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Engineering Management Journal

Issue 3 • Date June-July 2006

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Displaying Results 1 - 21 of 21
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  • Contents - Volume 16 - Issue 3

    Page(s): 2 - 3
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  • Review

    Page(s): 4 - 5
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  • Review

    Page(s): 6 - 7
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  • Reaping the rewards

    Page(s): 9
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  • From team to teams [venture capital]

    Page(s): 10 - 13
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (400 KB)  

    This article discusses the many challenges faced by venture capitalists when investing in start-up technology companies in the UK based on the experience of Jamie Urquhart, co-founder and CEO of ARM Holdings. View full abstract»

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  • Converting investment into profit [innovation productivity]

    Page(s): 14 - 17
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (648 KB)  

    This article addresses the five most immediate steps for any company struggling to realize a return on investment from their R&D activities. Each lever is designed to help companies ask the right questions in order to improve efficiency and drive change. View full abstract»

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  • Managing disruptive technologies [innovative technology]

    Page(s): 18 - 19
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (285 KB)  

    This paper explains how innovation and creative thinking can help established companies cope with the effects of disruptive technologies. View full abstract»

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  • Writing requirements for engineers [good requirement writing]

    Page(s): 20 - 23
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (384 KB)  

    This paper presents some characteristics and simple guidelines for how to write good project requirements. While the paper isn't comprehensive, it should give managers and engineers a working knowledge of what constitutes good requirements and how to develop them, whether their job is to write them, or build on them. The paper also presents some specific rules for writing good requirements and includes some common errors and traps caused by bad requirements. View full abstract»

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  • The power of purchasing

    Page(s): 24 - 27
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (380 KB)  

    This paper discusses the need for procurement professionals to take a radically different view of their role in an organization and break free from being relegated to managing the contracting process and other administrative or transactional roles in which they do little to add value to the process or to the business as a whole. View full abstract»

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  • Environment innovation [innovation management]

    Page(s): 28 - 30
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (380 KB)  

    This paper discusses how the right environment contributed to the success of CMR Fuel Cells, a UK developer of fuel cell stacks for portable and small stationary power generation applications. Because of the company's potential, CMR Fuel Cells was recently floated on the Alternative Investment Market (AIM). View full abstract»

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  • Slipstream to success

    Page(s): 32 - 33
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (258 KB)  

    First Page of the Article
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  • Choosing the right partner for technology wealth creation

    Page(s): 34 - 36
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (304 KB)  

    For organizations to have the ability to make money out of technology requires an essential process known as technology wealth creation (TWC). TWC is about more than sourcing venture capital and cash injections for the latest research. It's about having the advice and consultancy that helps decide how to optimize the value of intellectual property (IP). To generate income successfully from core IP, organizations need to ensure that their overall business and operational strategies are closely aligned. This is where TWC will prove useful. View full abstract»

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  • Is the China the promise land? [risk management]

    Page(s): 38 - 41
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (535 KB)  

    With a third of the world's population and a labor rate of only a few pounds a day, China appears both an extremely attractive market and the logical choice for production and sourcing. Quality of goods can be as high as from anywhere else in the world and substantial price increases appear unlikely in the next few years. However, not all companies can boast of success in China. Risks of counterfeiting, civil disturbance, corruption and interruptions to supply do exist. This paper attempts to show how such risks can be minimized and is based on the personal experience of an engineer sceptic, who now finds himself working for a firm recently acquired by a Hong Kong company with over 300,000 employees in China. View full abstract»

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  • The volunteer engineer: gaining skills abroad [valuing volunteering]

    Page(s): 42 - 43
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (296 KB)  

    This paper presents the results of a research conducted by the Chartered Management Institute and the international development agency Voluntary Service Overseas (VSO). The study shows that individuals who volunteer internationally develop expertise that addresses UK skills gap. It also shows that even though employers are quick to recognize the value of volunteering, individuals do not always market their new skills sufficiently when they return home. Based on interviews with 100 former VSO volunteers, it was found that international experience has a significant impact on skills development. A total of 80% believed they returned with expertise that they would not have gained in the UK. Almost all volunteers said they were now more capable of handling different cultures while three-quarters suggested they became better communicators. View full abstract»

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  • Benefits of overseas experience

    Page(s): 44 - 45
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (322 KB)  

    This paper demonstrates how the experience of working overseas can add value in broadening one's character and diversifying one's communication skills. Gaining overseas experience is advantageous in these times of global-scale thinking to have a greater awareness of the role of an engineer and to understand the benefits and pitfalls it can bring to developing countries. View full abstract»

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  • W. Edwards Deming - the first management engineer

    Page(s): 46 - 47
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (143 KB)  

    This paper discusses the contributions of W. Edwards Deming in the field of engineering management. Deming believed that successful managers need to have adequate knowledge in the fields of theory of variation, appreciation for a system, theory of knowledge, and psychology. Deming found that many organizations have barriers that prevent people from doing a good job. He identified a few of these barriers as the focus on short-term profits, the demoralization of workers through policies that rank and rate people, inconsistent instructions, inadequate training, poor tools, setting arbitrary numerical goals instead of developing methods for improvement, creating fear to speak up, fear to take risks, fear to ask questions, fear of ridicule and humiliation, and fear of change. View full abstract»

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  • Book Reviews

    Page(s): 48
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  • Letters to the Editor

    Page(s): 49
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Aims & Scope

Engineering Management magazine covers management methods, techniques and processes relevant to engineers, incorporating project management, marketing, finance, law, quality and responsibilities of the engineer in society.

Full Aims & Scope

Meet Our Editors

Editor-in-Chief
Dickon Ross
IET