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Technology Technology ImplementationImplementation

Dr. Khaled BubshaitDr. Khaled Bubshait

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Dr. Khaled Ahmed Bubshait

Khaled Bubshait is a Professor of project/operations Management at King Fahd University of Petroleum and Minerals. He was the former Director of the Economic and Management Center at the Research Institute at KFUPM, Dhahran, Saudi Arabia. He received his undergraduate degree B.S in applied Civil Engineering (1976) , his MBA from KFUPM(1978), and his PhD from Georgia State University, USA (1984). He published several articles in the area of project Management, operations Management, Total Quality Management, Business Incubator and SME Strategies . Also he led the project team for establishing a National Training Plan for the Kingdom of Saudi Arabia. He is also in the Editorial Board of the Business Process Reengineering & Management Journal and the Benchmarking Journal. And Dr. Bubshait was the former president pf the American Cost Engineer Arabian Gulf Section Tel . 0505842500

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Technology Technology AcquisitionAcquisition

Technology acquisition is the process of Technology acquisition is the process of taking ownership of technology. Once a taking ownership of technology. Once a company has ownership of a technology company has ownership of a technology must implement it or insert it into an must implement it or insert it into an application within the company in order application within the company in order for the company to benefit from the for the company to benefit from the technology.technology.

ss

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It explores …….It explores …….

• The design of technology implementation project.

• Implementation problems• Designing the project teams• Parallel implementation• Changes management• Project Launch

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Technology Technology ImplementationImplementation

Technology Technology TransferTransfer

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• Transfer of Technology to R&D project

From outside source.

• Transfer of Technology to & from the R&D project during the process.

• Transfer of Technology from the R&D project to commercializing unit for application during the process R&D project.

Phases of Phases of Technology TransferTechnology Transfer

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• Technology Development•Manage Internal Activities (R&D)• Managing External Technology Acquisition

• Installing Developed Technology•Implementing a New Project•Implementing a New process•

Technology Technology Implementation Implementation

ProjectsProjects

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Implementation Implementation Technology Technology

Development ProjectsDevelopment Projects

launch

trial

testing

Development

concept

Assessment

Idea

Use the seven stage process1. Drive out uncertainty2. Have informed decision making

Technology Development

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Implementation Implementation Technology Technology

Development ProjectsDevelopment Projects

Design project1. Describe goals objective2. Identify participant ,roles, impacts3. Design methods to deal with impacts 4. Completion dates Desired5. Constraints6. Break project into steps ( activities)7. Identify milestones/ decision points8. Design project path9. Design Tracking methods10.Identify persons responsible11.Design project communication method.

Implementing developed process technology

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Implementation TechnologyImplementation Technology Development ProjectsDevelopment Projects

1. Flow Chart2. Milestones3. Bar Chart 4. Network5. S curves6. Work Breakdown structure 7. Control methods8. Project teams9. Integration system10.Project organization

Tools for developing technology Implementing

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PROJECT LEADER SKILLS

• LEADERSHIP

• HUMAN SKILL

• TECHNICAL EXPERTISE

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LEADERSHIP SKILLS

• HONESTY• INTEGRITY• ENERGY• ENTHUSIASM• COURAGE• OPTIMISM• CHARISMA

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LEADER STYLES

• TRANSFORMATIONAL

• DIRECTIVE

• CONSIDERATION

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LEADERSHIP STYLE & PROJECT TYPES

S T Y L E A L L

P R O JE C T

R & D D E V E L O P -

M E N T

T R A N S F O R -

M A T IO N

.3 3 .3 7 .2 5

D IR E C T IV E .2 5 .0 3 .3 5

C O N S ID E R -

A T IO N

.2 6 .2 0 .1 6

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DIFFERENCES BETWEEN THE BOSS & THE

LEADER

LEADERBOSS

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BOSS COMPARED TO LEADER

DRIVES HISPEOPLE

INSPIRES PEOPLE

BOSSBOSS ††††††††††† †††††††††††LEADERLEADER

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BOSSBOSS ††††††††††† †††††††††††LEADERLEADER

BOSS COMPARED TO LEADER

DEPENDS ON AUTHORITY(FORMAL)

DEPEND ON GOOD WILL(INFORMAL

RELATIONSHIP)

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BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER

BOSS COMPARED TO LEADER

EVOKESFEAR

RADIATESLOVE

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BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER

BOSS COMPARED TO LEADER

SAY

ISAY

WE

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BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER

BOSS COMPARED TO LEADER

KNOWSKNOWS

HOW IT ISHOW IT IS

DONEDONE

((NO DEEP UNDERSTANDINGNO DEEP UNDERSTANDING))

KNOWS HOW TO

DO IT

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BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER

BOSS COMPARED TO LEADER

SHOW WHO IS WRONG(BLAME)

SHOW WHAT ISWRONG

(IDENTIFY PROBLEM)

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BOSSBOSS ††††††††††† ††††††††††† LEADERLEADER

BOSS COMPARED TO LEADER

DEMANDS DEMANDS

RESPECTRESPECT

(ASKING)(ASKING)

COMMANDS RESPECT(EARNS)

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PROJECTPROJECTTEAM TEAM

DEVELOPMENTDEVELOPMENT

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CHARACTERISTICCHARACTERISTICOF EFFECTIVE TEAMSOF EFFECTIVE TEAMS

HIGH PERFORMANCE OBJECTIVE S ARE CLEARLY DEFINED OBJECTIVES COINCIDE WITH

REQUIREMENTS MEMBERS ARE HIGHLY INTERDEPENDENT

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DIFFERENCE OF OPINION ENCOURAGED HIGH TRUST LEVEL HIGH INTEREST IN TEAM PROCESSES HIGH ENERGY LEVELS AND ENTHUSIASM RESPECT FOR EVERYONE

CHARACTERISTICCHARACTERISTICOF EFFECTIVE TEAMSOF EFFECTIVE TEAMS

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TO BUILD EFFECTIVE TO BUILD EFFECTIVE PROJECT TEAMPROJECT TEAM

DEVELOP A REALISTIC PRIORITY LEVEL. (CHOICES)

SHARE EXPECTATIONS

ESTABLISH OPERATING GUIDELINE

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BARRIERS TO BARRIERS TO TEAM DEVELOPMENTTEAM DEVELOPMENT

DIFFERING OUTLOOKS, PRIORITIES, INTEREST, JUDGMENT OF TEAM MEMBERS

ROLE CONFLICTS

OBJECTIVES / OUTCOME NOT CLEAR

DYNAMIC PROJECT ENVIRONMENT LACK OF TEAM DEFINITION & STRUCTURE

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HIDDEN SIDE OF

PROJECT MANAGEMENT

FRUSTRATION

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HIDDEN SIDE OF

PROJECT MANAGEMENT

FEAR & APPREHENSIONS

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HIDDEN SIDE OFHIDDEN SIDE OF

PROJECT MANAGEMENTPROJECT MANAGEMENT

MISREADING THE EVENTS WITHIN TEAMS

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HIDDEN SIDE OFHIDDEN SIDE OF PROJECT MANAGEMENT PROJECT MANAGEMENT

PERCEPTION OF ISSUES

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COMMUNICATION

HIDDEN SIDE OF HIDDEN SIDE OF PROJECT MANAGEMENT PROJECT MANAGEMENT

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HIDDEN SIDE OFHIDDEN SIDE OF PROJECTPROJECT MANAGEMENT MANAGEMENT

LOW COMMITMENT/MOTIVATION

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HIDDEN SIDE OF HIDDEN SIDE OF PROJECT PROJECT

MANAGEMENT MANAGEMENT

SUBTLE SABOTAGE

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THE HUMAN IMPACT THE HUMAN IMPACT ON PROJECTSON PROJECTS

PROJECT PRODUCTIVITY

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THE HUMAN IMPACT THE HUMAN IMPACT ON PROJECTSON PROJECTS

PROJECT QUALITY

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THE HUMAN THE HUMAN IMPACT IMPACT

ON PROJECTSON PROJECTS

PROJECT SCHEDULE

ESTABLISH PREPAREPLAN OFACTION

SCREENINGREQUEST

PRE CONTRACTING ACTIVITIESFINALIZE

BID SLATEMGMT.

APPROVAL

CONTRACTORSDEVELOP

RESPONSE

BID SLATEMGMT.

APPROVAL1/2 1/2 3 2 1

PREPAREMGMT.

SUBMITTAL

MGMT.REVIEW

SUBMIT

1 1

1

25 2 4 2

PREPARECONTRACTDRAFT

REVISECONTRACTDRAFT

REVIEW CONTRACTDRAFT

PREPAREJOB EX.MEETING

RELEASEBID

PACKAGE

JOBEX.

MEETING

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THE HUMAN IMPACT THE HUMAN IMPACT ON PROJECTSON PROJECTS

PROJECT COST

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RECOMMENDATIONSRECOMMENDATIONS

FOCUS ON HUMAN-SIDE OF PROJECT MANAGEMENT

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RECOMMENDATIONRECOMMENDATIONSS

ADOPT THE RIGHT LEADERSHIPSTYLE

FOR THE RIGHT PROJECT

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RECOMMENDATIONSRECOMMENDATIONS

ENCOURAGE TEAM PROCESS & DIFFERENCE OF OPINIONS

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RECOMMENDATIONRECOMMENDATIONSS

MAINTAIN INTEGRITY&

COMMAND RESPECT

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RECOMMENDATIONRECOMMENDATIONSS

STOP CONTROLLING PEOPLE, START LEADING THEM

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RECOMMENDATIONSRECOMMENDATIONS

FOCUS ON BUILDING TRUST