Technology Implementation Dr Khaled Bubshait 1 Dr Khaled

Technology Implementation Dr. Khaled Bubshait 1

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 Ph. D 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 2

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Technology Acquisition Technology acquisition is the process of taking ownership of technology. Once a company has ownership of a technology must implement it or insert it into an application within the company in order for the company to benefit from the technology. 4

It explores ……. • • • The design of technology implementation project. Implementation problems Designing the project teams Parallel implementation Changes management Project Launch 5

Technology Implementation Technology Transfer 6

Phases of Technology Transfer • 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. 7

Technology Implementation Projects • Technology Development • Manage Internal Activities (R&D) • Managing External Technology Acquisition • Installing Developed Technology • Implementing a New Project • Implementing a New process • 8

Implementation Technology Development Projects Technology Development Use the seven stage process 1. Drive out uncertainty 2. Have informed decision making Idea Assessment concept Development testing trial launch 9

Implementation Technology Development Projects Implementing developed process technology Design project 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Describe goals objective Identify participant , roles, impacts Design methods to deal with impacts Completion dates Desired Constraints Break project into steps ( activities) Identify milestones/ decision points Design project path Design Tracking methods Identify persons responsible Design project communication method. 10

Implementation Technology Development Projects Tools for developing technology Implementing 1. Flow Chart 2. Milestones 3. Bar Chart 4. Network 5. S curves 6. Work Breakdown structure 7. Control methods 8. Project teams 9. Integration system 10. Project organization 11

PROJECT LEADER SKILLS • LEADERSHIP • HUMAN SKILL • TECHNICAL EXPERTISE 12

LEADERSHIP SKILLS • • HONESTY INTEGRITY ENERGY ENTHUSIASM COURAGE OPTIMISM CHARISMA 13

LEADER • • • STYLES TRANSFORMATIONAL DIRECTIVE CONSIDERATION 14

LEADERSHIP STYLE & PROJECT ST Y L E A L L R & D TYPES D E V E L O P- P R O JE C T M E N T . 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 - . 2 6 . 2 0 . 1 6 T R A N SF O R M A T IO N 15

DIFFERENCES BETWEEN THE BOSS & THE LEADER BOSS LEADER 16

BOSS COMPARED TO LEADER BOSS ††††††LEADER DRIVES HIS PEOPLE INSPIRES PEOPLE 17

BOSS COMPARED TO LEADER BOSS ††††††LEADER DEPENDS ON AUTHORITY (FORMAL) DEPEND ON GOOD WILL (INFORMAL RELATIONSHIP) 18

BOSS COMPARED TO LEADER BOSS †††††† LEADER EVOKES FEAR RADIATES LOVE 19

BOSS COMPARED TO LEADER BOSS †††††† LEADER SAY I WE 20

BOSS COMPARED TO LEADER BOSS †††††† LEADER KNOWS HOW IT IS DONE (NO DEEP UNDERSTANDING) KNOWS HOW TO DO IT 21

BOSS COMPARED TO LEADER BOSS †††††† LEADER SHOW WHO IS WRONG (BLAME) SHOW WHAT IS WRONG (IDENTIFY PROBLEM) 22

BOSS COMPARED TO LEADER BOSS †††††† LEADER DEMANDS RESPECT (ASKING) COMMANDS RESPECT (EARNS) 23

PROJECT TEAM DEVELOPMENT 24

CHARACTERISTIC OF EFFECTIVE TEAMS ü ü HIGH PERFORMANCE OBJECTIVE S ARE CLEARLY DEFINED OBJECTIVES COINCIDE WITH REQUIREMENTS MEMBERS ARE HIGHLY INTERDEPENDENT 25

CHARACTERISTIC OF EFFECTIVE TEAMS ü ü ü DIFFERENCE OF OPINION ENCOURAGED HIGH TRUST LEVEL HIGH INTEREST IN TEAM PROCESSES HIGH ENERGY LEVELS AND ENTHUSIASM RESPECT FOR EVERYONE 26

TO BUILD EFFECTIVE PROJECT TEAM ] DEVELOP A REALISTIC PRIORITY LEVEL. (CHOICES) ] SHARE EXPECTATIONS ] ESTABLISH OPERATING GUIDELINE 27

BARRIERS TO TEAM DEVELOPMENT Ø DIFFERING OUTLOOKS, PRIORITIES, INTEREST, JUDGMENT OF TEAM MEMBERS Ø ROLE CONFLICTS Ø OBJECTIVES / OUTCOME NOT CLEAR Ø Ø DYNAMIC PROJECT ENVIRONMENT LACK OF TEAM DEFINITION & STRUCTURE 28

HIDDEN SIDE OF PROJECT MANAGEMENT FRUSTRATION 29

HIDDEN SIDE OF PROJECT MANAGEMENT FEAR & APPREHENSIONS 30

HIDDEN SIDE OF PROJECT MANAGEMENT MISREADING THE EVENTS WITHIN TEAMS 31

HIDDEN SIDE OF PROJECT MANAGEMENT PERCEPTION OF ISSUES 32

HIDDEN SIDE OF PROJECT MANAGEMENT COMMUNICATION 33

HIDDEN SIDE OF PROJECT MANAGEMENT LOW COMMITMENT/ MOTIVATION 34

HIDDEN SIDE OF PROJECT MANAGEMENT SUBTLE SABOTAGE 35

THE HUMAN IMPACT ON PROJECTS PROJECT PRODUCTIVITY 36

THE HUMAN IMPACT ON PROJECTS PROJECT QUALITY 37

THE HUMAN IMPACT ON PROJECTS PROJECT SCHEDULE PRE CONTRACTING ACTIVITIES FINALIZE BID SLATE CONTRACTORS MGMT. DEVELOP MGMT. RESPONSE APPROVAL 3 2 1 ESTABLISH PREPARE PLAN OF SCREENING ACTION REQUEST 1/2 PREPARE MGMT. SUBMITTAL 1 PREPARE CONTRACT DRAFT 5 MGMT. REVIEW SUBMIT 1 1 REVIEW CONTRACT DRAFT 2 REVISE PREPARE CONTRACT JOB EX. DRAFT MEETING 2 4 JOB EX. RELEASE MEETI BID NG PACKAGE 2 38