1 technology implementation dr. khaled bubshait. 2 dr. khaled ahmed bubshait khaled bubshait is a...
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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