howe school forum, fall 2003
DESCRIPTION
Yet another Stevens publication.TRANSCRIPT
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Integrating Systems: A Research Approach
SATM – Stevens Alliance for Technology Management
The Stevens Bachelor of Science Program in Business & Technology
Knowledge Mining - The Quantitative Synthesis and
Visualization of Research Results and Findings
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ForumHowe School
DEVELOPMENTS, IDEAS & UPDATES
FALL 2003
Our award-winning building is on scheduleand will provide both undergraduate andgraduate students an exciting place to studyand do research.
Whether you are a student, a corporate partner in our leading-edge research, or a graduate, we
strive to be as energetic, agile, and flexible aspossible in meeting your needs. For example,last fall the Howe School introduced threemajor new concentrations in our Master’sdegrees: MSIS in Pharmaceutical andFinance and new global management coursesthroughout all of our programs. These newinitiatives already have large enrollments.
This fall, we are introducing a new on-cam-pus MBA Program in TechnologyManagement and a Master’s Degree inTelecommunications Management deliveredentirely over the Web. Each new program isdesigned to provide real value to you.
Speaking of real value, I have just returnedfrom a week in South Korea where I had thehonor of representing Stevens and moderat-ing a global business panel on "creating mar-ket value in turbulent times" at the PacificRim Economic Council in Seoul. There wereover 300 CEOs present, most from majorAsian companies, but many were from LatinAmerica, Canada, and the United States.
Based on my conversations with AsianCEOs, Pacific Rim countries will increasing-ly move their manufacturing to China. Thesecountries are acting to gain competitiveadvantage, just as we are in the UnitedStates. For instance, the Prime Minister ofThailand sounded like a graduate of theHowe School when he espoused the"economies of speed" – agility, flexibility,quickness – which Thailand is already using
very handily to help its businesses competeagainst the behemoths of Asia and the rest ofthe global economy.
My dinner with the savvy chairman of a rap-idly expanding and award-winning energyand communications group revealed the pro-found ambitions of Asian executives. Heintends to return blue skies over South Koreathrough the expanded use of natural gas andalternative energy sources. Then to meetChina’s soaring need for clean energy, he hasplans to bring natural gas from the SouthChina Sea by building an underwaterpipeline that will run from Indonesia toMalaysia, Vietnam, and ultimately the majormarkets of Hong Kong, Shanghai, andbeyond.
Notwithstanding the rising importance ofChina, nearly every executive I spoke withstill views the United States as the key mar-ket for the near-term. As such, Asian corpo-rations are eager to be the "off-shore" partnerof US companies. With significantly skilledworkforces and increasingly strong consumerpurchasing power, the Pacific Rim countriesprovide a great opportunity for United Statescompanies and American brands.
Back home, if you have been on campusrecently – or on the Howe School web-site –you have seen the six-stories of steel of thenew Babbio Center rising into the air. Ouraward-winning building is on schedule andwill provide both undergraduate and graduatestudents an exciting place to study and doresearch. I’ve already climbed onto theunfinished floors to check out the view.
You will truly enjoy the innovative spaces,dramatic vistas, and functional design of thenew home.
Let me close with an observation and a challenge.
The observation: Executives of many ofAmerica’s leading corporations continue totell us that what they need most are managersand executives who combine scientific andtechnical knowledge with strong business andleadership skills. Educating managers to havethis combination of technology and businessskills is the heart of what the Howe Schooldoes. We call it Technogenesis®. Whateverword you use, it means the capacity to suc-cessfully take ideas from inception all theway to the market place.
The challenge: Tell us what you believe isthe most important new management skillyou need. Is it learning to manage effectivelyin a virtual environment? Is it greater under-standing of global management and markets?Is it increasing your ability to manage largeproject or complex R&D programs?Whatever you are seeking, there’s a solidchance the Howe School already is offeringit. But if you cannot find what you want,drop me a note with your desires. Don’t besurprised if you find your request as part ofour newest offerings next fall!
Dean Jerry MacArthur [email protected]
Jerry MacArthur Hultin, Dean Wesley J. Howe School
of Technology Management
CornerThe Dean’s
Integrating Systems: A Research Program
SATM – Stevens Alliance for Technology Management
Stevens Fall Symposium:
"Guarding Your Business" from Cyber Attack
Babbio Center Update
The Dean’s Banquet
New Programs
The Stevens Bachelor of Science Program
in Business and Technology
Howe School News
EventsUpcoming Events
Alumni Perspective
Knowledge Mining - The Quantitative Synthesis andVisualization of Research Results and Findings
Forum Feedback
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ContentsFEATURES
DEPARTMENTS
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FALL 2003ISSUE 2, VOLUME 1
ForumHowe School
DeanJerry MacArthur Hultin
Editor in ChiefRichard R. Reilly, Ph.D.
Managing EditorSharen Glennon
ContributorsPatrick Berzinski
Peter BenedictAudrey Curtis
Peter DominickBernie Skown
Photographers:John Keating
Ben Curry
Graphic DesignKMG Graphic Design Studio
©2003 Howe School ofTechnology Management
VOICE: 201-216-5381FAX: 201-216-5385
howe.stevens.edu
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IntegratingIntegratingSystems:
A Research ProgramIn the Howe school we are engaged in a
broad program of research related to theway humans and machines interact. Ourresearch builds on work that has focused ona common problem of an organization. As acompany grows, groups within the companytend to specialize on particular activities. Thecompany differentiates. At some point, thespecialized groups acquire their own culture.Some business event will occur that calls forinformation or skills to be pulled together –this is the call for integration. Lawrence andLorsch studied this process inside companies,and concluded that both differentiation andintegration are natural – and that, properlymanaged, a company can be both differenti-ated and integrated.
But managing integration, they found, wasdifficult – the differences between groups canbe extreme, but remain hidden. For example,in many financial services companies,traders can deliver products within seconds,
whereas the informationsystems groups that servicethem deliver products inmonths. It is not surprisingtraders always expectquicker turn-around – theirsense of time is different.
CONCEPTS
In looking at issues sur-rounding information man-agement, the authors havecreated a conceptualframework which includesboth the organizationaland the technical aspectsof integration. While origi-nal work in systems theoryemphasized the humanaspects of systems, muchrecent work has separatedthese concerns. Currently,
By Jeffrey Nickersonand Edward Stohr
TABLE 1
In this model, the emphasis is on integration across the levels. In a sense,every level is at the service at the higher level. Data is supplied to applica-tions. Applications are part of business processes. Business processes servedecision makers, who implement the objectives of larger organizational units.
Syste
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Resource/Integration Need
Examples ofIntegration Mechanisms
Enabling environ-ment /Infrastructure
OrganizationalUnits(Functions/Departments)
Decision Makers
Business Processes(both internal &external to thefirm)
Applications
Data
E-mail, collaborative software, lateral teams_ _ _ _ _ _ _ _ _ _ _ _ _ _ _Top management strategy,budgets, performance metrics
E-mail, collaborative software, knowledge management systems_ _ _ _ _ _ _ _ _ _ _ _ _ _ _Face-to-face meetings, jobdesign, performance met-rics
Workflow, CollaborativeSystems, SCM, CRM, Web Services_ _ _ _ _ _ _ _ _ _ _ _ _ _ _Process Owners, teams,performance metrics, service level agreements
Inter-process communica-tion, RPC, Messaging, ERP,Web Services
Data Dictionaries,Databases, XML
OrganizationPolicies/structure
Standards
Networks
Platforms Syste
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the general understanding of a system onlyincludes the hardware, software and data.
APPLICATIONS
We are pursuing several research projectswhich involve aspects of this conceptualmodel. We show in the model that work-flow provides a mechanism for the integra-tion of business processes. Yet the interac-tion between decision-makers and work-flow systems is an area of active research.Michael zur Muehlen, a Howe SchoolProfessor, is looking at how the monitoringof workflow systems relates to the overallmanagement of a company. In collabora-tion with Jeffrey Nickerson, also a HoweSchool Professor, they are considering howthese findings might apply to agent-basedmonitoring of both business processes andother more physical processes such asthose embedded in robots. Ted Stohr,Associate Dean of the Howe School, andDr. zur Muehlen are looking at attitudestoward workflow systems inside corpora-tions, which will provide insights into howprojects are initiated and how the technology is perceived.
The integration between humans androbots is going to become a large societalissue soon. Already, the increase in droneaircraft is challenging the policies of airtraffic control, for it raises the question ofhow one talks to a plane that is flyingitself. Dick Reilly and Nickerson are focus-ing the issue of how machine autonomychanges the way humans interact in teamsituations. In figure 1, the issue of trainingis illustrated – if one pilot trusts machinesover people, and the other people overmachines, then if instructions conflict, thetwo will choose differently and crash. Infigure 2, the complexity of providing airtraffic control for Unmanned AerialVehicles is shown. A pilot will probablyrefuse to trust communication directly witha robot, along path one. The pilot willinsist on communication to a ground pilotwho can control the UAV, along path 3.But that pilot needs to control multipleUAVs, and will also be answering callsfrom a ground controller, along path 2. Inthis case, a generalized distrust of themachine may actually make flying moredangerous. Our research will performhuman subject experiments to understand
better how humans behave when theyneed to quickly integrate in an environmentmade of machines and people.
Dr. zur Muehlen and Nickerson are focus-ing on the specific question of how we canask questions of machines. Figure 3 illus-trates the way we might interrogate a UAVwith which we have lost contact. The inter-face uses simple what and why questions.
In a world where more and more commu-nication is wireless, we have new opportu-nities to continuously integrate as we movearound. But our continuous movement alsopresents us with new forms of decisions.Imagine that you are dispatching a bombsquad to the scene of a possible terrorist
incident. You can send two different squads – but the one nearer to the acci-dent has lost contact – do you wait forthem to reconnect, or dispatch the otherunit? These are the types of questions thatReilly, Nickerson, and Stohr are looking atin research they are doing as part of thewireless security project. Most research onwireless mobility has focused on the purelytechnical levels- our belief is that the deci-sion-maker and organizational levels mayprovide insights into better ways of config-uring these new networks. ■
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FIGURE 1 FIGURE 2
[email protected] [email protected]
Satellite
UAV
C2
What is the UAV doing?
More specific
More general
Why is the UAV doing it?
And why is it doing that?
What might the UAV do next?
Q: What is the UAV doing?A: The UAV is flying to Las Vegas.Q: More specific, please?A: The UAV is currently three milesout of Los Angeles, heading South.Q: Why is the UAV doing it?A: The UAV is planning to fly to Las Vegas, but it needs to redirectsouth around a storm.Q: Why is it doing that?A: To get to its destination safely.Q: And why is it doing that?A: It needs to land in Las Vegas bynoon for a demonstration.Q: What might the UAV do next?A: Go east, then north to get backon plan.
UAV monitor
FIGURE 3
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SATM is an industry-university partnership. Itsmission is to improve the business impact oftechnology, by identifying and facilitating the
implementation of more effective practices for thedevelopment and utilization of technology. Theemphasis is on improving the processes involved inbringing new products and technologies quickly andeffectively to the marketplace.
The term "Technogenesis®" -- theprocess by which faculty, students andcolleagues in industry jointly nurturenew technologies from conception to marketplacerealization -- had not yet been coined by Stevenswhen the Alliance was formed. The Alliance is nev-ertheless recognized today as one of the earliestmanifestations of this strategic Stevens thrust.
The Alliance fulfills its mission by conducting confer-ences, roundtable forums, and seminars, and bysponsoring research, on all aspects of the manage-ment of technology. The EMTM program at Stevens,developed through the SATM education initiative,has educated 600 master’s graduates to date, andwas the first graduate program in the nation to beawarded the Academic Leadership Award of theAmerican Society of Engineering Management.
The issues dealt with by the Alliance include manyof the major issues confronting technology-intensiveorganizations, since conference topics are selectedby the SATM Sponsors. Conference keynote speak-ers have included such prominent authorities asMary Good, former Undersecretary of Commercefor Science and Technology, John Mayo, former
SATM Stevens Alliance forTechnology Management The Stevens Alliance for Technology Management (SATM) was formed in 1991as one of the early outreach initiatives of the Stevens Department of Management,the forerunner of the Wesley J. Howe School of Technology Management.Through the research funding it provided and its role in founding the ExecutiveMaster in Technology Management (EMTM) program, SATM was instrumentalin attracting leading teachers and research scholars to Stevens, and played a criti-cal role in the formation of the Howe School.
WHO WE ARE – Current members of the Alliance "Sponsors": • Stevens Institute of Technology• Columbia University School of Engineering and Applied Science• AT&T • ISO• Lucent Technologies • Teknor Apex• Unilever Bestfoods• US Army Research, Development, & Engineering Center at
Picatinny Arsenal
WHAT WE DO – • Annual Conference Series -- issues confronting technology-intensive
organizations• Bi-monthly Roundtable discussions -- interactive forum to share learnings
and best practices• Periodic Symposia and Seminars -- detailed treatment of special topics• Quarterly Newsletter Publication -- Current Issues in Technology
Management• Research Sponsorship -- on topics of Sponsor interest
Our fourteenth annual conference, on Business Process Redesign, jointly spon-sored with the Executive Leadership Institute, was held in May. Past conferencetopics, listed below, provide a good indication of the broad range of issues thatthe Alliance has grappled with over the past dozen years.
Annual Conference TopicsBusiness Process Redesign Portfolio ManagementE-commerce Knowledge ManagementAchieving Radical Breakthroughs Managing InnovationProject Management Intellectual Property Mgmt.Processes for Product Conception New Product Team PerformanceThe New Paradigm in R&D Project SelectionMetrics for Measuring R&D Effectiveness
Dr. Lawrence Gastwirt, Director
president of Bell Laboratories, Laurence Prusak, Executive Director of the Institute for KnowledgeManagement, Robert Cooper of "Stage-Gate" process fame, and Martin Stankard, President ofthe Productivity Development Group.
Besides the annual conference, a major Alliance mechanism for disseminating knowledge is theRoundtable meeting. These are held at approximately bimonthly intervals on topics selected bySponsors and relevant to their current needs. The July 2003 meeting was the fiftieth such forumconducted since the series was initiated in November 1992.
Roundtable meetings typically begin with a brief survey of the current state of the field, usually pre-sented by an authority such as a Howe School faculty member. This is followed by a discussion ofcurrent issues, progress, and problem areas at sponsor organizations, facilitated by one or moresponsor representatives. The attendance level is controlled -- typically about 15 -- to ensure an inti-mate forum that encourages interaction. Participants at these meetings typically include R&D direc-tors (up to and including chief technology officers) and business unit managers responsible for tech-nology development. Following the meeting, the presentation charts, along with brief "takeaway"summaries of the main points, are distributed to attendees electronically for further dissemination intheir organizations. Some of the many topics discussed at past Roundtable meetings include:
Metrics for R&D Effective Multi-disciplinary TeamingNon-traditional Reward Systems Technology Strategic PlanningR&D Portfolio Balancing Business Process Re-engineeringMotivating Innovation The "Fuzzy Front End" of InnovationMaintaining Critical Competencies Knowledge ManagementProject Management Achieving Breakthrough ProductsPortfolio Management
As the list indicates, many of the conference topics have also been addressed in the more informalvenue of the roundtable meetings, to allow for more in-depth discussion and information sharing.Thus, the conference dealing with project management was bracketed, before and after, by a yearof bi-monthly Roundtable meetings and a workshop, through which the Alliance "peeled back theonion" on project management and delved into various avenues of sponsor interest. Specific sub-topics discussed under the general theme of project management were the use of the stage-gateprocess in new product development, the application of the theory of constraints to project man-agement (in turn followed by an intensive two day workshop on this subject), the identification andsharing of exemplary sponsor practices, best methods for killing a project, and the identificationand discussion of critical factors for success in project management.
The Roundtable meetings are currently in the midst of a group dealing with the broad subject ofachieving breakthroughs. The third in the series, in July, addressed keys to achieving "blockbuster"new products. Dr. Gary Lynn, co-author of the recent book on the subject, facilitated the meeting.The September Roundtable meeting will follow up on the symposium on Creativity under Time Pressure that the Alliance co-sponsored in June,with emphasis on application of the concepts learned.
From its beginnings, the Alliance has benefited from Howe School faculty involvement in its Roundtable meetings and Conferences, and theAlliance supports faculty research, in the form of seed money grants administered by the Center for Technology Management Research. Inaddition to providing funds, SATM Sponsors also provide data for the research studies. Sponsors take part in the project selection process,with an important criterion being relevance to sponsor interests. Projects funded in the past year have dealt with the determinants and impli-cations of conflict in project teams, transactional versus transformational approaches to project leadership, and web interfaces to sensor-actuator networks.
The issues dealt with by the Alliance are, clearly, broad and complex. Dealing with them is somewhat akin to painting the GeorgeWashington Bridge -- when you reach what you think is the end, it’s time to start over at the other side. Still, progress continues to bemade, and the Alliance has brought new tools and uncovered fresh approaches to the more effective management and utilization oftechnology. Most importantly, it has facilitated the sharing of learnings and best practices among its Sponsors.
This is an exciting and productive time for the Alliance. We’ve partnered with the Executive Leadership Institute (ELI), one of the newestoutreach initiatives of the Howe School. ELI and SATM have in common the objective of improving the business impact of technology,and as our first collaboration, the annual conference was co-sponsored with ELI in May.
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Dr. Lawrence Gastwirt has been leading the Alliance since 1992. Larrycame to Stevens after a 30-year careeras an executive in the chemical industry,where he managed large multi-nationalR&D organizations and technology-intensive business operations of globalscope.
email: [email protected]: 212-794-3637
Dr. Lemuel Tarshis, who has also beenwith the Alliance virtually from itsbeginning, is the director of manage-ment technology transfer. Lem has hadan industrial career of over 25 years ofresponsible positions in general man-agement, new product development,project management, strategic planningand R&D management. His experienceis diversified, international and multi-functional, in the communications, elec-tronics, consumer products, materialsand related industries.
Dr. Jack McGourty, Associate Dean ofthe School of Engineering and AppliedScience at Columbia University, roundsout the Alliance team. Jack has alsobeen with SATM since 1992, serving asSenior Research Associate and editor ofour quarterly publication. Prior toembarking on an academic career, Jackhad 13 years of business experience, ris-ing to become president and chief oper-ating officer of a $25 million companyproviding retail products and services.
“I believe that the Alliance brings to its membership some of the most current, relevant, and usableeducational topics that have real impact on the management of technology and business in ourhighly unstable and risk-filled world. The mix of experienced academic and business participantsat the meetings always makes for interesting and worthwhile discussions. Much learning occurs asreal people deal with real issues. It is probably one of the most efficient uses of educational funds.”
Roy S. Nicolosi, Sr. Vice President and Chief Information Officer, ISO
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The businesses of the future areclamoring for a new breed of"bilingual" managerial and execu-
tive talent – confident, entrepreneurialpeople who understand both the lan-guage of business and the language ofscience and technology in today’s increas-ingly complex global society. This corebelief as to the future needs of Americanbusiness is the basis of a new undergrad-uate program offering a Bachelor ofScience Degree in Business andTechnology.
August 2000 marked a new milestone erafor both Stevens and the Howe School ofTechnology Management as thirty-threefreshmen, new members of the Class of2004, enrolled in the inaugural Businessand Technology program. Designed tograduate students who understand thecore aspects of business, science andtechnology, and to make an immediatecontribution upon graduation in solvingmany of the problems facing businesstoday, the program now is three yearsstrong, with a total enrollment of 110 stu-dents in the classes of ’04, ’05 and ’06.
Through a solid foundation of innovativecourses, the student learns how to inte-grate the fundamentals of business withthe latest developments in technology andscience. This learning is greatly reinforcedthrough encouraging the students to par-ticipate in a summer internship program
that enables the student to learn through"real-world" experiences, about the reali-ties of the business world and connectthem with the more structured disciplinestypically taught in an academic class-room. Upon graduation, students are wellversed to think analytically, broadly, strate-gically, and technically about the prob-lems they will face once they begin theirbusiness careers.
How It Got Started
Louis Laucirica was the founder of theBusiness and Technology Program at theHowe School of TechnologyManagement. In his position as a
Stevens Trustee and President/ChiefExecutive Officer of the NortonPerformance Plastics Corporation, a bil-lion dollar global enterprise, Louis recog-nized a gap in the education of today’scollege students. He saw people through-out the organization either comfortablewith business-related issues or technolo-gy-related issues, but not both.Employees were not well versed in howto translate problem-solving opportunitiesfrom technical areas to business areasand then back again. Graduates weretrained in either business or technology.However, there lacked a program fromwhich to draw a unique talent; studentsthat, from the outset of their career, could
The Stevens Bachelor of Science Program in
Business & Technology"The Business and Technology Program teaches studentswhat they need to know and how to apply it to core business problems. They learn how to think broadly,analytically, and technically within a global strategicenvironment. They develop in themselves those life-longskills so critical to success in the business world – teamwork, leadership and an ability to communicate theirideas to others. In short, they see the business worldfrom the inside throughout their years at Stevens."
Louis A. Laucirica,Associate Dean for Undergraduate Affairs and Program Champion
NEW PROGRAMS
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easily move between business and technology issuesand strategies within the corporate setting.
Hal Reveché, Stevens’ president, agreed and an advi-sory board was formed. Executives from AT&T, IBMand other organizations joined in expressing concernover the lack of professionals able to operate comfort-ably and effectively in a business setting that alsorequired technical prowess and problem solving. Sotogether, Louis, the advisory board and faculty helpedto shape the unique offering in business and technolo-gy at the Howe School. They felt it was important tooffer rigorous coursework in business, technology andscience, but that was not enough. In order to reachthe goal of a truly integrative program, the curriculumwas grounded through a due diligence business planmechanism. The business plan educational spineensures that throughout the four-year curriculum, stu-dents develop business plans that require problem solv-ing in all of the disciplines. Combined with internships,the Stevens Business and Technology students enter theworkforce prepared to be the liaisons that are neededin corporate America.
Faculty
Our unique blend of a business and technology cur-riculum required that faculty be carefully selected. Pureacademics would not able to give the students the per-spectives they would need in the context of the coursecontent. Pure business professionals are not alwaysfamiliar with appropriate levels of academic rigor toensure that educational programs meet the highestlevel of standards in this area. So, staffing the facultyfor the program also required a new approach; to findprofessionals who had a good mix of both businessand academic experience.
Today’s program reflects this effort. The faculty are aunique blend of business executives who are alsotrained and experienced in university settings. Thisunique blend of business executives with highly sought-after academic experience offers the students the bestof both worlds. The integrative skills we set forth as ourmost important goal could only be delivered throughsuch a combination of faculty talent.
What the Students Learn
Business Core. At the core of the program are busi-ness fundamentals. The formal areas covered includeEconomics, Finance, Calculus, Probability & Statistics,Accounting, Marketing, Market Research, CorporateFinance, Management, Business Law and Ethics,Organizational Behavior & Entrepreneurship. The pro-gram utilizes case studies, guest lecturers and labora-tory settings to demonstrate and develop critical think-ing skills needed to solve complex business problems.With class sizes kept at approximately 25 students,interactive learning with fellow students, faculty andother key participants is optimized.
Technology. Unlike other business curricula, the pro-gram uses technology and its’ applications as part ofthe business core. While there is a formal course in
One barometer of a program’s success is to askthose who have hired a Business and Technology student. A small sample of such comments follow:
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PROGRAM TESTIMONIALS
"…the Stevens Program produces trained and polished youngprofessionals who are prepared to present and articulate com-plex subjects clearly and concisely. This most coveted qualityfurther distinguishes the Stevens’ intern among undergraduatestudents."
Program Director, WebSphere Studio Marketing – Stevens AlumnusIBM
"As a result of their unparalleled undergraduate training inmarket research, liaising between business and technologyareas, as well as their excellent communication skills, theinterns truly added unique value to Taratec."
President & COO – Stevens AlumnusTaratec
"She was an amazingly quick learner as demonstrated by herability to work on several of our mainframe computer systemsafter being trained one time. (She) met and exceeded ourexpectations through her excellent performance."
Program ManagerCon Edison
"Always displaying a positive attitude and eager to seek newtasks and responsibilities, (the student) was critical to ourprogram managing the myriad of part costs, cost reductioninitiatives, and targeting of suppliers for new initiatives."
Cost Reduction Manager
Pratt & Whitney Engine Programs
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Wall Street Technology Associationseats Leslie A. Stevens as a mem-ber of the WSTA Advisory/ContentCommittee
The Wall Street Technology Association(WSTA) has selected Leslie A. Stevens, whodirects the Center for Global TechnologyManagement at Stevens Institute ofTechnology, to sit on the WSTAAdvisory/Content Committee for 2003. Her membership became effective in April 2003.
"As a member ofthe WSTA com-mittee," said JoAnn Cooper,executive directorof the WSTA,"Leslie bringsyears of experi-ence in manag-ing global tech-
nology blended with expertise from theacademic world. Her know-how will helpthe WSTA develop educational content andadded value for its member programs.Leslie will also play a vital role in helpingto formulate the WSTA's strategic direc-tion." For more than 35 years, the WSTA,a non-profit educational organization, hasbeen a highly regarded forum for financialtechnology professionals. Members areaccorded opportunities to stay on top ofinformation about current and emergingtechnologies, best business practices andoperational approaches. Through its variedprograms and website, the WSTA offersmembers easy access to the informationthey need to be successful in their business.
Stevens Invades France
Beginning this Spring, Stevens will be con-ducting its Masters of Science inInformation Systems (MSIS) in Paris. Afterseveral years of sending students toStevens, Hoboken campus, EPITA (EcolePour l’Informatique et les TechniquesAvancees) has agreed to expand its part-
nership by also offering the MSIS programin Paris. EPITA is part of a group of Frenchuniversities that have approximately10,000 graduate/undergraduate students.
Over the last three years, each January fifteen to twenty new French students cameto Hoboken to earn their MSIS degree(Computer Science Concentration). Withthe success the students have experiencedand the strong relationships that have beenbuilt, 25 European students will completetheir MSIS between May and August eachyear. Bon voyage to the team spendingtheir Spring and Summer in wonderfulParis.
Howe School Continues To GoGlobal Audrey Curtis, PhD
Director Graduate Programs inTelecommunications Management
There is "an educational revolution con-vulsing the more prestigious of Chineseinstitutions…the internationalization (sic) ofthe curricula…it is also indicative of adrive (in China) to harness intellectualenergy to commercial ends." FinancialTimes, March 27,2003, page 20 "A revo-lutions stirs in the willow groves".
Beijing Institute of Technology (BIT) of thePeople’s Republic of China will be the hostuniversity for Stevens’ first graduate mas-ters program outside the US. In the Fall of2003, we will launch the first term for 50Chinese graduate students to pursue a master’s in TelecommunicationsManagement from Stevens, in Beijing.Stevens’ faculty and BIT faculty will deliverthe program. The Stevens faculty will teach4 courses while resident at BIT, and 4courses using Stevens’ Web Campus. All courses will be taught in English, andstudents will receive their degree fromStevens.
This is an exciting step in establishing sub-stantial collaboration with the Chinese aca-
demia and industry in the field of telecom-munications management. The develop-ment of the communications infrastructureis vital for the growth of Chinese industryand for continued progress in creating anopen society in China. Stevens is at theforefront of contributing to this educationalrevolution.
Aaron Shenhar will be the first winner of the PMI ResearchAchievement Award.
As reported in the PMI Today, July 2003 -- Dr. Aaron J. Shenhar, Institute Professor ofManagement at the Wesley J. Howe Schoolof Technology Management was honoredas the first recipient of the ProjectManagement Institute (PMI) ResearchAchievement Award. The PMI is the leading
professional associa-tion in project man-agement, with100,000 membersin more than 120countries. Theaward was createdto honor an individ-ual who has signifi-cantly influenced the
field through professionally conductedresearch, which has an enduring and sub-stantial practical impact. This award recog-nizes Shenhar as the leading scholar in thefield today. "One of the highlights of Dr.Shenhar’s research is the study of more than600 projects to determine strengths andweaknesses... The award was presented inThe Hague, The Netherlands at the PMIGlobal Congress 2003.
New Books by MS-IS Director Jerry Luftman
Professor Jerry Luftman's book, Managingthe Information Technology Resource:Leadership in the Information Age co-authored with Christine Bullen, Elby Nash,
HoweSchool
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SATM-ELI Annual Advisory Board Meeting at Lucent Technologies, "The Virtual Office" facilitated by Brad Allenby VP of Environment, Health & Safety at AT&T
Americas Conference on Information Systems (AMCIS)The Howe School of Technology Management is the host for this conference, which will attract
over 1,000 information systems academics and practitioners.
SATM-ELI Annual Conference
Nov. 17, 2003
August 2004
May 2004
Events
Carl Neumann,Donald Liao, hasjust appeared inprint.
This book pro-vides an under-standing of theway companiesalign, partnerand communi-cate through
technology to grow their business.
Professor Luftman's other book, about tobe released Competing in the InformationAge: Align in the Sand. Contributors tothe book includeHowe School facul-ty members TimKoeller, JeffreyNickerson and Ted Stohr.This book outlineshow to match infor-mation systemswith business strat-egy to forge astrong competitiveedge and bring powerful solutions to bearon real-world problems.
Researchers receive grant to study network-centric solutions in the "campaign against terrorism"
by Patrick A. Berzinski
Stevens Institute of Technology hasreceived major funding for a researchproject that will develop a common, inter-operable framework for integrating publicand private sector resources across thelocal, state and federal levels to deal withcrisis response, deterrence and preven-tion. The researchers will use port securityas the case study, and will draw on tech-niques of "network-centric" operations,used by successful businesses, the USNavy and the New York City PoliceDepartment.
The principal investigator for the project isthe dean of the Wesley J. Howe School ofTechnology Management, Jerry MacArthurHultin, who as an Under Secretary of theNavy helped direct the transformation ofthe war fighting and management opera-tions of the Navy using network-centricprinciples.
Working with Dean Hultin on the project,titled "Network-Centric OperationsApplied to the Campaign againstTerrorism," will be several Stevens Institute
scholars: Dr. Michael Pennotti, IndustryProfessor at the Schaefer School ofEngineering; Dr. Harlan Ullman, nationalsecurity expert and Distinguished VisitingScholar at the Howe School; and Ms.Leslie A. Stevens, Program Director,Center for Global TechnologyManagement, at the Howe School. Thetime frame for the project is July 2003-March 2004.
"The old method of keeping informationquarantined and making decisions in hier-archical organizations puts our nation atrisk," said Hultin. "If we are to have achance of avoiding another attack likethat of Sept. 11, we need new methodsfor anticipating threats and responding toattacks that speed the movement of infor-mation to those who need it, allow dis-parate pieces of data to be assembledinto a coherent operational picture, andthen increase the agility of ‘first respon-ders’ as they help us recover from theattack." ■
News continued
10
"Guarding Your Business"
from cyber attack
Stevens 2002 fall symposium:
Dr. Edward (Ted) Stohr was a principal
organizer of the major fall Stevens sympo-
sium, "Guarding Your Business: Enterprise
Architectures for Security." Over the three
days, Oct. 22-24, the symposium examined
in detail the threats and risks faced by busi-
ness in the post-9/11 era, featuring presenta-
tions by a spectrum of leaders in the cyber-
security field. The event is one of a series of
Management of Technologies Symposia that
will be presented by the Howe School. The
symposium was sponsored by AT&T,
Informs Online, BENS, CSO, ISSA, IEEE,
ACM, and Kluwer Press.
The opening day included expert tutorials in
"Security Principles for Managers."
Speaking on the first day were Dr. Sumit
Ghosh, Director of the Department of
Computer Engineering Stevens; and Dr.
Manu Malek, Director of the Certificate in
Cybersecurity Program in Stevens’
Department of Computer Science. Ghosh
and Malek were also on the committee
organizing the symposium.
Jerry MacArthur Hultin, Dean of the Howe
School, delivered welcoming remarks at the
Wednesday session. Among the guest
speakers were two distinguished keynoters.
Opening the Wednesday proceedings was
Yalkin Demirkaya, an expert who has been
responsible for the formation of national
policies and investigative procedures in the
area of computer crime. He holds 15 years
of law enforcement experience as a detec-
tive and a detective squad commander. He
also possesses 22 years of computer experi-
ence as a white hat hacker. Demirkaya is
the founder as well as the Commanding
Officer of the Computer Crimes
Investigation Unit with one of the largest
law enforcement organizations in the world.
The other keynoter on Wednesday was
Sallie McDonald. Ms. McDonald serves as
the Assistant Commissioner for the Office
of Information Assurance and Critical
Infrastructure Protection in the Federal
Technology Service, an agency of the
General Services Administration. Over three
years, McDonald has spearheaded a number
of critical infrastructure protection projects
for the federal
government.
The keynoter for
Thursday was
Susan W. Brenner,
Associate Dean
and Professor of
Law, University of
Dayton School of
Law. Themes during successive days of the
symposium include "Risks and Threats to
the Organization," "Legal and Cultural
Issues," "Understanding Organizational
Requirements," "Protecting Software
Applications and Data," and "Protecting
Hardware and Networks." ■
"Never has the need forsecurity been so great,"says Dr. Edward A.Stohr, Associate Deanfor Research andAcademics at StevensInstitute of Technology’sHowe School ofTechnologyManagement. "Andnever has it been so hardfor management tounderstand the require-ments and to allocate theneeded resources to safe-guard the organization."
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With its award-winning design, the BabbioCenter will serve as the new home for theWesley J. Howe School of TechnologyManagement at its completion next year.This "jewel in the crown" of the overall mas-ter plan for the Stevens campus features animpressive glass atrium with New York sky-line views, as well as lecture halls and class-rooms, a library, faculty and administrativeoffices, and an executive education center.
According to Dean Jerry Hultin, the building’sdesign will serve as the focal point of the
Howe School, demonstrating its commitmentto excellence and leadership in all aspects ofthe field of global technology managementand innovation and will help spark creativesolutions to the critical business challenges ofour time.Funding for the building has been providedby a generous gift from Lawrence T. Babbio,Jr., ’66, along with additional major financialcontributions from Verizon, LucentTechnologies, AT&T, the State of New Jersey,as well as Stevens alumni. ■
Celeste A. Oranchak:A seasoned professional for the Howe School
By Patrick A. BerzinskiHaving worked as a highly successful development officer for several performing arts organizations,Celeste A. Oranchak has taken a new position in Stevens’ Office of Development and External Affairs.With the official title of Development Officer, her charge is to apply her expertise in donor cultivation andfund raising to the growth of the Wesley J. Howe School of Technology Management. "Specifically," says Oranchak, "I will work to identify sources of contributed income for the Howe Schoolthrough individual solicitations, as well as corporate and foundation solicitations. "We will also be working hard," she says, "to develop sources of government underwriting for theLawrence T. Babbio, Jr. Center for Technology Management, which will house the Howe School as of late 2004."As part of the Stevens Development team assigned to the Howe School, Oranchak will also explore new endowment opportunities for edu-cation scholarships, fellowships, and doctoral research.An important part of her job will be to meet with traditional alumni donors and seek to engage graduate alumni, who may have receivedtheir Stevens education part-time at satellite or corporate classrooms. Other, full-time graduate students, who tend to be international, willalso be a focus."What I’ve got to do, in concert with Dean Hultin and the Development team," says Oranchak, "is to excite these folks, such that they lookat graduation not as the end of their relationship with Stevens, but as the beginning of a new chapter in that relationship."She plans to achieve such involvement through colloquia, seminars, networking opportunities, and special career enhancement opportuni-ties at the Babbio Center.
View towards lower Manhattan of the new Lawrence T. Babbio, Jr., Center for Technology Management under construction. Pictured here are Hank Dobbelaar and Jerry Hultin.
Continued on page 15
Babbio Center Update
According to Hank Dobbelaar, Vice President for Facilities and Support Services, building constructionremains on schedule with occupancy slated for the summer of 2004 prior to the start of the Fall semester.
PHOT
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Knowledge MiningThe Quantitative Synthesis &Visualization of Research
Results and Findings
ALUMNI PERSPECTIVE
To be successful in leveraging the invest-ment made in clinical research, we mustfind ways to "mine" the knowledge lockedwithin the thousands of clinical trials con-ducted each year throughout the world.This knowledge is mostly found in peer-reviewed publications, in a format thatmakes it difficult to synthesize and under-stand. Better organization and interpreta-tion of clinical trial results can help tomaximize the return on a huge investment.Effective knowledge mining can lead tothe identification of new commercialopportunities, new defensible productclaims, and future research and develop-ment efforts.
If knowledge as contained in the pub-lished, peer-reviewed, findings associatedwith a domain of research, can be minedthen:• What does the mining process look
like? • How does one go about collecting, visu-
alizing, and synthesizing this type ofknowledge?
• What kind of expertise is required tocarry out the process, use the tools, andinterpret the results?
Knowledge Discovery andSynthesis
Knowledge mining includes two key com-ponents, namely: discovery and synthesis.Discovery involves identifying relevantresearch findings. Synthesis involves inter-preting patterns of results and combiningevidence across different experimentalstudies to assess the validity and strengthsof one or more hypotheses. Synthesismethods must be able to:
• Efficiently integrate published researchfindings
• Establish consistency of treatment effectsacross populations and settings
• Explore effects of explanatory variablesthat may influence variation in treatmenteffects
• Employ methods that minimize bias andrandom errors in abstraction, summa-rization, and presentation of researchevidence
The Knowledge Mining Process
Figure 1, highlights the knowledge miningprocess. Knowledge mining focuses onthe use of a catalog, or data base, whichcombines both external and internalresearch findings and results. The processof mining involves using the catalog to:
• Identify clinically relevant questions ofinterest for exploration
• Visualize the research space containingthese findings and extract results for syn-thesis
• Analyze the synthesized results
• Construct responses to the questions
• Apply the findings
To fully utilize the benefits of knowledgemining, the data, models, and synthesizedinformation must be systematically collect-ed. The studies from which information isobtained should conform to accepted stan-dards for research and reporting so thatinformation can be clearly interpreted,and reviewed against existing theory orother research.
By C. J. AsakiewiczVP Global Pharmaceutical Division Pfizer
Over the years, the investment made in clinical research, by healthcare organizations, medical institutions, and pharmaceutical com-panies has been significant. A recent study1, by Tufts University, set the price tag for developing a new drug at close to $800 mil-lion dollars, with the major share of the investment going to clinical trials. With this significant investment in clinical research, the
need to identify both what we "know" and what we don’t "know", surrounding the treatments of illness and disease, is of great importance.
13
Systematic CollectionThe first part of the process involves hav-ing a systematic approach for the ongo-ing review and collection of researchresults. Although advanced search toolscan be used to aid in the process, thereis enough inconsistency in the wayresearch publications are written torequire review by a human being.
Catalog construction starts with first iden-tifying what types of study information to
catalog or data base, on a researchdomain basis. A domain expert is need-ed to define what type of information tocollect and what sources to collect itfrom. A data entry template is used toconsistently collect the information frompublished sources on an on-going basis.
Once a catalog has been populated, thedata contained within it can be visual-ized. A sample is shown in Figure 2.The visualization of the data can be used
in one of two ways: to determine if rele-vant data exists which could be used toanswer a question, or to determine if evi-dence exists that might warrant asking aquestion. In this question-driven approachthe analyst is looking for the availabilityof research results to use in an analysis,the end product of which is an answer tothe question. The alternative is to visual-ize the contents of the catalog to facilitatethe development of a relevant hypothesis.
Chris AsakiewiczVice President of Global BusinessTechnology – Medical and ProductDevelopment
Chris is a Vice President with Pfizer’sGlobal Pharmaceutical Division wherehe leads the Global BusinessTechnology Group for Drug andRegulatory Affairs, World-wide Safety,Medical and Scientific Affairs, ClinicalData Operations, Outcomes, ClinicalDevelopment, and ProductDevelopment. Chris has been withPfizer for 18 years. Over those yearshe has held a number of BusinessTechnology positions withinPharmaceuticals supportingManufacturing, Marketing, Sales,Market Research, and ClinicalResearch. Prior to Pfizer, Chris spentseven years with Exxon Corporationas a Senior Advisor in ComputerScience and Technology.
Chris holds a Bachelor of ScienceDegree from Columbia University inComputer Science and ElectricalEngineering; a Master of ScienceDegree in Engineering from StevensInstitute of Technology; as well as, aDoctor of Philosophy Degree inInformation Management from StevensInstitute of Technology.
From 1983 to 1997, Chris has servedas an Adjunct Professor at StevensInstitute of Technology, teaching class-es in Robotics, Artificial Intelligence,Computer Science, and Engineering.Chris’ principal research interest is"Knowledge Mining" – which is thequantitative synthesis and visualizationof research results and findings.
Figure 1 – Knowledge Mining Process
Knowledge mining involves the visualization and synthesis of research results and findings. Knowledgemining is carried out along the lines of asking questions of the data, extracting for synthesis and analysisresults to be used in addressing the questions, and finally constructing a response or answer.
Figure 2 – Visualization of a Research Space
This figure depicts in one chart all of the research studies collected and cataloged (involving therapiesassociated with the treatment of different central nervous system disorders). Each graph marker represents an entire study and its findings.
Continued on page 16
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Computer Science at the beginning, stu-dents learn about different kinds of technol-ogy mainly through the use of those tech-nologies within the context of their busi-ness studies. For example, in learningabout eBusiness, students build a web siteand develop critical technical skills in pro-gramming languages and techniques.Instead of separating the concepts of com-puter science and application develop-ment, the program teaches students how touse the latest technologies to deploy busi-ness strategy. This critical understandingseparates Stevens’ students from othersand makes them highly valuable uponentering the workforce.
Science. Understanding the physical worldaround us is an integral part of appropri-ately setting the context for what the stu-dents learn about technology and its appli-cation in the business setting. The Businessand Technology faculty recognized thisimportant fact and as a result, built in anextensive curriculum in Science andTechnology that takes the student through avariety of subjects including quasi-sciences,mechanics, and chemistry. This sequencehelps the students with an appreciation ofthe technologies utilized by the variouscompanies they work for during theircourse of study. In combination with thebusiness and technology aspects, the sci-ence modules give them another signifi-cant differentiator in comparison to stu-dents pursuing other business degrees.
Business Plan Program Spine. Most busi-ness programs lack a unifying spine.Consequently, when students study the indi-vidual components such as marketing,accounting, etc., they are taught in a dis-crete fashion, with perhaps a senior typeof capstone course. The B&T at Stevensbuilds in unique continuity by requiring stu-dents to develop business plans from thebeginning to the end. From the momentthey enter, students learn the fundamentalsof a business plan and are exposed to var-ious industries and technologies. Over thecourse of their studies, the students learnhow to develop each component of a planand in their junior year, take on a projectto develop a business or division from startto finish. In their senior year, they areteamed with students from other depart-ments, such as engineering, to form the‘business-side’ of the senior design proj-
ects, helping their counterparts betterunderstand the nature of commerce andtechnology while learning to work withengineers and scientists.
Students ProfileBusiness and Technology students are pri-marily from the New York/New Jerseyregional area. However in addition to theschool’s ‘local’ appeal, many of theBusiness and Technology students alsocome from outside the area from both theUS and foreign countries. Some of our stu-dents travel from Europe, Asia, California,Oklahoma, Florida, Arizona,Pennsylvania, Virginia, Maryland andother states to take advantage of thisunique educational opportunity.
The Stevens’ B&T students have SAT scoressecond only to Princeton in the state ofNew Jersey. The students are selected fromthe top 10% of their high school classes.Our students reflect an almost 30% com-plement of women to date, and the goal isto increase that diversity even further.
In addition to their scholastic achievementand gender and cultural diversity, theBusiness and Technology students are alsoinvolved in many different opportunities inathletics, student government, the schoolnewspaper and other extracurricular activi-ties. With high levels of participation innon-course related activities the studentsfurther develop leadership, team-building,communications and other vital skills andvalues necessary to succeed as the for-ward thinking integrators the programstrives to create.
Summer Internship Experience
The summer internship allows students toconnect with prominent companies andgain valuable hands on experience in thereal world. Students accept internships thatlead to a number of exciting directions.For example, several students worked atVerizon, learning various aspects of thetelecommunications industry. Their experi-ences to date and contributions to the com-pany have been so worthwhile that theyhave been asked to continue with the com-pany, gaining a greater depth of knowl-edge and already working toward a levelof expertise, while most students fromother institutions are just starting to exploretheir career options. Alternatively, five stu-
dents traveled to Germany last summer towork for BMW. Not only did they seewhat it was like to work in manufacturing,but they faced the challenges of workingin another culture – an essential tool foranyone wanting to be successful in busi-ness today. This summer, 25 students trav-eled to Germany and Switzerland on awork-study opportunity. Students work inboth large and small firms such as Bristol-Myers-Squibb and subsequently write abusiness plan based on their experiences.
Students can offer a company sponsoringan internship many benefits, such as mar-ket analysis and research, financial andstatistical analysis, and a host of otherskills, dependent upon the needs of theinternship project.
In the longer term, companies who investin a Stevens Business and Technology stu-dent gain a trained employee; one whohas worked with the company over a peri-od of years, developed a business plan fornew or troubled initiatives, and someonewho is ready to hit the ground running,should the company decide to extend apermanent offer upon graduation.
How You Can Help
Based upon all indications to date, theBusiness and Technology degree is devel-oping those future business leaders whotruly will make a difference in the world.The program in its few short years is off toa terrific start, with students already mak-ing a significant difference both on-campusas leaders and doers in the Stevens com-munity and off-campus with their internshipcompanies. Any one interested in sponsor-ing a Stevens B&T student for a summerinternship should contact
Karen Sobel Lojeski, Program Executive
(201) 216-8259 ■
Continued from page 7
...Business & Technology
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Richard R. Reilly, Editor and Co-Director,Center for Technology Mgmt. Research
email: [email protected] School of Technology Management Stevens Institute of Technology Hoboken, NJ 07030
phone: 201-216-5383
In future issues we plan to continue to feature new developments in our educational pro-grams, faculty research, alumni activities and general news about the Howe School. Inthe spirit of continuous improvement we would like your feedback about this issue. Whatwould you like to see more of, or less of? Any opinions that you have about the articlesare also welcome. Finally, if you have any suggestions or ideas for feature articles orother material that might be included in the Forum please send them along. We will pub-lish selected feedback from our readers and incorporate your other ideas where we can.
Forum Feedback
As another example of the potential forsynergy, ELI’s mission includes building aninternational knowledge base defining theimpact of technology confidence on busi-ness, and providing global technologymanagement tools and databases toaddress business issues. ELI has justlaunched its ongoing research inquiry,which will illuminate areas of strength andopportunities for improvement in technology management.
We’ve redesigned our publication, CurrentIssues in Technology Management, whichis now a joint SATM-ELI endeavor, going tosome 2000 readers. Apart from the cos-metic redesign, this quarterly continues topublish articles of significant impact uponthe management and utilization of technol-ogy. Articles from past issues can bedownloaded by going to our web page,http://howe.stevens.edu/SATM.
In another collaborative initiative, SATMpartnered with the Consortium forCorporate Entrepreneurship to co-sponsor
a symposium on Creativity under TimePressure in June. And, finally, theColumbia University School of Engineeringand Applied Science joined the Alliance in2003, and a jointly sponsored seminarseries is being planned. These develop-ments will strengthen the impact of SATMand increase the overall value we bring toour constituents. ■
No recitation of SATM accomplishmentswould be complete without acknowledging ourgratitude to our sponsors, past and present,who have made them possible through theirgenerous financial support and, equallyimportant, their active participation inAlliance programs.
Continued from page 5SATM
Richard R. Reilly,Editor
"These alumni are the folks who tend to goto grad school later in life," says Oranchak,a New Jersey native who holds a bachelor’sand master’s degree from New YorkUniversity. She describes the graduate alum-ni as "mostly busy middle managers withspouses and children at home. We want tocreate opportunities for them that make itwell worth their while to come back toStevens and enhance their learning at theHowe School.
"These are the future CEOs," she empha-sizes. "They’re future board members andfuture educators. We want them back atStevens to help us enrich the learning envi-ronment; and of course, to help us help themgrow professionally."
Oranchak and her colleagues are nowassembling a Development Calendar thatincludes special events, direct mail solicita-tions, and face-to-face solicitations. "Fundraisers and friend raisers will be prominentin the schedule," she says.
Clearly, as the Babbio Center for Technology
Management nears completion, CelesteOranchak is gazing far beyond the ribbon-cutting ceremonies and kick-off speeches to anew phase in the history of the Howe Schooland Stevens Institute of Technology.
To contact Ms. Oranchak for moreinformation, please call her at 201-216-8337, or email her at [email protected] or visit the website: http://attila.stevens.edu/dev/ ■
_______________________________________________
Patrick A. Berzinski is Associate Directorof Media Relations at Stevens
Celeste...Continued from page 11
Feedback, opinions and other ideas can be sent to
For the past twelve years, the Alliance has shown itself to be a uniquely effective mechanism bywhich companies can leverage their technology development and utilization processes. Throughits educational programs, its research, and its transfer of management practices among organiza-tions, the Alliance has contributed to the development and transfer of a large body of intellectualproperty, and has benefited many people and their organizations. We welcome inquiries aboutparticipation from any organization interested in improving its technology management practicesto achieve competitive advantage.
16
Figure 3 depicts the next step in theprocess, namely to define those studycharacteristics of interest to be included inan analysis. Rather than drilling downthrough a series of nested tables, resultingfrom traditional data base queries. Datavisualization allows the knowledge minerto filter the data into a series of visual
displays. In contrast to the nested tables,the interactive ability of creating plots withpanels of information and then scrollingthrough them provides insight into theresearch surface not readily apparentwhen using a tabular approach.
An analysis protocol must make apparentwhat will be analyzed and how it will beanalyzed. Appropriate inclusion/exclu-sion criteria surrounding desired studiesmust be clearly outlined within the proto-col. Figure 4 depicts a sample processflow diagram outlining the steps involvedin comparing the effects of various studydrugs vs. placebo. The process flowmetaphor makes the implementation of the
analysis protocol easier to understand,review, and use. At Pfizer this analysis isconducted with the aid of an electronicprocess flow diagram tool. The tool con-tains executable software nodes whichfacilitate data filtering, data visualization,as well as data analysis. Descriptionfields within each node serve to help self
document the components of the dataanalysis, data extraction, as well as, datavisualization processes. This approachensures that the analytical process can bereviewed and reused by others.
Application of FindingsThe products derived from the knowledgemining process can facilitate product com-mercialization and differentiation, assist inthe identification and presentation of bestevidence, and enhance portfolio manage-ment.
Knowledge mining results find their wayinto symposia, publications, and market-ing aids. Products might be used to high-light new evidence or draw attention todesirable effects. In addition, since anentire domain of research is cataloged,research holes or opportunities for com-mercialization can be identified andexplored.
ExpertiseSuccessful knowledge mining requires indi-viduals with expertise in the areas of:
• Quantitative methods (statistics, datamining and visualization methods)
Knowledge Mining...Continued from page 13
Figure 3 – Research Study Characteristics
Visualization allows the knowledge miner to quicklyconcentrate on those outcomes of interest in answer-ing a specific question by quickly filtering out thosestudy outcomes of no or limited interest. The lefthand side of the figure shows available outcomes ofpotential interest for inclusion into an analysis. Theright hand side of the figure shows the same informa-tion in table form.
Figure 4 – Analysis Process Flow Diagram
An electronic process flow diagram tool provides the knowledge miner with the ability to outline thesteps associated with a specific analysis or synthesis.
Continued on next page
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• Subject specific knowledge (e.g., scientif-ic, medical, business, legal, etc.)
• Technology (e.g., computer science, database and data warehousing, etc.)
Since a single individual is not going tohave all the expertise necessary to success-fully engage in knowledge discovery, ateam of individuals will be necessary. Theactivity level, responsibilities, even underly-ing composition of individuals and groupsinvolved in this discovery process will oftenchange over time. ■
For another perspective visithttp://www.ceconsortium.org/ the web sitefor the Consortium for CorporateEntrepreneurship Dr. Peter Koen, Director.
1 Connolly, C. (2001). Price Tag for a New Drug: $802Million: Findings of Tufts University Study AreDisputed by Several Watchdog Groups. WashingtonPost. Saturday, December 1, 2001; Page A10.
The Application of Knowledge Mining at PfizerAt Pfizer, knowledge mining is currently being applied in the areas of clinical trialsresearch and drug safety and pharmacovigilance.
Within the clinical trials research area, an effort is currently underway to compare thereported effects of drugs such as Sumatriptan and Eletriptan for the treatment ofmigraine headache. This effort, which combines both internal clinical trials data withexternally published findings, aids in the understanding of how different therapiesaffect those suffering from different intensities of migraine headache.
Within the safety and pharmacovigilance area, Pfizer along with the FDA is pioneering the use of highly specialized statistical models and graphical displays inthe mining of spontaneous drug adverse event data for the purpose of uncoveringpotential drug-event associations, known as ‘signals’. These signals represent a purely data driven assessment of potentially important drug side effects in the generalpopulation. Since these drug-event associations may be biased by factors such as theway the data are reported, recorded, interpreted, etc., uncovering these confoundingrelationships and nuisances requires both specialized subject matter knowledge aswell as the use of advanced statistical methods. Overall, the mining of drug-event signals will have tremendous benefit in helping manage the risks around drug safetyon a more proactive basis.
Dean’sBanquet
Dean Jerry Hultin, participated in the presentation of awards to Ph.D,master’s graduates as well as current master’s students along with theoffice of Graduate Studies. Shubhankar Saha, Joan Liljegren, RamaswamyIyer, Charles Suffel, Two current student recipients for outstanding RA/TA.
Dean’s banquet held on May 16, 2003 theFriday evening before commencement isan opportunity to recognize outstandingstudents at the Graduate level.
Outstanding Academic Achievement in the Ph.D. Program presentedto Joca Stefanovic Outstanding Academic Achievement in the Executive Master ofTechnology Management Program presented to William Judge Outstanding Academic Achievement in the TelecommunicationsMaster’s Program presented to Celeste Zack Outstanding Academic Achievement in the Master of Science in
Information Systems Program presented to Shauna Ratliff Outstanding Academic Achievement in the Master of Science inManagement Program presented to Deborah RussoOutstanding Ph.D. Dissertation Award presented to William J. Feuss"The Post-Purchase Impact of Brand Image" Outstanding Master’s Thesis Award presented to Catherine M. White"The Ability to Change: The Effect Leadership has Upon IT"
ForumHowe School
Howe School of Technology ManagementStevens Institute of Technology1 Castle Point on HudsonHoboken, NJ 07030
howe.stevens.edu
The MBA in TechnologyManagement (TM) adds generalmanagement skills to the knowl-edge of technology manage-ment provided by our M.S.degree programs. Graduatesfrom the MBA in TM programwill be able to use their busi-ness, technology management,and people skills to align tech-nology trends with customerneeds and to manage theirorganizations in an increasinglycomplex and competitive world.
The MBA in TM is designed forprofessionals with at least twoyears of working experience.However, students who do notmeet this work experiencerequirement, but have outstand-ing academic records, will beconsidered for admission. To obtain the degree of MBA inTechnology Management, stu-dents must take 20 3-creditcourses (60 credits) of coursework.
The New MBA in Technology Management
The day of the multi-dimensional leader is here.
Are you ready?
Call 201-216-5381 or visit http://howe.stevens.edu/mba