Volume 2 Issue 1
Authors: Mei-Li You; Ying-Yi Lyu; Kun-Li Wen
Abstract: With the human being’s advances in technology and business economic growth, the consumption of material grows rapidly, and cause many environmental problems. If we can understand the importance of resource recycling, then, it can leave a clean space for future generations. Hence, the main purpose of the paper provides the Interpretive Structure Modeling (ISM) to analyze the hierarchy of influence factor in resource recycling. Based on the characteristic of ISM, it is one of the elementary mathematics models in kansei engineering, and the main function of ISM is to deal with complex issues. Firstly, the mathematics concept of ISM is presented. Secondly, a real example of environment field, which is the hierarchy analysis of major influence factor in resource recycling, is used as an example. Also in the paper, we develop a Matlab toolbox to verify the results. Through the actual analysis, the results not only can do hierarchical analysis to complex systems, but also clusters the system structure, which provides a method to solve our problem.
Keywords: Environmental problems, ISM, Hierarchy, Resource recycling, Kansei, Matlab
Authors: Germaine Watts; John J. Paciga; Robert Whitcher
Abstract: Management systems in engineering organizations typically focus on processes to control core work and meet quality standards. Recent emphasis on integrated management systems has largely maintained this approach, without creating new strategies for aligning key human system aspects of the organization. Senior executives who approach management system integration from a broader perspective that treats the human system as the “new technology” are more likely to develop resilient, sustainable organizations. This approach focuses on integrating the human system, management system processes, and technological systems in the specific context under which the organization operates. Current standards related to management systems do not adequately facilitate such integration. Successful systems are designed from the perspective of the work the organization needs to accomplish to achieve desired outcomes rather than from standards alone. The capacity to develop intelligent organizational systems depends on understanding key attributes, including stage of evolution of the organization, organizations as creative chains, and organizational diversity and capacity at different levels of the organization. Understanding and mitigating risks associated with common propensities within technical and engineering organizations enables the development of more adaptable, resilient organizations.
Keywords: Management; Integrated Management Systems; Intelligent Organizations; Human System; Organizational Evolution; Continual Improvement
Authors: Marc G. Millis
Abstract: A typical challenge of managing research projects is to decide how best to disburse limited resources to competing options to achieve the greatest overall progress. When it comes to seeking ‘game-changing’ advances, the situation is even more challenging. First, research aimed at revolutionary advancements is different from just innovation. On both the individual and organization level, it is natural to doubt the viability of new, unfamiliar concepts. Foresight is required to extend beyond the known in combination with rigor to make genuine progress. Additionally, such research can span multiple disciplines and different levels of progress and applicability. And lastly, on topics that appear far from fruition, available resources are minimal. To address these challenges and provide insights for managing projects aimed at ‘game-changing’ advances, historic lessons are compiled and condensed to provide a set of recommendations that include: combining vision and rigor, separate revolutionary research from taking care of existing business, devise prioritization criteria, break long-range goals into shorter-term tasks, judge rigor instead of feasibility, define success as gaining reliable knowledge, and embrace failures.
Keywords: Engineering Managment Education; R&D Strategies; Project Orgnaizaton; Leadership & Control; Planning & Forcasting; Innovation; Out-of-Box; Revolutionary; Breakthrough
Authors: Margaret Turton; Bruce R. Maxim
Abstract: This paper describes experiences teaching software engineering project courses at the University of Michigan-Dearborn during the past seventeen years. Modern game development involves significant software engineering effort. Students in these courses are required to work as members of small teams to complete software development projects. These projects proceed from requirements gathering to analysis, design, implementation, and delivery of products to real-world or academic clients. Perhaps one of the best ways to teach the importance of managing project resources is to allow students to manage real projects with serious development constraints including concrete deadlines. To improve students’ verbal and written communications skills and experience in teamwork and cooperative design projects, students are required to present frequent written and verbal reports as project milestones are completed. Final cumulative written reports and oral presentations are required of all teams at UM-Dearborn.
Keywords: Software Engineering; Game Design; Project Management; Interdisciplinary Teams