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IEEE Engineering Management Review

Issue 4 • Date 2004

This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

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Displaying Results 1 - 23 of 23
  • How to succeed in the hyper-human economy

    Publication Year: 2004, Page(s):91 - 96
    Cited by:  Papers (2)
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    White-collar work is increasingly being automated, or "off-peopled," just as happened with farming and manufacturing work. To survive, workers will need to develop skills that can't be performed by machines. As information technology automates white- and blue-collar functions alike, most of the remaining jobs as we know them are being transferred into all-electronic systems. A new class of jobs ha... View full abstract»

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  • Managing project quality

    Publication Year: 2004, Page(s):86 - 90
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    This work discusses with the superior quality and project management that optimize the performance excellence of organizations, so every quality practitioner needs to be able to manage project quality effectively. Unfortunately, the combined leverage of quality and project management is often underutilized due to inadequate experience in both fields, time pressures or budgetary cutbacks. In the pr... View full abstract»

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  • Anticipating disruptive innovation

    Publication Year: 2004, Page(s):74 - 85
    Cited by:  Papers (5)
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    Organizations in today's hypercompetitive world face the paradoxical challenges of "dualism," that is functioning efficiently today while innovating effectively for tomorrow. Corporations, no matter how they are structured, must manage both sets of concerns simultaneously. To do this, organizations have to understand and learn to manage the dynamics of innovation that underlie both disruptive and ... View full abstract»

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  • Engineering management society chapter chairs

    Publication Year: 2004, Page(s): 0_3
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  • Understanding the role of "vision" in project success

    Publication Year: 2004, Page(s):57 - 73
    Cited by:  Papers (2)
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    Rigorous applications of project management methodologies are responsible, though only partially, for project success. We argue, however, that a significant driver of project management success is effective and intelligent leadership communicated through an inspiring vision of what the project is meant to achieve and how it can make a significant positive impact. An information technology case stu... View full abstract»

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  • Presentation mastery

    Publication Year: 2004, Page(s):126 - 130
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    Presentation mastery is the "next big thing" in personal and corporate communications-a concept that essentially defines what it means to be a black belt in the presentation arts, and lays out a structured, disciplined approach for ordinary people to achieve this rarified level of presentation excellence. Presentation effectiveness is one of the most overlooked aspects of professional life. Master... View full abstract»

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  • Your first year on the job: conceptualizing new directions

    Publication Year: 2004, Page(s):53 - 56
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    This work proposes the search of "syzygy". This astronomic term that means an alignment of three celestial bodies. In local government, these three bodies are the community (voter), the political body (council), and the city or country organization (employees). The goal of the manager is to orchestrate these three entities so they are all moving in the same direction. To obtain a syzygy in my own ... View full abstract»

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  • Setting up as a consultant the devil is in the details

    Publication Year: 2004, Page(s):122 - 125
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    Making a success of a consultancy means finding a niche where you can offer clients an edge over competing consultants. You cannot be all things to all people. If, for instance, you want to function as a customer's representative reviewing process designs, project economics and schedules, be sure to portray yourself as such. If you want to specialize in particular unit operations, you should empha... View full abstract»

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  • Surf's up

    Publication Year: 2004, Page(s):134 - 135
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (252 KB) | HTML iconHTML

    This work describes the changing pulse of customer relationship management (CRM), which can be researched with Web resources. These Web resources offer useful tools for identifying unmet customer needs and practical tips for boosting satisfaction and loyalty levels. CRM is considered essential to Internet marketing strategy and Web design goals. Customer management zone on insightexec, customer se... View full abstract»

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  • Managing to be ethical: debunking five business ethics myths

    Publication Year: 2004, Page(s):39 - 52
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    In the aftermath of recent corporate scandals, managers and researchers have turned their attention to questions of ethics management. We identify five common myths about business ethics and provide responses that are grounded in theory, research, and business examples. Although the scientific study of business ethics is relatively new, theory and research exist that can guide executives who are t... View full abstract»

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  • Doing things collaboratively: realizing the advantage or succumbing to inertia?

    Publication Year: 2004, Page(s):11 - 20
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    We explore the nature of the practice of collaboration, focusing in particular on some of the reasons why collaborative initiatives tend to challenge those involved. Two concepts are central to this exploration. The first is collaborative advantage. This captures the synergy argument: to gain real advantage from collaboration, something has to be achieved that could not have been achieved by any o... View full abstract»

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  • Pragmatism, adaptation, and total quality management: philosophy and science in the service of managing continuous improvement

    Publication Year: 2004, Page(s):113 - 121
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    Today's engineering managers who use total quality management (TQM) face the challenge of moving it from adoption to seamless incorporation into their organizations. Both the application and the theory of TQM can be advanced through an examination of the philosophy of pragmatism and the sciences of adaptation. Pragmatism provides a philosophy that establishes a theory for incorporating TQM into en... View full abstract»

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  • IEEE Engineering Management Society

    Publication Year: 2004, Page(s): 0_2
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  • Professional associations affiliated with the IEEE Engineering Management Society

    Publication Year: 2004, Page(s): 0_4
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  • Knowing when to ask for help

    Publication Year: 2004, Page(s):131 - 133
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (206 KB) | HTML iconHTML

    The discussion is concerned with situation when one is are really stuck. You need to figure out what kind of help you need to solve a problem, and then, most importantly, you need the humility to seek it out. Some of the important points in the discussion are: control of situation, consulting for help, listen first and to speak next, humility. View full abstract»

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  • Systems engineering in an age of complexity

    Publication Year: 2004, Page(s):29 - 38
    Cited by:  Papers (2)
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    This work considers the creation of complex engineered systems (CES) and the systems engineering approach by which they are designed. The changing nature of the challenges facing systems engineering is discussed, with particular focus on the increasing complexity of modern systems. It is argued that modern complexity poses a major challenge to our ability to achieve successful systems and that thi... View full abstract»

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  • Deep smarts

    Publication Year: 2004, Page(s):3 - 10
    Cited by:  Papers (7)
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (157 KB)

    Deep smarts are not philosophical-they are not "wisdom" in that sense-but they are as close to wisdom as business gets. Throughout your organization, there are people with deep smarts. Their judgment and knowledge-both explicit and tacit-are stored in their heads and hands. Their knowledge is essential. The organization cannot progress without it. You will be a more effective manager if you unders... View full abstract»

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  • IEEE Engineering Management Review

    Publication Year: 2004, Page(s): 0_1
    Request permission for commercial reuse | PDF file iconPDF (178 KB)
    Freely Available from IEEE
  • Table of contents

    Publication Year: 2004, Page(s): 1
    Request permission for commercial reuse | PDF file iconPDF (191 KB)
    Freely Available from IEEE
  • It takes a team

    Publication Year: 2004, Page(s): 2
    Request permission for commercial reuse | PDF file iconPDF (211 KB) | HTML iconHTML
    Freely Available from IEEE
  • How to lead a self-managing team

    Publication Year: 2004, Page(s):21 - 28
    Cited by:  Papers (4)
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (51 KB)

    This work discusses the teams that are basically left to run themselves can be highly efficient and productive. To be successful, though, such autonomous groups require a specific type of external leadership. To get work done, many companies organize employees into self-managing teams that are basically left to run themselves with some guidance from an external leader. In fact, comprehensive surve... View full abstract»

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  • Turning around runaway information technology projects

    Publication Year: 2004, Page(s):97 - 112
    Cited by:  Papers (2)
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (15 KB)

    This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles. View full abstract»

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  • Engineering Management Calendar

    Publication Year: 2004, Page(s): 136
    IEEE is not the copyright holder of this material | PDF file iconPDF (15 KB)
    Freely Available from IEEE

Aims & Scope

The IEEE Engineering Management Review includes papers that are aimed at those engaged in managing research, development, or engineering activities.

Full Aims & Scope

Meet Our Editors

Editor-in-Chief

Gerard H. (Gus) Gaynor
 
3M Director of Engineering, Retired
1201 Yale Place No. 809
Minneapolis, Minnesota 55403
 
g.gaynor@ieee.org