The antagonistic effect of innovation development on system/venture achievement .

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The Impact of Technology Maturity. Innovation improvement exists in the connection of section a. furthermore, all things considered is the rest's of this presentation. ...
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Introduced By James W. Bilbro The unfavorable effect of innovation development on system/venture achievement – and how to relieve it Technology Readiness and Development Seminar April 28, 2005

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The objective of this presentation is: to give knowledge into the effect of innovation development on project/venture accomplishment to give an arrangement of devices that will yield data of basic significance to the fruitful improvement and implantation of innovation. Objective

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"1.a. The use of science, particularly to mechanical or business objectives*. b. The whole assortment of strategies and materials used to accomplish such targets." -The American Heritage Dictionary What is Technology? * or for NASA\'s situation space

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What is Technology? (proceeded with) Technology improvement exists with regards to section a. what\'s more, all things considered is the subject of the rest of this presentation. Building makes utilization of innovation inside the setting of part b. In this setting, innovation might be "old (antiquated)," "off-the-rack (industrially accessible)," or new (at different levels of development {TRLs})

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What is a Technology Readiness Level (TRL)? At its most essential, the TRL is a depiction of the development of a given innovation characterized by what has been done, under what conditions at a given point in time. In any case, the TRL is only one a player in the condition – it builds up the pattern. The more principal inquiry is what is required (regarding cost, calendar and hazard to move the innovation from where it is to where it should be. What\'s more, there is an authoritative part of innovation evaluation that addresses the capacity of an offered association to recreate an innovation independent of its development level.

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What is an Advancement Degree of Difficulty (AD 2 )? Advertisement 2 is a strategy for managing alternate angles past TRL, it is the depiction of what is required to move an innovation starting with one TRL then onto the next. It additionally considers: the authoritative viewpoints (capacity of an association to replicate existing innovation) manufacturability (MRL) Integration (IRL) Tools & offices (CRL)

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1. Society: What is Different about Managing Technology? There truly are four exceptionally particular social contrasts among the group required in any normal project. Researchers, who know everything to think about science and moreover ponder building and innovation. Engineers, who know everything to think about designing, ponder innovation and don\'t give a ****** about science.

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What is Different about Managing Technology? Technologists, who truly do know everything to know about innovation, recognize what they have to think about science and could do building on the off chance that they needed to. Others (counting Program Managers) Now the primary concern in the same manner as the initial 3 bunches is that they all concur that the fourth gathering doesn\'t know anything about anything – particularly Program Managers.

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2. Innovation versus Flight Hardware Development: What is Different about Managing Technology? These societies connect in a vastly different manner in an innovation program than they do in flight equipment advancement. In flight equipment advancement: Program supervisors are in control. Researchers are the clients. Designers take every necessary step. Technologists are off in their research center some place.

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In innovation advancement: What is Different about Managing Technology? Technologists are truly in control. Researchers are included in indicating out how the technologist needs do a reversal to essential standards. Architects are attempting to make sense of what the necessities are. Program directors are hauling their hair out attempting to get someone to give them a timetable.

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truly, in a flight equipment improvement, the procedure is ostensibly as takes after: What is Different about Managing Technology? Get prerequisites Develop a WBS Lay out the calendar Estimate the costs Receive financing Commence work Deliver the item

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The basic theory is worked around the way that necessities are achievable generally an alternate arrangement of necessities would have been given . There will design "issues" experienced being developed that must be settled, yet everything is "possible." This outlook consequently brings about straight arranging and relegates obligation regarding any postponements, cost invades, and so on as being clearly because of lacking definition (or acceleration) of necessities. What is Different about Managing Technology? In flight equipment advancement:

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In innovation improvement: What is Different about Managing Technology? Prerequisites are truth be told objectives that might be met. Advancement is not straight Parallel ways must be sought after Decision focuses must be built up in light of quantifiable parameters Schedules are along these lines set on the premise of "anticipated" times to resolve issues which are, best case scenario just halfway known. Costs (and in addition timetables) are at last managed by challenges experienced in overcoming issues that were unknown toward the start of the project.

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In innovation improvement: What is Different about Managing Technology? The hidden theory is based after MAXIMIZING THE PROBABILITY OF SUCCESS! Danger of disappointment increments as TRL abatements. Consequently, the probability of having the capacity to do create and consolidate innovation effectively is exceptionally needy upon the required innovation being at a status level similar with the accessible time and cash.

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In a late article in the Sloan Management audit, instability (danger) was separated into 4 classes: Variation Foreseen vulnerability Unforeseen instability (obscure questions) Chaos Program/venture Risk These four classifications of instability require distinctive methodologies from the administration group in the event that they are to be effectively determined.

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Characterizing the Uncertainty in Projects Type of Uncertainty Variation Cost, time and execution levels shift haphazardly, yet in an anticipated reach. A direct stream of composed assignments (hovers underneath) speaks to the basic way toward project culmination. Variety in errand times will bring about the way to move. Suspecting moves and working in cushions (triangles) helps the group to finish venture within a predictable reach.

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Outcome Decision Node X 1 Foreseen Certainty Chance Node X 2 Go X 3 X 4 No-go Characterizing the Uncertainty in Projects Type of Uncertainty A couple known elements will impact the task, yet in unsurprising ways. Significant task dangers, or "chance hubs" (circles), can be distinguished. Unexpected activities can be arranged (squares), contingent on real occasions and wanted outcomes (Xs).

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X 1 X 2 Go X 3 X 4 Unforeseen Chance hub X 5 X 6 Characterizing the Uncertainty in Projects Type of Uncertainty Unforeseen Uncertainty One or more real impact components can\'t be anticipated. The task group can even now define a choice tree that fittingly speaks to the major dangers and unexpected activities It must perceive an unanticipated chance hub when it happens and grow new contingency arranges halfway through the venture.

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? ? Portraying the Uncertainty in Projects Type of Uncertainty Chaos Unforeseen occasions totally nullify the undertaking\'s objective, arranging and approach. The undertaking group should consistently reclassify the venture\'s fundamental premises and make new decision trees in light of incremental learning. Medium-and long haul possibilities are not plannable.

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Uncertainty Profile Creating an instability profile of a system or undertaking can give important data with respect to what is required to deal with a project effectively. While there are a wide range of components that add to program/venture instability, a great case can be made for absence of innovation development being the prevailing segment in the last two classifications: Unforeseen Uncertainty Chaos.

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Uncertainty Profile Uncertainty profiles can be made taking into account Technology Readiness Levels in blend with their related Advancement Degree of Difficulty. Diverse Flight Programs will have distinctive vulnerability profiles relying on the sum and development of the advancements that must be implanted for the system to be effective and the trouble required in propelling the innovations to the point where they can be effectively mixed.

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TRL-1/AD 2 TRL-3/AD 2 TRL-6/AD 2 TRL-9/AD 2 Chaos Unforeseen Uncertainty Foreseen Uncertainty Variation Uncertainty Profile Beware

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What is included in Technology Assessment? It is a ceaseless, iterative procedure over the life of the project. It is a basic procedure that must start at the most punctual phase of a project. It is a two stage prepare: The exact determination of the Technology Readiness Levels (TRLs). The precise determination of the Advancement Degree of Difficulty (AD 2 ) i.e., the trouble connected with propelling an innovation starting with one TRL then onto the next.

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Architecture Studies And the Technology Assessment Process Architecture Studies System Design Concepts Requirements TRL/AD 2 Assessment Technology Development

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What is a Technology Readiness Level Assessment? It is the evaluation of the best in class of a given innovation in respect to the classifications depicted by the Technology Readiness Levels. For a framework, subsystem or component, the TRL for the entire is controlled by the most minimal TRL of its segments. At its most fundamental level, the TRL is a portrayal of what has been done at a given point in time. NB: Test results are basic to deciding TRLs. The tests must be done in the correct environment and the unit tried must be of a fitting scale and fide

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