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Engineering Management Review, IEEE

Popular Articles (March 2015)

Includes the top 50 most frequently downloaded documents for this publication according to the most recent monthly usage statistics.
  • 1. Leading change: why transformation efforts fail

    Publication Year: 2009 , Page(s): 42 - 48
    Cited by:  Papers (30)
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (15 KB)

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  • 2. Project management tools

    Publication Year: 2014 , Page(s): 11 - 12
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (1706 KB)  

    People often ask what sort of tools a project manager needs to manage projects effectively and with a minimum of interruptions. Often linked to this question may be another; what skills, other than the basic PM skills covered in the PMBOK, should a PM have to be more effective. Basic tools, such as the Project Charter, Work Breakdown Structure, schedule, plans for risk, quality, communications, people, scope, time and cost management are becoming familiar tools for PMs. What else might be useful? This, to a certain extent, is project or project domain specific. But there are some tools that have a fairly broad applicability. View full abstract»

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  • 3. What leaders really do

    Publication Year: 2009 , Page(s): 18 - 28
    Cited by:  Papers (4)
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (15 KB)

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  • 4. Groupthink

    Publication Year: 2008 , Page(s): 36
    Cited by:  Papers (3)
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (15 KB)

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  • 5. Managing generation Y

    Publication Year: 2011 , Page(s): 6 - 18
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (10 KB)  

    This publication contains reprint articles for which IEEE does not hold copyright. You may purchase this article from the Ask*IEEE Document Delivery Service at http://www.ieee.org/services/askieee/. View full abstract»

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  • 6. Social network sites: definition, history, and scholarship

    Publication Year: 2010 , Page(s): 16 - 31
    Cited by:  Papers (6)
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (10 KB)

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  • 7. Social networking

    Publication Year: 2010 , Page(s): 2
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (142 KB)  

    IN this issue of EMR we look at the emergence of social networks that stem from modern communication tools. Driven by a need to share and collaborate, social networking is rapidly becoming a dominant way that we work with our colleagues, interact with our family, and conduct business transactions. The form that social networking tools and software have taken is not really what we expected when digital networks were designed and constructed. The speed that these tools have been adopted eclipses anything we've ever designed. Hardware design is increasingly driven by thinking about how a device will fit into existing social network systems. View full abstract»

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  • 8. Three business and societal cases for big data: which of the three is true?

    Publication Year: 2014 , Page(s): 7 - 9
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (550 KB)  

    A recent and high profile, forecast by IDC (International Data Corporation), predicts a $16 billion dollar industry for big data hardware, software and services in 2014. Growth in big data is expected to grow six times faster than general investments in information and computing technology. What could justify such an expense? Where is the business and decision-making value in this technology? What does such market growth say about the emerging use of big data in society? Let's attempt an overview of the variety of business cases made on behalf of big data. Perhaps after doing so we can gain clearer insight into who is using big data and how big data contributes value. An overview of the discussion suggests there are three distinct arguments, and a number of distinct variations within these arguments. We take a look at each of these arguments, treating each of these arguments as a thought experiment about the role of big data in society. Then we evaluate the respective merits of each argument in light of where actual expenditure seems to be occurring. View full abstract»

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  • 9. From social media to social customer relationship management

    Publication Year: 2013 , Page(s): 48 - 55
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  • 10. Managing technical professionals: how to react when you don't agree with the decisions that your management makes

    Publication Year: 2015 , Page(s): 6 - 7
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (716 KB)  

    This is a tough one and quite frankly it is one that I struggle with at times. As I try to write my thoughts on this I'm going to try and follow a logic but I might ramble at times, so please bare with me. View full abstract»

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  • 11. In praise of the incomplete leader

    Publication Year: 2009 , Page(s): 29 - 37
    Cited by:  Papers (4)
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (15 KB)

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  • 12. Increasing the ROI of social media marketing

    Publication Year: 2013 , Page(s): 17 - 23
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (10 KB)

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  • 13. Managing technical professionals: communication and interpersonal skills

    Publication Year: 2014 , Page(s): 3 - 4
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (72 KB)  

    The author implied that communication and people skills are a "must have" for technology managers, and mentioned that hearing the following from managers is not uncommon: "It's not the technical work that's challenging, it's the people stuff." The "stuff" that is being referred to here are the typical "people behaviors" you see in your teams: "John is in a mood today, keep your distance from him"; "can someone tell Shirley that she speaks too loud in her cubicle and I can't focus on my work?"; "Matt talks about religion at work and it offends me because I'm an atheist, he needs to stop talking about religion in the work place"; "Thelma took all the credit for the work that I did, and now everyone thinks she came up with that idea;" How many of you managers, have come across complaints such as these at work, and what have you done about them? The answer must be something besides "nothing;" or "I don't have time to deal with this childish behavior;" or "I have work to do." Communication and interpersonal skills go hand in hand and technology managers need to improve their skills for both. As a manager, you need to learn how to communicate because now your comments carry not only the message, but also its meaning. Communicating is in many ways simple and also very complex; listen and learn how to be quiet, think before you speak, allow freedom of expression, understand the issues of the situation under discussion, stay with the facts, and above all avoid the gossip. Sounds like something we can accomplish in ten easy lessons, but human nature, being what it is, somehow prevents us from following a simple process; it takes conscious effort to meet these simple requirements. View full abstract»

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  • 14. The project management office

    Publication Year: 2014 , Page(s): 12
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (75 KB)  

    MANY companies today have a function called the Project Management Office (PMO). Many do very significant project management without establishing this office. What is a PMO and what functions does it perform? In fact, there are at least three different models which are used for defining a PMO. The office can perform a support role for the organization, a controlling role for the projects or even be a directing force for the projects. View full abstract»

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  • 15. Project management office

    Publication Year: 2015 , Page(s): 15 - 16
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (307 KB)  

    Many companies have a department, called a Project Management Office, which works with the project managers in various ways. What is this Project Management Office, or PMO, and what do they do? View full abstract»

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  • 16. Applying Traits Theory of Leadership to Project Management

    Publication Year: 2007 , Page(s): 109
    Cited by:  Papers (2)
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (15 KB)

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  • 17. Why sustainability is now the key driver of innovation

    Publication Year: 2013 , Page(s): 30 - 37
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (10 KB)

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  • 18. Solutions for retaining generation Y employees in the workplace

    Publication Year: 2011 , Page(s): 46 - 52
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (10 KB)  

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  • 19. Impact of organizational culture on innovation

    Publication Year: 2013 , Page(s): 5 - 7
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (1719 KB)  

    What is organizational culture and how does it affect an organization's approach to innovation? Society applies the word innovation to actions and outputs that have no resemblance to innovation; if innovation includes everything, it is nothing. The latest brilliant idea is not an innovation, it's the seed of a possible invention; innovation is not the output of research, the output of research is invention. Innovation involves coming up with something new, something that, as yet, has not been reduced to practice, and that's called invention. So, as noted in previous articles, Innovation Invention Commercialization or Implementation; no commercialization or implementation, no innovation. View full abstract»

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  • 20. Excellent execution: production and operations management

    Publication Year: 2014 , Page(s): 13 - 15
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (285 KB)  

    In our last article, "Excellent Execution: A Hidden Competitive Advantage," we talked about the benefits that operational excellence confers on an organization and about the relationship between strategy and execution. This time, we'll look at another aspect of excellent execution, that of production and operations management. In future articles, we'll examine other aspects of excellent execution, including culture and people. I want to make two important points: (1) Excellent production and operations management requires integration among organizational units; and (2) Excellent production and operations management helps to create a more sustainable business. View full abstract»

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  • 21. Launching a successful career

    Publication Year: 2015 , Page(s): 20 - 21
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (682 KB)  

    After reading the first article in this series, you may have come to the conclusion that knowing something about management and business could be beneficial to your career whether you want to remain purely technical or migrate into management or start a business. Certainly it is nice to have the flexibility to make career moves to optimize productivity and, if necessary, avoid technical obsolescence. View full abstract»

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  • 22. Management of change

    Publication Year: 2013 , Page(s): 12 - 13
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (1694 KB)  

    Projects always bring change. The reason projects are undertaken is either to take advantage of an opportunity or to fix a problem. The opportunity might be that of offering a new product, or working in a more attractive environment. The problem might be improving processes, or some aspect of the project's product. In either case, the end result will be that things will be different for the customer of the project. The project brings change to someone. View full abstract»

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  • 23. Expanding professional opportunities

    Publication Year: 2015 , Page(s): 3
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (312 KB)  

    Drucker's quotation defines the requirements of what it means to lead . As members of the technology community, that forces us to think beyond technology because executing technology involves expanding vision, raising productivity and doing the unexpected. View full abstract»

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  • 24. Innovation as the strategic driver of sustainability: big data knowledge for profit and survival

    Publication Year: 2013 , Page(s): 14 - 22
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (834 KB)  

    Innovation has long been a central strategic focus of firms, and sustainability has recently become such a focus. We posit that innovation-across the value chain, in strategy, and in business models-is the central element of any truly sustainable business. Linking the theoretical models of Market Orientation (MO) and the Resource Based View of the Firm (RBV), purposive search directed through a Knowledge Based View (KBV) offers a schematic outline for how and where applications of big data analytics can facilitate innovation for long-term sustainability of the firm-for survival, profit, and dynamic fit with the changing environment. View full abstract»

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  • 25. IT doesn't matter

    Publication Year: 2004 , Page(s): 24
    Cited by:  Papers (60)
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (139 KB)

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  • 26. Disruptive technology: how Kodak missed the digital photography revolution

    Publication Year: 2013 , Page(s): 81 - 93
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  • 27. Tired of Disruption

    Publication Year: 2015 , Page(s): 11 - 12
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    Are you tired of hearing about disruption? If you're like us, then the answer is yes. It's not that the term disruptive innovation lacks merit???it is certainly a major contribution to strategic thought???but the term itself has been leeched of meaning through repeated misuse. View full abstract»

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  • 28. Excellent execution in new product development: reducing uncertainty

    Publication Year: 2015 , Page(s): 17 - 19
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (185 KB)  

    Product development managers often struggle to deliver products or projects on time. We'll consider ways of reducing uncertainty to help improve on-time delivery. View full abstract»

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  • 29. Enterprise 2.0: the dawn of emergent collaboration

    Publication Year: 2006 , Page(s): 38
    Cited by:  Papers (61)
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (15 KB)

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  • 30. Primal leadership

    Publication Year: 2009 , Page(s): 75 - 84
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  • 31. Accounting for project management activities

    Publication Year: 2014 , Page(s): 13 - 14
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (620 KB)  

    Defining the scope of a project clearly for the project manager, the team and other key stakeholders can require the use of multiple tools. The initial definition, which is high level, occurs in the Project Charter. The Charter mentions the product of the project and many of the management criteria such as the finish date, milestones with dates, budget, possibly risks, etc. As the planning progresses, the details of the project are fleshed out in the Scope Description. This is usually narrative, descriptive, and detailed. It addresses the product of the project, and also discusses how this will be achieved. Project Management functions must be included. To give us something more structured which can be used for determining some of the project parameters, the scope is then broken down into components in the Work Breakdown Structure (WBS). View full abstract»

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  • 32. Building a culture of innovation

    Publication Year: 2015 , Page(s): 73 - 79
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  • 33. Table of contents

    Publication Year: 2015 , Page(s): 1
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    Presents the table of contents for this issue of this magazine. View full abstract»

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  • 34. Big data and technology readiness levels

    Publication Year: 2014 , Page(s): 8 - 9
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (73 KB)  

    THERE has been a lot of recent discussion in the media concerning the concept of big data. Few if any of the applications of big data have addressed engineering management needs and concerns. In this short opinion piece we describe a particular application of big data to understanding technology readiness. We first introduce the topic of big data and technology readiness, and then describe the need for automated and distributed approaches to identify promising new technologies. Such a vision may be possible, but it may be a ways out. In the meanwhile we identify four tips to guide best practice while we await a fully functional system. View full abstract»

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  • 35. Reverse innovation, emerging markets, and global strategy

    Publication Year: 2014 , Page(s): 79
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  • 36. What's your social media strategy?

    Publication Year: 2013 , Page(s): 14 - 16
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  • 37. The hard side of change management

    Publication Year: 2014 , Page(s): 132
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  • 38. The 12 different ways for companies to innovate

    Publication Year: 2007 , Page(s): 45
    Cited by:  Papers (4)
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    First Page of the Article
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  • 39. Finding a product champion

    Publication Year: 2015 , Page(s): 8 - 10
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (578 KB)  

    In volume 42 issue No. 4; I concluded my comments regarding Mike's challenge with: as the project progresses, find a sponsor at the executive level willing to provide guidance and become the product champion among the organization's higher level managers and executives. View full abstract»

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  • 40. The Rise and Fall of Management Accounting

    Publication Year: 1987 , Page(s): 36 - 44
    Cited by:  Papers (4)
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  • 41. Managing technical professionals: work/life balance

    Publication Year: 2014 , Page(s): 3 - 4
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (653 KB)  

    At certain milestones of a project work/life balance may be weighed towards work. This is especially true during the initial planning phase of a project and towards the end of the project, when we are trying to complete delivery and close a project. For example, during IC design projects, it is typical that team members work late hours during the last month of a project. But, if late hours become the norm throughout the entire project, more team members will sustain some level of burn-out; if this becomes standard practice in the organization, soon we will start seeing more employees leaving the organization and seeking positions that allow them to have a higher-level work/life balance.The best way to help make this clear to your employees is to set an example. Remember that your team members are always watching you. If they see you working late every day including weekends and holidays, responding to e-mails late night, and what's worse, expecting immediate responses to those late night e-mails, your comments on the importance of work/life balance will suddenly become meaningless to them. If your actions contradict your words, use your communication skills to explain yourself. View full abstract»

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  • 42. Leadership, beyond project management

    Publication Year: 2011 , Page(s): 15 - 22
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (10 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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  • 43. What is effective management?

    Publication Year: 2011 , Page(s): 115 - 117
    Save to Project icon | Request Permissions | Click to expandQuick Abstract | PDF file iconPDF (591 KB)  

    This paper discusses about the definition of effective management. This definition varies from small business and a department of a large corporate structure. View full abstract»

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  • 44. 3D printing: the new industrial revolution

    Publication Year: 2013 , Page(s): 72 - 80
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  • 45. The future of leadership: combining vertical and shared leadership to transform knowledge work

    Publication Year: 2014 , Page(s): 95 - 107
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (51 KB)

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  • 46. A maverick Ceo explains how he persuaded his team to leap into the future

    Publication Year: 2012 , Page(s): 24 - 29
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  • 47. Why do employees resist change?

    Publication Year: 2009 , Page(s): 60 - 66
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  • 48. We're Not in Kansas Anymore, Toto: Mapping the Strange Landscape of Complexity Theory, and Its Relationship to Project Management

    Publication Year: 2008 , Page(s): 5 - 21
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  • 49. How to outsource product development and build great products

    Publication Year: 2015 , Page(s): 132 - 133
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  • 50. Group Development and Situational Leadership: A Model for Managing Groups

    Publication Year: 2008 , Page(s): 28
    Cited by:  Papers (1)
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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

Paul K. Bergey

The University of Melbourne
Department of Management & Marketing
10th Floor, 198 Berkeley Street
Victoria, 3010 Australia