influence inter-project knowledge sharing? 2. How does the existence of three forms of trust — (i) ability, (ii) benevolence and (iii) integrity — influence inter-project knowledge sharing? 3. How can different knowledge sharing mechanisms (relational, project management tools and process, and technology) improve inter-project knowledge sharing behaviours? 4. How do the relationships between these three factors of organisational culture, trust and knowledge sharing mechanisms improve inter-project knowledge sharing? a. What are the relationships between the factors? b. What is the best fit for given cases to ensure more effective inter-project knowledge sharing? Using multiple case studies, this research was designed to build propositions emerging from cross-case data analysis. The four cases were chosen on the basis of theoretical sampling. All cases were large project-based organisations (PBOs), with a strong matrix-type structure, as per the typology proposed by the Project Management Body of Knowledge (PMBoK) (2008). Data were collected from project management departments of the respective organisations. A range of analytical techniques were used to deal with the data including pattern matching logic and explanation building analysis, complemented by the use of NVivo for data coding and management. Propositions generated at the end of the analyses were further compared with the extant literature, and practical implications based on the data and literature were suggested in order to improve I-PKS. Findings from this research conclude that OC, trust, and KSM contribute to inter-project knowledge sharing, and suggest the existence of relationships between these factors. In view of that, this research identified the relationships between different trust dimensions, suggesting that integrity trust reinforces the relationship between ability trust and knowledge sharing. Furthermore, this research demonstrated that characteristics of culture and trust interact to reinforce preferences for mechanisms of knowledge sharing. This means that cultures that facilitate characteristics of Clan type are more likely to result in trusting relationships, hence are more likely to use organic sources of knowledge for both tacit and explicit knowledge exchange. In contrast, cultures that are empirically driven, based on control, efficiency, and measures (characteristics of Hierarchy and Market types) display tendency to develop trust primarily in ability of non-organic sources, and therefore use these sources to share mainly explicit knowledge. This thesis contributes to the project management literature by providing a more integrative view of I-PKS, bringing the factors of OC, trust and KSM into the picture. A further contribution is related to the use of collaborative tools as a substitute for static LL databases and as a facilitator for tacit KS between geographically dispersed projects. This research adds to the literature on OC by providing rich empirical evidence of the relationships between OC and the willingness to share knowledge, and by providing empirical evidence that OC has an effect on trust; in doing so this research extends the theoretical propositions outlined by previous research. This study also extends the research on trust by identifying the relationships between different trust dimensions, suggesting that integrity trust reinforces the relationship between ability trust and KS. Finally, this research provides some directions for future studies.

From the editor

In this issue of the Journal, articles presented to the readers cover project management practices throughout history (“Frontinus—A Project Manager From the Roman Empire Era,” Walker and Dart), project success and failure revisited through integrated theoretical lens on the one hand (“Translation and Convergence in Projects: An Organizational Perspective on Project Success,” Alderman and Ivory) and, on the other hand, with a focus on systems engineers' capacity for engineering systems thinking (“The Relationship Among Systems Engineers' Capacity for Engineering Systems Thinking, Project Types, and Project Success,” Frank, Sadeh, and Ashkenasi), project management offices (PMOs) investigated through community of practice theory (“Exploring PMOs Through Community of Practice Theory,” Aubry, Müller, and Glückler), influence of cultural patterns on project team behavior (“Cultural Patterns Influencing Project Team Behavior in Sub-Saharan Africa: A Case Study in Ethiopia,” Jetu, Riedl, and Roithmayr), and human factors and differences of perception and their impact on risk management (“Exploring Risk Dimensions in the Indian Software Industry,” Sharma, Sengupta, and Gupta)...

Project management office a knowledge broker in project-based organisations

Current research into project management offices (PMOs) has stressed the PMOs' potential to act as knowledge brokers between projects, and between project and top management. Nonetheless, the literature does not provide sufficient evidence of the brokering role of PMOs. The research reported here aims to examine PMO's functions from a knowledge sharing perspective and explore whether or not these functions reflect the knowledge sharing needs of project managers (PMs). These issues are investigated through a cross-case analysis of seven organisations. The main contribution is insight into how PMs share knowledge and awareness of the need to structure PMOs to align with PMs' nature, needs and expectations in order to improve knowledge sharing in PBOs. Finally, some practical steps for helping PMOs to better adapt their functions to the needs of PMs and their learning and knowledge sharing style are proposed.

Management of project knowledge at various maturity levels in PMO, a theoretical framework

Management of project knowledge is a critical factor for project success. Project Management Office (PMO) is a unit within organisations to centrally facilitate, manage and control organisational project for improving the rate of project success. Due to increasing interest of developing PMO, the Project Management Maturity Model (PMMM) has been proposed to develop PMOs gradually. The PMMM contributes to evolvement of PMO from immature to mature level through addressing appropriate PM practices. Despite the importance of project knowledge, it has not been extensively investigated in project environments. In addition, the existing PMMMs not only do not address management of project knowledge, but also they recommend little criteria to assess the maturity of PMO from KM point of view. The absence of KM discussion in current PMMMs was defined as the subject of a research project in order for addressing KM practices at various maturity levels of PMO. In order to address the mentioned gap, a framework has been developed based on the current discussions of both PM and KM. The proposed framework comprises three premises: KM processes and practices, PMMM, and KM Maturity Model (KMMM). The incorporation of KMMM practices at various maturity levels of PMO is one of the significance of this framework. It proposes numbers of KM strategies, processes, and practices to address project knowledge management at various levels PMO. This framework shall be useful guidance for developing PMOs from KM perspective. In other words, it contributes to management of project knowledge, as a key for project success. The proposed framework follows the process-based approach and it could be employed alongside the current PMMMs for PMO development. This paper presents the developed framework, theoretical background, premises, proposed KM practices, and processes to be employed in Project-based Organisations and PMOs. This framework has been examined at numbers of case studies with different maturity levels. The case studies outcomes, which will be subjects for future papers, have not shown any significant contradiction yet, however, more investigations are being conducted to validate the proposed framework.

Management of project knowledge in a project-based organisation : a case study of research enterprise

Knowledge Management (KM) is vital factor to successfully undertake projects. The temporary nature of projects necessitates employing useful KM practices to reduce any issues such as knowledge leakiness and rework. The Project Management Office (PMO) is a unit within organisations to facilitate and oversee organisational projects. Project Management Maturity Models (PMMM) show the development of PMOs from immature to mature levels. The existing PMMMs have focused on discussing Project Management (PM) practices, however, the management of project knowledge is yet to be addressed, at various levels of maturity. A research project was undertaken to investigate the mentioned gap for addressing KM practices at the existing PMMMs. Due to the exploratory and inductive nature of this research, qualitative methods using case studies were chosen as the research methodology to investigate the problem in the real world. In total, three cases selected from different industries: research; mining and government organisations, to provide broad categories for research and research questions were examined using the developed framework. This paper presents the findings from the investigation of the research organisation with the lowest level of maturity. From KM process point of view, knowledge creation and capturing are the most important processes, while knowledge transferring and reusing received less attention. In addition, it was revealed that provision of “knowledge about client” and “project management knowledge” are the most important types of knowledge that are required at this level of maturity. The results also revealed that PMOs with higher maturity level have better knowledge management, however, some improvement is needed. In addition, the importance of KM processes varies at different levels of maturity. In conclusion, the outcomes of this paper could provide powerful guidance to PMOs at lowest level of maturity from KM point of view.

Importance of knowledge management processes in a project-based organization : a case study of research enterprise

Knowledge Management (KM) is vital factor to successfully undertake projects. The temporary nature of projects necessitates employing useful KM practices for tackling issues such as knowledge leakiness and rework. The Project Management Office (PMO) is a unit within organizations to facilitate and oversee organizational projects. Project Management Maturity Models (PMMM) shows the development of PMOs from immature to mature levels. The existing PMMMs have focused on discussing Project Management (PM) practices, however, the management of project knowledge is yet to be addressed, at various levels of maturity. This research project was undertaken to investigate the mentioned gap for addressing KM practices at the existing PMMMs. Due to the exploratory and inductive nature of this research, qualitative methods were chosen as the research methodology. In total, three cases selected from different industries: research; mining and government organizations, to provide broad categories for research and research questions were examined using the developed framework. This paper presents the partial findings of undertaken investigation of the research organisation with the lowest level of maturity. The result shows that knowledge creation and capturing are the most important processes, while knowledge transferring and reusing are not as important as the other two processes. In addition, it was revealed that provision of “knowledge about client” and “project management knowledge” are the most important types of knowledge that are required at this level of maturity. In conclusion, the outcomes of this paper shall provide powerful guidance to PMOs at lowest level of maturity from KM point of view.