As our technological capabilities increase, engineers have an increasing obligation to address market (societal) needs efficiently and sustainably. Such efficiency and sustainability is derived from entrepreneurial aspects of engineering solutions. Therefore, along with being a proponent of scientific solutions to societal/market needs, engineers also have to be effective entrepreneurs. The effectiveness of an engineering solution is not only measured by its scientific sophistication, but also its usefulness and contribution towards market (societal) needs. However, engineers seldom undertake entrepreneurial thinking whilst developing technology solutions, most efforts being expended on scientific sophistication. This is mainly due to the lack of suitable analysis technique that would enable engineers to undertake such evaluation. In this paper, a quantified perspective based analysis technique for evaluation of entrepreneurial engineering solution is presented called the PEA Analysis method.
The document announces an upcoming two-day training course on engineering leadership and project management skills. It will be led by Gary Hinkle, an experienced R&D leadership trainer, and held on May 30-31, 2012 in Shanghai. The course aims to teach engineers and technical professionals skills for leading projects, driving innovation, and influencing others. Topics will include the differences between leadership and management, developing leadership abilities, effective communication and team management.
The Technology Radar - a Tool of Technology Intelligence and Innovation StrategyRené Rohrbeck
The document describes the Technology Radar tool used by Deutsche Telekom Laboratories to foster technology intelligence and innovation strategy. The Technology Radar identifies emerging technologies, assesses their relevance, and disseminates the information throughout the company. It aims to raise awareness of opportunities and threats, stimulate innovation, and increase absorptive capacity. Technologies are selected by scouts and evaluated based on factors like market impact and complexity. Results are shared as technology profiles, trends, workshops, and papers. The tool creates value by gaining executive attention, stimulating cross-unit collaboration, and introducing external perspectives to help guide innovation strategy. Lessons learned include choosing skilled scouts and using a portfolio approach to technology assessment.
Final chakradhar purohith proposal milieu analysis (without account data un...PMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines the importance of relational dimensions like social and political factors in winning proposals. An illustration shows how proposals can be characterized and assessed on technical, financial, social and political dimensions. Key stakeholders must work together to ensure high quality proposals that address both functional and relational classes. Future work includes better translating customer needs and measuring social/political dimensions.
The document proposes a process for integrating scenario planning and roadmapping to develop technology strategies, involving defining multiple future scenarios, formulating visions for a company's position in each scenario, synthesizing the visions into a common vision, and using this to structure a participatory technology roadmapping exercise to identify robust strategy options. The process is intended to bridge the flexibility of multiple scenario visions with the action orientation of roadmapping.
This document summarizes a white paper about analyzing the sustainable construction market in Poland. It discusses how sustainable buildings can improve employee health, well-being and productivity. The document proposes a framework to measure these organizational outcomes and relate them to the physical features and employee perceptions of sustainable buildings. A technical committee of Polish experts reviewed this framework presented by the World Green Building Council and found that it can be successfully applied in the local Polish market. The committee aims to encourage businesses to understand the real impacts buildings have on employees in order to realize financial benefits from improved health, well-being and productivity.
Technology scouting and how to exploit the periphery dbm workshopStefano Mizio
This document summarizes a presentation about technology scouting and how companies can exploit emerging technologies. It discusses how companies can identify discontinuous technological changes early to sustain technological leadership. It outlines a scouting process involving identifying potential technologies, selecting the most relevant, assessing them, and disseminating findings within a company. Examples discussed include cloud computing, mobile applications, carbon management, mobile health, and how scouting meetings and evaluations can be conducted. The presentation emphasizes that innovation and flexibility must coexist with efficiency and reliability for companies.
This document provides a summary of disruptive technologies and frameworks for identifying emerging technologies that could breakthrough. It discusses how disruptive innovations differ from incremental innovations in that they redefine markets and technologies in a non-linear way. Models for understanding disruptive innovations and their impact on organizations are explored. The document proposes an attributes-based framework for analyzing emerging technologies to predict which may be the next breakthrough, focusing on customer, portfolio, and competitor diagnostics. Several past disruptive technologies are reviewed as examples, and attributes of disruptive innovations like appealing to overserved or non-consumer customer groups are discussed.
This document provides information about technology roadmapping from Global Vision, an international open innovation group. It discusses Global Vision's approach to technology roadmapping, which involves partnering with companies to solve technical problems, accelerate R&D, and detect new markets. The document then provides an overview of technology roadmapping, including its history, definitions, typical objectives for corporate and industry roadmaps, and the use of market-driven and innovation-driven approaches. It concludes with discussing initial steps for roadmapping, including market and SWOT analyses as well as conventional and Global Vision's preferred approaches.
The document announces an upcoming two-day training course on engineering leadership and project management skills. It will be led by Gary Hinkle, an experienced R&D leadership trainer, and held on May 30-31, 2012 in Shanghai. The course aims to teach engineers and technical professionals skills for leading projects, driving innovation, and influencing others. Topics will include the differences between leadership and management, developing leadership abilities, effective communication and team management.
The Technology Radar - a Tool of Technology Intelligence and Innovation StrategyRené Rohrbeck
The document describes the Technology Radar tool used by Deutsche Telekom Laboratories to foster technology intelligence and innovation strategy. The Technology Radar identifies emerging technologies, assesses their relevance, and disseminates the information throughout the company. It aims to raise awareness of opportunities and threats, stimulate innovation, and increase absorptive capacity. Technologies are selected by scouts and evaluated based on factors like market impact and complexity. Results are shared as technology profiles, trends, workshops, and papers. The tool creates value by gaining executive attention, stimulating cross-unit collaboration, and introducing external perspectives to help guide innovation strategy. Lessons learned include choosing skilled scouts and using a portfolio approach to technology assessment.
Final chakradhar purohith proposal milieu analysis (without account data un...PMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines the importance of relational dimensions like social and political factors in winning proposals. An illustration shows how proposals can be characterized and assessed on technical, financial, social and political dimensions. Key stakeholders must work together to ensure high quality proposals that address both functional and relational classes. Future work includes better translating customer needs and measuring social/political dimensions.
The document proposes a process for integrating scenario planning and roadmapping to develop technology strategies, involving defining multiple future scenarios, formulating visions for a company's position in each scenario, synthesizing the visions into a common vision, and using this to structure a participatory technology roadmapping exercise to identify robust strategy options. The process is intended to bridge the flexibility of multiple scenario visions with the action orientation of roadmapping.
This document summarizes a white paper about analyzing the sustainable construction market in Poland. It discusses how sustainable buildings can improve employee health, well-being and productivity. The document proposes a framework to measure these organizational outcomes and relate them to the physical features and employee perceptions of sustainable buildings. A technical committee of Polish experts reviewed this framework presented by the World Green Building Council and found that it can be successfully applied in the local Polish market. The committee aims to encourage businesses to understand the real impacts buildings have on employees in order to realize financial benefits from improved health, well-being and productivity.
Technology scouting and how to exploit the periphery dbm workshopStefano Mizio
This document summarizes a presentation about technology scouting and how companies can exploit emerging technologies. It discusses how companies can identify discontinuous technological changes early to sustain technological leadership. It outlines a scouting process involving identifying potential technologies, selecting the most relevant, assessing them, and disseminating findings within a company. Examples discussed include cloud computing, mobile applications, carbon management, mobile health, and how scouting meetings and evaluations can be conducted. The presentation emphasizes that innovation and flexibility must coexist with efficiency and reliability for companies.
This document provides a summary of disruptive technologies and frameworks for identifying emerging technologies that could breakthrough. It discusses how disruptive innovations differ from incremental innovations in that they redefine markets and technologies in a non-linear way. Models for understanding disruptive innovations and their impact on organizations are explored. The document proposes an attributes-based framework for analyzing emerging technologies to predict which may be the next breakthrough, focusing on customer, portfolio, and competitor diagnostics. Several past disruptive technologies are reviewed as examples, and attributes of disruptive innovations like appealing to overserved or non-consumer customer groups are discussed.
This document provides information about technology roadmapping from Global Vision, an international open innovation group. It discusses Global Vision's approach to technology roadmapping, which involves partnering with companies to solve technical problems, accelerate R&D, and detect new markets. The document then provides an overview of technology roadmapping, including its history, definitions, typical objectives for corporate and industry roadmaps, and the use of market-driven and innovation-driven approaches. It concludes with discussing initial steps for roadmapping, including market and SWOT analyses as well as conventional and Global Vision's preferred approaches.
The document discusses several key concepts related to technology management and assessment including technology readiness levels (TRL), technology readiness assessment, technology forecasting techniques, and technology assessment methods. It provides an overview of each concept, describing TRLs as a method to determine technology maturity, the goals and process of technology readiness assessments. It also categorizes technology forecasting techniques and lists common methods used in technology assessments.
The document summarizes a research paper that examines the dynamics of technological change and evolution. It discusses how previous literature has viewed technological progress as following an S-shaped curve. However, the paper aims to test this assumption by studying 14 technologies across 4 markets. It develops hypotheses about the shape of technological progress curves, how competing technologies transition, and when performance intersects. The introduction outlines key questions around how technologies evolve, compete and are adopted.
SBI provided training to Samsung Advanced Institute of Technology (SAIT) to standardize its technology roadmapping processes and formats. SAIT developed over 40 technology roadmaps per year using different processes, with little collaboration between R&D programs. The training taught SBI's proven roadmapping framework to SAIT executives and managers. This would allow SAIT to better align its R&D programs with business needs and improve communication and efficiency.
Essential of Technology Entrep. & Innovation- Chapter three critical factors...Motaz Agamawi
In chapter three, we are discussing the critical factors of management of technology.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Technology can enhance human capabilities and improve outcomes across various domains like education, business and healthcare. It should be designed to serve social needs and achieve practical, functional results. While technology aims to benefit humanity, it sometimes leads to unexpected consequences that require careful consideration and management.
Technology management involves the planning, design, optimization, operation and control of technological products, processes and services. It includes assessing technologies, acquiring them internally or externally, absorbing the new technologies through assimilation and adaptation, and managing them over their lifecycle from development to decline. Effective technology management helps organizations gain competitive advantages through improved quality, reduced costs, increased flexibility and faster innovation.
This document discusses building a tech radar to assess existing and emerging technologies. It provides examples of personal, enterprise, and project tech radars. Key points include:
- A tech radar is a living document that evaluates risks and rewards of technologies
- It helps guide career, purchase, and technology decisions
- Personal and enterprise radars help avoid technology bubbles and balance innovation risks
- Project radars facilitate knowledge sharing and keeping people informed of technologies
- The document provides tips for defining categories and assessment cycles and executing radar development through group discussion.
This document discusses key factors in managing technology, including the importance of creativity, invention, innovation, research and development. It emphasizes that managing technology requires continuous efforts to create new technologies and bring novel products and services to market. While invention generates new concepts, innovation involves integrating existing technologies into new products and systems. Both are essential for technology development and application. The document also examines types of innovation, how to foster creativity, and the importance of timing when bringing innovations to market.
Technology management (MOT) involves the development, planning, implementation, and assessment of technological capabilities to achieve organizational strategic objectives. At the national level, MOT aims to ensure competitive technological advantage, while at the enterprise level, it focuses on gaining and maintaining a strong technological position to support competitive strategies. Key tasks of MOT at the enterprise level include technology planning, R&D management, and innovation management. Strategic management of technology (SMOT) adopts a long-term perspective and impacts all organizational levels and functions. An effective strategic technology management system (STMS) follows an eight-phase systems life cycle approach for strategic MOT.
The document discusses innovation management and related topics including:
1) Innovation management involves tasks like innovation within organizations, strategies, and forecasting technology.
2) Companies should strive to be innovative for competitive advantages like responding to changing consumer and market needs. However, companies may lack innovation due to factors such as high costs, fear of failure, or relying on existing business models.
3) Managing innovation requires considering an organization's structure and culture as well as promoting creativity among employees through techniques like brainstorming.
Current Trends in Product Development during COVID-19vivatechijri
This document summarizes current trends in product development during the COVID-19 pandemic. It discusses how the pandemic has accelerated existing trends like distributed product development teams collaborating online, as well as new trends like increased use of virtual prototyping and simulation to speed processes while limiting physical contact. Product development is increasingly integrating different technologies and balancing both technical and user requirements. Sustainability and the entire product lifecycle from design to end-of-life are also major considerations in current product development practices.
The document summarizes an engineering with management program that aims to develop both technical and business skills. It outlines the core areas covered in each year of study, including engineering themes like mathematics and mechanics, as well as management themes like accounting and project management. Graduates will be prepared for a wide range of careers in fields like consulting, product design, manufacturing, and engineering management due to their blended technical and business skills.
This document discusses theories and practices of industrial design. It begins by defining design as both a process and outcome, turning ideas into tangible things. Industrial design specifically refers to design used in business to create products. The document then discusses how industrial design contributes to innovation, particularly through product differentiation and variety. It emphasizes that industrial design is not an isolated activity, and requires integration and communication between designers and other functions like engineering, marketing, and management. The effects of different organizational structures on design integration are also examined.
Enterprise Architecture – A Tool for Business Innovation Realization in the E...theijes
Enterprises globally are undergoing business transformation. Organisations and corporate world have been
searching for ways to enhance their businesses in order to be agile and how development in information
technology (IT) can help them achieve this in today’s unstable economic climate. Large-scale changes in the
business affect operations, which in turn impact business systems. Changes in the underlying technology
infrastructure are often needed to enable business transformation. The study carried out shows that architecture
is the key to managing complexity and scale of change in the business. The method used is the integration of the
processes for strategic, business, operations, systems and technology planning in a way that also integrates with
other business and technology governance processes. Enterprise Architecture provides a framework to
describe, manage and align the various elements of an organisation such as business processes, information,
applications and technology and enables to understand the relationships between these elements and their
environment to better facilitate change. This article proposes enterprise architecture (EA) as an effective Tool
to Business Innovation Realization in the Enterprise.
Entrepreneurial Mindset for Engineering UndergraduatesEditorIJAERD
Engineering leverages engineering knowledge and is able to bring real value to the global marketplace,
particularly in the area of creative and disruptive technology capable of improving the lives of others on the global
marketplace. New product development creates both jobs and revenue for companies in the technology field; it is also the
engine that maintains the country's leading role in the world’s economy. Engineering education, therefore, must teach
engineers-to be how to be entrepreneurially minded so they can be key influencers in creating new products. This new
educational paradigm must include not only instruction in the technical fundamentals of engineering, but also incorporate
insight into the importance of customer awareness, an introduction to business principles, as well as a focus on societal
needs and values. These precepts need to be integrated into curricular as well as co- and extra-curricular activities. The
purpose of this literature review was to explore the importance of entrepreneurial mindset for engineering undergraduates to
develop their entrepreneurial intention
The document proposes a body of knowledge (BOK) for business engineering (BE). It begins by discussing the need for a common BOK for BE due to the changing responsibilities of managers. It then reviews literature on business engineering and identifies four related but distinct engineering approaches: industrial engineering, engineering management, enterprise engineering, and business engineering. The proposed BE BOK contains eight domains: strategy, organization, people, product/service development, technology, capability maturity, project management, and professional responsibility. It concludes by synthesizing the engineering approaches and emphasizing BE's focus on adopting systems approaches to design effective processes combining people, organization structure, and technology.
The document presents a conceptual model of a network engineering platform that connects research organizations, industry, and development organizations to improve the efficiency of commercializing research and development (R&D). An engineering platform serves as an intermediary between knowledge generation and technology development/production. The authors analyze definitions of key terms and propose evaluating technology platforms using a competitiveness coefficient calculated based on financing of innovation costs and value added. Professional, scientific, and technical activities platforms had the highest competitiveness coefficient of 0.177 based on Kazakhstan 2017 data, while construction platforms had the lowest of 0.039.
An Exercise to Promote and Assess Critical Thinking in Sociotechnical Context...Rachel Doty
This document describes an exercise developed to promote and assess critical thinking in engineering students regarding sociotechnical issues. The exercise asks students to predict impacts of a new technological product described in a news article. A rubric is used to grade student responses and distinguish between impacts versus other aspects like features. The exercise aims to help students attain ABET outcome (h) of understanding engineering solutions' impacts. Initial results found the short exercise increased first-year engineering students' ability to understand such impacts. The motivation is developing all three dimensions of technological literacy - knowledge, capabilities, and critical thinking - especially the underrepresented critical thinking dimension.
Integrating human relation skills into the curriculum of industrial technolog...IJITE
Technological devices are playing such a significant role in our lives that educators are incorporating
Ipads, smartphones, and even Skyping via these devices to educate our future generations. Managing the
utilization of this technology has become an important issue for businesses and proposes the question: how
is it possible to maintain good human relations with customers, clients and other businesses with all of the
technological advancements that often prevent face-to-face interaction? This paper addresses the value of
assimilating human relation skills into the curriculum of Industrial Technology related programs.
Additionally, this article provides an overview of Industrial Technology related programs and will also
address how to differentiate between Human Resource Development programs and Human Resource
Management programs.
The document discusses what skills and attributes employers look for in engineering graduates. It outlines that employers seek both technical engineering skills as well as soft skills like communication, teamwork, and problem solving. The role of engineers has evolved from a focus on hands-on skills in the 19th century to incorporating more science and research in the 20th century. Going forward in the 21st century, engineers need to be entrepreneurial and able to lead projects from concept to reality. Future engineering challenges will involve developing sustainable solutions for issues like energy, transportation, materials usage, and public health.
The document provides an introduction to industrial engineering, describing how industrial engineers organize human and physical resources to transform raw materials into goods and services through industrial processes in a way that optimizes productivity. It discusses how industrial engineering differs from other engineering disciplines in its focus on people and systems measured discretely. The objectives of industrial engineering are outlined as aiming to increase competitiveness and optimize manufacturing and service processes. Key responsibilities of industrial engineers are described as evaluating and optimizing company organization and operations, creating new businesses, and providing technical support to solve problems at local, regional and national levels.
The document discusses several key concepts related to technology management and assessment including technology readiness levels (TRL), technology readiness assessment, technology forecasting techniques, and technology assessment methods. It provides an overview of each concept, describing TRLs as a method to determine technology maturity, the goals and process of technology readiness assessments. It also categorizes technology forecasting techniques and lists common methods used in technology assessments.
The document summarizes a research paper that examines the dynamics of technological change and evolution. It discusses how previous literature has viewed technological progress as following an S-shaped curve. However, the paper aims to test this assumption by studying 14 technologies across 4 markets. It develops hypotheses about the shape of technological progress curves, how competing technologies transition, and when performance intersects. The introduction outlines key questions around how technologies evolve, compete and are adopted.
SBI provided training to Samsung Advanced Institute of Technology (SAIT) to standardize its technology roadmapping processes and formats. SAIT developed over 40 technology roadmaps per year using different processes, with little collaboration between R&D programs. The training taught SBI's proven roadmapping framework to SAIT executives and managers. This would allow SAIT to better align its R&D programs with business needs and improve communication and efficiency.
Essential of Technology Entrep. & Innovation- Chapter three critical factors...Motaz Agamawi
In chapter three, we are discussing the critical factors of management of technology.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Technology can enhance human capabilities and improve outcomes across various domains like education, business and healthcare. It should be designed to serve social needs and achieve practical, functional results. While technology aims to benefit humanity, it sometimes leads to unexpected consequences that require careful consideration and management.
Technology management involves the planning, design, optimization, operation and control of technological products, processes and services. It includes assessing technologies, acquiring them internally or externally, absorbing the new technologies through assimilation and adaptation, and managing them over their lifecycle from development to decline. Effective technology management helps organizations gain competitive advantages through improved quality, reduced costs, increased flexibility and faster innovation.
This document discusses building a tech radar to assess existing and emerging technologies. It provides examples of personal, enterprise, and project tech radars. Key points include:
- A tech radar is a living document that evaluates risks and rewards of technologies
- It helps guide career, purchase, and technology decisions
- Personal and enterprise radars help avoid technology bubbles and balance innovation risks
- Project radars facilitate knowledge sharing and keeping people informed of technologies
- The document provides tips for defining categories and assessment cycles and executing radar development through group discussion.
This document discusses key factors in managing technology, including the importance of creativity, invention, innovation, research and development. It emphasizes that managing technology requires continuous efforts to create new technologies and bring novel products and services to market. While invention generates new concepts, innovation involves integrating existing technologies into new products and systems. Both are essential for technology development and application. The document also examines types of innovation, how to foster creativity, and the importance of timing when bringing innovations to market.
Technology management (MOT) involves the development, planning, implementation, and assessment of technological capabilities to achieve organizational strategic objectives. At the national level, MOT aims to ensure competitive technological advantage, while at the enterprise level, it focuses on gaining and maintaining a strong technological position to support competitive strategies. Key tasks of MOT at the enterprise level include technology planning, R&D management, and innovation management. Strategic management of technology (SMOT) adopts a long-term perspective and impacts all organizational levels and functions. An effective strategic technology management system (STMS) follows an eight-phase systems life cycle approach for strategic MOT.
The document discusses innovation management and related topics including:
1) Innovation management involves tasks like innovation within organizations, strategies, and forecasting technology.
2) Companies should strive to be innovative for competitive advantages like responding to changing consumer and market needs. However, companies may lack innovation due to factors such as high costs, fear of failure, or relying on existing business models.
3) Managing innovation requires considering an organization's structure and culture as well as promoting creativity among employees through techniques like brainstorming.
Current Trends in Product Development during COVID-19vivatechijri
This document summarizes current trends in product development during the COVID-19 pandemic. It discusses how the pandemic has accelerated existing trends like distributed product development teams collaborating online, as well as new trends like increased use of virtual prototyping and simulation to speed processes while limiting physical contact. Product development is increasingly integrating different technologies and balancing both technical and user requirements. Sustainability and the entire product lifecycle from design to end-of-life are also major considerations in current product development practices.
The document summarizes an engineering with management program that aims to develop both technical and business skills. It outlines the core areas covered in each year of study, including engineering themes like mathematics and mechanics, as well as management themes like accounting and project management. Graduates will be prepared for a wide range of careers in fields like consulting, product design, manufacturing, and engineering management due to their blended technical and business skills.
This document discusses theories and practices of industrial design. It begins by defining design as both a process and outcome, turning ideas into tangible things. Industrial design specifically refers to design used in business to create products. The document then discusses how industrial design contributes to innovation, particularly through product differentiation and variety. It emphasizes that industrial design is not an isolated activity, and requires integration and communication between designers and other functions like engineering, marketing, and management. The effects of different organizational structures on design integration are also examined.
Enterprise Architecture – A Tool for Business Innovation Realization in the E...theijes
Enterprises globally are undergoing business transformation. Organisations and corporate world have been
searching for ways to enhance their businesses in order to be agile and how development in information
technology (IT) can help them achieve this in today’s unstable economic climate. Large-scale changes in the
business affect operations, which in turn impact business systems. Changes in the underlying technology
infrastructure are often needed to enable business transformation. The study carried out shows that architecture
is the key to managing complexity and scale of change in the business. The method used is the integration of the
processes for strategic, business, operations, systems and technology planning in a way that also integrates with
other business and technology governance processes. Enterprise Architecture provides a framework to
describe, manage and align the various elements of an organisation such as business processes, information,
applications and technology and enables to understand the relationships between these elements and their
environment to better facilitate change. This article proposes enterprise architecture (EA) as an effective Tool
to Business Innovation Realization in the Enterprise.
Entrepreneurial Mindset for Engineering UndergraduatesEditorIJAERD
Engineering leverages engineering knowledge and is able to bring real value to the global marketplace,
particularly in the area of creative and disruptive technology capable of improving the lives of others on the global
marketplace. New product development creates both jobs and revenue for companies in the technology field; it is also the
engine that maintains the country's leading role in the world’s economy. Engineering education, therefore, must teach
engineers-to be how to be entrepreneurially minded so they can be key influencers in creating new products. This new
educational paradigm must include not only instruction in the technical fundamentals of engineering, but also incorporate
insight into the importance of customer awareness, an introduction to business principles, as well as a focus on societal
needs and values. These precepts need to be integrated into curricular as well as co- and extra-curricular activities. The
purpose of this literature review was to explore the importance of entrepreneurial mindset for engineering undergraduates to
develop their entrepreneurial intention
The document proposes a body of knowledge (BOK) for business engineering (BE). It begins by discussing the need for a common BOK for BE due to the changing responsibilities of managers. It then reviews literature on business engineering and identifies four related but distinct engineering approaches: industrial engineering, engineering management, enterprise engineering, and business engineering. The proposed BE BOK contains eight domains: strategy, organization, people, product/service development, technology, capability maturity, project management, and professional responsibility. It concludes by synthesizing the engineering approaches and emphasizing BE's focus on adopting systems approaches to design effective processes combining people, organization structure, and technology.
The document presents a conceptual model of a network engineering platform that connects research organizations, industry, and development organizations to improve the efficiency of commercializing research and development (R&D). An engineering platform serves as an intermediary between knowledge generation and technology development/production. The authors analyze definitions of key terms and propose evaluating technology platforms using a competitiveness coefficient calculated based on financing of innovation costs and value added. Professional, scientific, and technical activities platforms had the highest competitiveness coefficient of 0.177 based on Kazakhstan 2017 data, while construction platforms had the lowest of 0.039.
An Exercise to Promote and Assess Critical Thinking in Sociotechnical Context...Rachel Doty
This document describes an exercise developed to promote and assess critical thinking in engineering students regarding sociotechnical issues. The exercise asks students to predict impacts of a new technological product described in a news article. A rubric is used to grade student responses and distinguish between impacts versus other aspects like features. The exercise aims to help students attain ABET outcome (h) of understanding engineering solutions' impacts. Initial results found the short exercise increased first-year engineering students' ability to understand such impacts. The motivation is developing all three dimensions of technological literacy - knowledge, capabilities, and critical thinking - especially the underrepresented critical thinking dimension.
Integrating human relation skills into the curriculum of industrial technolog...IJITE
Technological devices are playing such a significant role in our lives that educators are incorporating
Ipads, smartphones, and even Skyping via these devices to educate our future generations. Managing the
utilization of this technology has become an important issue for businesses and proposes the question: how
is it possible to maintain good human relations with customers, clients and other businesses with all of the
technological advancements that often prevent face-to-face interaction? This paper addresses the value of
assimilating human relation skills into the curriculum of Industrial Technology related programs.
Additionally, this article provides an overview of Industrial Technology related programs and will also
address how to differentiate between Human Resource Development programs and Human Resource
Management programs.
The document discusses what skills and attributes employers look for in engineering graduates. It outlines that employers seek both technical engineering skills as well as soft skills like communication, teamwork, and problem solving. The role of engineers has evolved from a focus on hands-on skills in the 19th century to incorporating more science and research in the 20th century. Going forward in the 21st century, engineers need to be entrepreneurial and able to lead projects from concept to reality. Future engineering challenges will involve developing sustainable solutions for issues like energy, transportation, materials usage, and public health.
The document provides an introduction to industrial engineering, describing how industrial engineers organize human and physical resources to transform raw materials into goods and services through industrial processes in a way that optimizes productivity. It discusses how industrial engineering differs from other engineering disciplines in its focus on people and systems measured discretely. The objectives of industrial engineering are outlined as aiming to increase competitiveness and optimize manufacturing and service processes. Key responsibilities of industrial engineers are described as evaluating and optimizing company organization and operations, creating new businesses, and providing technical support to solve problems at local, regional and national levels.
Design and Analysis of Runout Measuring Machine using Feaijtsrd
Industrial engineering is a branch of engineering which deals with the optimization of complex processes or systems. It is concerned with the development, improvement, implementation and evaluation of integrated systems of people, money, knowledge, information, equipment, energy, materials, analysis and synthesis, as well as the mathematical, physical and social sciences together with the principles and methods of engineering design to specify, predict, and evaluate the results to be obtained from such systems or processes. While industrial engineering is a traditional and longstanding engineering discipline subject to and eligible for professional engineering licensure in most jurisdictions, its underlying concepts overlap considerably with certain business oriented disciplines such as operations management. Depending on the subspecialties involved, industrial engineering may also be known as, or overlap with, operations management, management science, operations research, systems engineering, management engineering, manufacturing engineering, ergonomics or human factors engineering, safety engineering, or others, depending on the viewpoint or motives of the user. For example, in health care, the engineers known as health management engineers or health systems engineers are, in essence, industrial engineers by another name. Mr. Sandip Subhash Narkhede | Mr. Vijay Liladhar Firke | Mr. Dhruvakumar B. Sharma "Design and Analysis of Runout Measuring Machine using Fea" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd28028.pdf Paper URL: https://www.ijtsrd.com/engineering/mechanical-engineering/28028/design-and-analysis-of-runout-measuring-machine-using-fea/mr-sandip-subhash-narkhede
By Made Dana Tangkas and Adi Rizal Nidar, The Indonesia Automotive Institute (IAI).
The Indonesia Automotive Industry
Automotive Industry in Indonesia
Challenges of Automotive Industry
Business Engineering in the Automotive Industry
Opportunities for Business Engineering Graduates
Concluding Remarks
This document provides an introduction to an engineering course, including information about the instructor, course topics, and meeting schedule. It discusses what engineers do, exploring different engineering fields and technologies. It covers personal and professional ethics, where to find information, and the engineering design process. Key points include engineering aims to solve problems and improve life, there are many engineering disciplines, and engineers follow codes of ethics to act responsibly and benefit society.
The document provides an overview of engineering as a career and motivates students to pursue engineering. It discusses the opportunities available in various engineering fields like civil, mechanical, chemical, and computer engineering due to globalization. It highlights the roles of engineers in areas like infrastructure development, manufacturing, innovation, and knowledge-based work. The document outlines qualities needed to succeed as an engineer like interest in problem-solving, strong analytical and communication skills, and proficiency in math and science. It encourages students to explore engineering if they want to make an impact and solve real-world challenges through their work.
Engineering design process and its structure. Identification
and analysis of need, product design specifications, standards
of performance and constraints.
Searching for design concepts; morphological analysis,
brainstorming. Evaluation of design concepts for physical
reliability, economic feasibility and utility.
Detailed design; design for manufacture, assembly, shipping,
maintenance, use, and recyclability.
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PEA Analysis: A Perspective Approach to Entrepreneurship Analysis in Engineering
1. 2011 International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies.
International Transaction Journal of Engineering,
Management, & Applied Sciences & Technologies
http://www.TuEngr.com, http://go.to/Research
PEA Analysis: A Perspective Approach to
Entrepreneurship Analysis in Engineering
a*
Syamantak Saha
a
Information Architect Engineer
ARTICLEINFO A B S T RA C T
Article history: As our technological capabilities increase, engineers have
Received 23 August 2011
Accepted 02 November 2011 an increasing obligation to address market (societal) needs
Available online efficiently and sustainably. Such efficiency and sustainability is
25 December 2011 derived from entrepreneurial aspects of engineering solutions.
Keywords: Therefore, along with being a proponent of scientific solutions to
Entrepreneurship, societal/market needs, engineers also have to be effective
Perspective Analysis, entrepreneurs. The effectiveness of an engineering solution is not
Product Analysis.
only measured by its scientific sophistication, but also its
usefulness and contribution towards market (societal) needs.
However, engineers seldom undertake entrepreneurial thinking
whilst developing technology solutions, most efforts being
expended on scientific sophistication. This is mainly due to the
lack of suitable analysis technique that would enable engineers to
undertake such evaluation. In this paper, a quantified perspective
based analysis technique for evaluation of entrepreneurial
engineering solution is presented called the PEA Analysis
method.
2011 International Transaction Journal of Engineering, Management, &
Applied Sciences & Technologies. Some Rights Reserved.
1. Introduction
Engineers provide means for advancement of humanity by utilising scientific methods to
address the needs of society (market demand). From building bridges to software technologies,
engineers are involved in addressing the needs of society. Therefore, it is important that
engineers create new and innovative solutions. However, it is not sufficient that an engineer
*Corresponding author (Syamantak Saha). E-mail addresses: ssaha@zapaat.com. 2011
International Transaction Journal of Engineering, Management, & Applied Sciences & 569
Technologies. Volume 2 No.5 (Special Issue). ISSN 2228-9860. eISSN 1906-9642.
Online Available at http://TuEngr.com/V02/569-579.pdf
2. develop scientific solutions that are ultimately not utilised for society’s benefit. A scientific
invention is quite useless unless it is utilised appropriately for society's benefit, well beyond the
experimental tables of the laboratory. Hence, it is important that engineers appreciate the
entrepreneurship that exists inherently in engineering science. Without entrepreneurship,
engineers would not appreciate the actual deficiencies of society and the demands of the market,
and have the drive to present appropriate scientific solutions. An engineering solution is only
useful to society, if it can be presented in an entrepreneurial manner. Otherwise, such efforts
would only reduce to mere transactions in the scientific laboratory.
However, often engineers do not present an entrepreneurial solution to their innovation, as
majority of Engineering Students do not receive adequate training in Entrepreneurship [1]. It is a
common misconception that engineers are solely engaged in technical resolutions to real world
problems. However, engineers accurately measure, develop and present solutions that are
efficient, effective and sustainable for human development. Sociomaterial practices of business,
knowledge and institutional entrepreneurship are synergistic [2]. Hence, an engineering solution
is difficult to be presented effectively to society in an entrepreneurial manner by anyone else
other than an engineer. In this paper, a perspective based method to evaluate entrepreneurship in
engineering is presented, called the Perspective based Entrepreneurship Analysis (PEA) Method.
This method is developed to assist Engineers design and develop solutions that encompass
entrepreneurship in engineering.
1.1 Entrepreneurship in Engineering
Engineers address the market demand by finding scientific solutions that are for society’s
improvement. An engineering solution is useless unless it meets the market demands in a
sustainable and efficient manner. Similarly, any entrepreneurial approach has similar
considerations of acceptability and usefulness in society. Therefore, an engineer is an
entrepreneur who addresses the market demands through scientific approaches to existing
societal needs. Should the entrepreneurial elements and approach be compromised in an
engineer, the advancement of society would be correspondingly effected due to engineering of
unsustainable, inefficient and unuseful products.
Hence, effective engineers have effective entrepreneurial ability. Such ability and insight
would be reflected in the engineering solutions that are provided, bringing a direct societal utility
to the technology. If an engineer lacks such entrepreneurial abilities, then the solutions formed
would not reach its full potential within society, unable to efficiently meet the market demands.
1.2 Literature Review
Entrepreneurship learnings at Universities are a recent phenomenon [1][2][3][4][5].
Engineers were mainly trained in skills such as mathematics, physics and sciences, without much
570
Syamantak Saha
3. stress on entrepreneurship aspects of engineering in the curriculum. However, with the advances
of technology, the complications of sustainably delivering complex technological solutions can
be managed most effectively by personnel who fully understand such complexities. Hence, the
most effective managers of technology prove to be the engineers who develop such technology,
since the drive to be sustainable becomes increasingly interwined with the technological prowess
of the engineering solution. Hence, engineering business requires not only technology
development, but the actual delivery of such products and services to mankind. Separation of
engineering and entrepreneurship in technology solutions makes the technology unaware of the
market demands, defying the core objective of engineering - to address the needs of society.
Moreover, engineering business failures are often deemed as a technology failures, making
mankind wary of innovation and engineering.
National Science Foundation (NSF) recognises this need for entrepreneurship training to
engineers and has sponsored sessions at Universities [3]. Such education entailed engineers to
undertake a project where they develop a product/service and then present it to customers.
However, such efforts are a training session for engineers to learn how to sell their products.
Inevitably, this effort to market or sell an engineering product can be better undertaken by
marketing and business professionals, who are better taught to perform such activities.
Therefore, such training exercises for engineers are likened to an awareness of how marketing
and business work, incomplete of a university education on entrepreneurship. As engineers learn
mathematics at the core of engineering, entrepreneurship should similarly be included as part of
the core curriculum. It is inadequately addressed by a one-off sales and marketing training, as is
observed to be provided in such sessions. As an engineering student undertakes university
courses to educate the mind about technology, similar education should be undertaken to develop
the entrepreneurship skills of the engineer, without the traditional differentiation - technology is
for engineers and entrepreneurship is for business/marketing students, as such differentiation
becomes blurred with the increasing complexities of technology, falling upon the engineer to
resolve all business issues should and when technology fail. Hence, an engineer should be well
conversant and already proactive in the business of entrepreneurship in engineering, to create the
most efficient, sustainable and profitable innovative engineering business. Currently, engineers
are untrained on entrepreneurship aspects, despite the occasional sponsored sessions by
organisations such as the NSF. Surveys conducted confirm that engineering graduates feel that
they did not receive formal education in entrepreneurship [1].
Universities have developed courses for engineers that include subjects such as
entrepreneurship in engineering [4]. However, such curriculum involves undertaking couple of
*Corresponding author (Syamantak Saha). E-mail addresses: ssaha@zapaat.com. 2011
International Transaction Journal of Engineering, Management, & Applied Sciences & 571
Technologies. Volume 2 No.5 (Special Issue). ISSN 2228-9860. eISSN 1906-9642.
Online Available at http://TuEngr.com/V02/569-579.pdf
4. subjects on entrepreneurship. It still lacks the thorough business training for engineers, that is
given to marketing and business majors. Universities have mainly developed entrepreneurship
training for engineers with stress on creativity, innovation and leadership, without any mention
of business management [5]. Therefore, the core idea of how to develop entrepreneurial
engineering still remains undelivered to majority of engineering students.
1.3 Engineering with Entrepreneurship
An engineer realises a need in society and develops scientific solutions to address it. So for
an engineer to develop an entrepreneurial solution, he/she has to have a direct and relevant link
to the specific societal need that is being attempted to be addressed. The entrepreneurship in
engineering would therefore be derived from the strength of association of the engineering
solution to the societal needs and market demands that it addresses. A strong association would
have high entrepreneurship, and a weak association would have a corresponding low
entrepreneurship value.
Therefore, to engineer effectively with entrepreneurship, an engineer has to be able to
correlate and associate the perspectives of the societal needs (market demand) with the
perspectives of the engineering solution. A method to match such societal and engineering
perspectives would ultimately render a scientific solution that is entrepreneurial by virtue of its
usefulness and utility in society.
1.4 Purpose of this Paper
Engineers are directly responsible for the improvement and advancement of society. This
responsibility is undertaken by engineers in the development of innovative technology that
improves lives. However, increasingly, engineers need to provide such innovation in a
sustainable manner that meets market demands. Therefore, to only develop an innovative
solution has become partial to the responsibilities of the engineer. Now, an engineer also has to
ensure that the innovation is entrepreneurial, such that optimal benefit of the innovation can be
derived by humanity over time.
For an engineer to be entrepreneurial, it requires effort from university education to gaining
a thorough understanding of the demands of the industry. Therefore, the idea of engineering
ranges from a pure technical innovator to a full entrepreneur, depending on the interests of the
engineer, as the engineering discipline is embedded with seeds for both.
However, engineers have inherent understanding of entrepreneurship. Through the analysis
of the needs of society, an engineer develops and innovates technological solutions. This is the
same notion that drives sustainable entrepreneurship, where a business is profitable when it can
572
Syamantak Saha
5. meet the needs of society. Therefore, there is an intersection of the core values of
entrepreneurship and engineering, where both strive to identify the needs of society, assemble
appropriate resolution and make it available to society for its improvement.
Although engineers are well versed in the application of technology for benefit of mankind,
it can be further clarified if an engineer has a method to evaluate and validate an engineering
idea for its benefit to society. Mostly such assessment has involved the initiative of a
businessman and the technical capabilities of the engineer, the two amalgamating to form
sediments, although tangible, but not without the residue of inefficiencies.
Such that engineers can evaluate the entrepreneurship value of their innovation, this paper
introduces a method to directly co-relate innovation and engineering with societal benefits. It
adds to the existing body of knowledge by introducing a mathematical method for engineers to
consider.
2. Statistical Methods – PEA Analysis
Using a combination of human reasoning and statistical computation, extremely complicated
problems have been resolved [6][7]. Statistical methods have been successfully utilised to
address such complicated issues in several diverse areas [8][9].
PEN Analysis [10], provides a method to derive a quantitative value for a Perspective (P),
from Events (E) and Needs (N) that form the Perspective. It is formulated that the basis of every
Perspective is due to attributable Events and Needs, without which the Perspective would not
exist.
2.1 Formulas
A quantitative value of an Event (EVal) is a product of the probability of an Event occurring
and the confidence on this probability. Therefore, suppose a Perspective is held as:
Perspective
P1: Email is an efficient method of formal communication.
For this Perspective, the causing Events are that from the last ten occurrences of formal
communication via email, eight times, the communication was transmitted and received
successfully. Also, the confidence on this probability is 0.9. Therefore, a quantitative value for
the Event, or its EVal is:
*Corresponding author (Syamantak Saha). E-mail addresses: ssaha@zapaat.com. 2011
International Transaction Journal of Engineering, Management, & Applied Sciences & 573
Technologies. Volume 2 No.5 (Special Issue). ISSN 2228-9860. eISSN 1906-9642.
Online Available at http://TuEngr.com/V02/569-579.pdf
6. EVal = Chance of Occurrence * Confidence
= 8/10 * 0.9 = 0.72
A quantitative value for a Need (NVal) of an Organisation is the weightage attributed to the
Need according to the Perspective that it addresses. Hence, the Need for the above example
Perspective is to send formal communication efficiently. Therefore, the Need Value, or its NVal
is the weightage attributed to it of 0.7.
NVal = Organisational Weightage of Need from P1
= 0.70
As the Perspective P1 is formed of and directly related to the Event and the Need, it is
derived that: P is directly proportional to E and N: Therefore, the Perspective Value (PVal) is:
PVal = k * EVal * NVal [1]
where k is an arbitrary constant, to convert proportionality to equality. And,
PVal(Px) = k * ((PrE(E1)*wN(N1)) + .. + (PrE(En)*wN(Nn))) [2]
where E is an Event and N is a Need for the Organisation.
Hence, the Perspective Value of the Perspective P1 can now be calculated using formula 1
as:
PVal(P1) = EVal * NVal = 0.72 * 0.70 = 0.50
2.2 PEA Method Derivation
Let us assume that an Engineer identifies a societal need that can be addressed with a
scientific solution.
Societal/Market Need
SN: Societal Need to be addressed with Engineering
For this societal (market) need, let us assume that the corresponding perspectives are:
Standard Perspectives
SP1: Standard Perspective 1 for SN
SP2: Standard Perspective 2 for SN
SP3: Standard Perspective 3 for SN
SP4: Standard Perspective 4 for SN
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7. Using PEN Analysis, the perspective values (PVals) for the above Standard Perspectives are
calculated with the societal/market perceptions. Accordingly, let us suppose that the
corresponding PVals are calculated as:
PVals(Market)
PVal(MSP1): Perspective Value for SP1 attributed by market
PVal(MSP2): Perspective Value for SP2 attributed by market
PVal(MSP3): Perspective Value for SP3 attributed by market
PVal(MSP4): Perspective Value for SP4 attributed by market
Now, when an engineer develops a scientific solution to this Societal Need (SN), the value
on the Standard Perspectives (SP) as attributed by societal/market perceptions, has to be
compared with the value attributed by the engineer in the engineered solution. Suppose the PVals
on the Standard Perspectives for the engineering solution are calculated as:
PVals(Engineer)
PVal(ESP1): Perspective Value for SP1 attributed by engineer
PVal(ESP2): Perspective Value for SP2 attributed by engineer
PVal(ESP3): Perspective Value for SP3 attributed by engineer
PVal(ESP4): Perspective Value for SP4 attributed by engineer
Next, we proceed to calculate the Average of the Perspective Values for the two lists.
Avg(Market) = (PVal(MSP1) + PVal(MSP2) + PVal(MSP3) + PVal(MSP4))/4
Avg(Engineer) = (PVal(ESP1) + PVal(ESP2) + PVal(ESP3) + PVal(ESP4))/4
The Vicinity of two numbers reflect the proximity of the two numbers from each other.
Therefore, if we calculate the Vicinity of the two Averages, then we will find the degree of
match of the Standard Perspectives with that of the engineering solution.
X = Avg(Market)
Y= Avg(Engineer)
Vicinity = ((X-Y)/X) * 100
If the Vicinity is less than 25% then the engineering solution is entrepreneurial, as it
addresses the societal/market needs effectively, as reflected by the proximity of the perspective
values.
2.3 PEA Case Study: Entrepreneurship of an Email System
We can now proceed to further illustrate PEA Analysis with a case study that considers the
general innovation and engineering of an email system. The selected case study describes the
*Corresponding author (Syamantak Saha). E-mail addresses: ssaha@zapaat.com. 2011
International Transaction Journal of Engineering, Management, & Applied Sciences & 575
Technologies. Volume 2 No.5 (Special Issue). ISSN 2228-9860. eISSN 1906-9642.
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8. analysis that can be undertaken using PEA Analysis to evaluate the entrepreneurship value of the
engineering and innovation of email systems.
Societal/Market Need
SN: Send and receive messages via the internet
The Standard Societal Perspectives for this need are:
Standard Perspectives
SP1: Send and receive messages instantly
SP2: Send and receive messages at a low cost
SP3: Store messages that have been received and sent
SP4: Forward received messages with ease
Accordingly, we calculate the PVals for the above Standard Perspectives (SP) with
societal/market perceptions. These values can be collected by directly querying the customers in
the market and/or analysing related market data.
PVals(Market)
PVal(SP1) = 0.8
PVal(SP2) = 0.9
PVal(SP3) = 0.7
PVal(SP4) = 0.7
The identified societal need would have an entrepreneurial engineering solution if such a
solution closely matches the values attributed by the market to the Standard Perspectives. So, the
value attributed by the Engineer on the Standard Perspectives to form the Engineering solution,
is now calculated by analysing the Engineered product.
PVals(Engineer)
PVal(ESP1) = 0.7
PVal(ESP2) = 0.9
PVal(ESP3) = 0.7
PVal(ESP4) = 0.9
Next, the average values of the above lists are calculated.
Avg(Market) = (PVal(MSP1) + PVal(MSP2) + PVal(MSP3) + PVal(MSP4))/4
= (0.8 + 0.9 + 0.7 + 0.7)/4 = 3.1/4 = 0.78
Avg(Engineer) = (PVal(ESP1) + PVal(ESP2) + PVal(ESP3) + PVal(ESP4))/4
= (0.7 + 0.9 + 0.7 + 0.9)/4 = = 3.2/4 = 0.80
Vicinity = ((0.78 – 0.80)/0.78) * 100 = 2.5%
As the Vicinity value is less than 25%, the engineering solution meets the societal need to
send messages efficiently.
3. PEA Framework
A PEA Framework for Entrepreneurship analysis of Engineering solutions can now be
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9. presented in Figure 1.
Figure 1: PEA Analysis Framework for Entrepreneurship Analysis in Engineering Solutions.
4. Discussion
Often an Engineering solution is taken by its scientific merit, assuming that if a solution is a
scientific marvel, then it would automatically have a high market value. However, such
expectations of entrepreneurial engineering based on scientific merits, could become a
disappointment when presented to the market. When such engineering ventures become a failure,
it is thought that there were shortcomings in the technology and that the technology did not
provide adequately. However, it is not always clear as to what exactly the technology did not
provide. Seldom enough analysis and understanding of the entrepreneurship failures of
*Corresponding author (Syamantak Saha). E-mail addresses: ssaha@zapaat.com. 2011
International Transaction Journal of Engineering, Management, & Applied Sciences & 577
Technologies. Volume 2 No.5 (Special Issue). ISSN 2228-9860. eISSN 1906-9642.
Online Available at http://TuEngr.com/V02/569-579.pdf
10. engineering is undertaken that would provide a basis for improvement of entrepreneurial
engineering efforts.
As considerable effort is expended in developing an Engineering solution, it is important
that Engineers have an initial understanding of the expected entrepreneurship in the product.
Often, effort is given to making an engineering solution a scientific marvel, assuming the market
will automatically allocate a high demand to such products. However, this direct correlation
between scientific marvel and product success is not fully accurate. A critical aspect for the
success of any engineered product is how well it meets the market demands for a societal need.
When a product is developed with high affiliation to a market need, the expected success of the
product is much more than if it were based only on scientific marvel.
5. Conclusion
Engineers develop solutions that address a need of society. Therefore, it is essential that
engineers develop scientific solutions that are sustainable and presentable to society to address
such needs. Inherently, this brings about an entrepreneurial aspect to engineering solutions. If an
engineering solution is not entrepreneurial, then the need of the society is not appropriately met.
Hence, to develop an engineering solution, engineers need to consider such entrepreneurial
aspects in scientific solution design.
However, engineers mostly engage in solution development from a technical aspect.
Seldom, an engineer engages entrepreneurial aspects into their solution design. Should engineers
incorporate such aspects into their solutions, then the ultimate engineering for societal need
would be sustainable at the core towards the development of society.
Due to the lack of any analysis method to evaluate entrepreneurial aspects in engineering,
engineers often overlook such an important element in scientific solutions. In this paper, a
quantified perspective based evaluation technique for entrepreneurial engineering solutions is
presented, the PEA Analysis method. Using this technique, engineers can design and develop
solutions that incorporate the societal needs at the core, thereby rendering engineering solutions
that are sustainable and effective for human development.
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Syamantak Saha is an Information Architect and has worked as a consultant at several organisations. He
has a Bachelor of Computer Science and a Master of Engineering. Currently he is working towards his
doctorate and his research interest is in applied statistics for organisation management.
Peer Review: This article has been internationally peer-reviewed and accepted for publication
according to the guidelines given at the journal’s website. Note: The original
work of this article was accepted and presented at IAJC-ASEE International
Joint Conference on Engineering and Related Technologies sponsored by IAJC,
ASEE, and IEEE, venue at University of Hartford, USA during April 29-30,
2011.
*Corresponding author (Syamantak Saha). E-mail addresses: ssaha@zapaat.com. 2011
International Transaction Journal of Engineering, Management, & Applied Sciences & 579
Technologies. Volume 2 No.5 (Special Issue). ISSN 2228-9860. eISSN 1906-9642.
Online Available at http://TuEngr.com/V02/569-579.pdf