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Managing Engineering and Technology   Third Edition Babcock and Morse ,[object Object],[object Object]
Advanced Organizer
Chapter Objectives ,[object Object],[object Object]
Planning ,[object Object],[object Object],[object Object],[object Object]
Planning (Amos and Sarchet) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Planning Process/Decision making process/ Scientific Method ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Planning Process Decision Making Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Planning ,[object Object],[object Object],[object Object],[object Object]
The Foundation for Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Planning Develop Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Planning Business a company is in Business a company wants to be in Business Portfolio Matrix Cash cows (milk profits) Stars (invest more) Large Small Dogs (eliminate) Slow-growth ??? (increase market) Fast-growth Market share MARKET
Strategic Mgmt. of Tech. (Jan/Feb’06 Q1a) ,[object Object],[object Object],[object Object],[object Object]
Goals and Objectives (G&O) again ( May/Jun’ 06 Q1a ) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Management by Objectives (MBO) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Should need effort to attain, quantifiable/verifiable, resources needed by sub. must be made available by sup., shouldn’t be for sole benefit of sup. Shouldn’t be to place blame on sub. Can estb. new objectives.
Some planning concepts ,[object Object],[object Object],[object Object],[object Object],[object Object]
Forecasting ,[object Object],[object Object],[object Object]
Why Forecasting? ,[object Object],[object Object],[object Object]
Long Range Forecasts ,[object Object],[object Object],[object Object]
Short Range Forecasts ,[object Object],[object Object],[object Object],[object Object]
Forecasting Methods ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Jan/Feb’06 Q1b and Pg82 textbook, 3-12, 3-13. 3-14 May/Jun’ 06 Q1b
Delphi Method ,[object Object],[object Object],[object Object]
Delphi Method, cont ,[object Object],[object Object],[object Object],[object Object],[object Object]
Delphi Method, cont ,[object Object],[object Object],[object Object]
Technological Forecasting Normative forecasting : desired future goal is set and process is worked back Exploratory forecasting : begins with current state of technology and extrapolates into the future. Ex.: Delphi method Good model for forecasting : S-curve method. Performance from new technology starts slowly, grows exponentially and eventually levels out

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Chapt03

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  • 11. Strategic Planning Business a company is in Business a company wants to be in Business Portfolio Matrix Cash cows (milk profits) Stars (invest more) Large Small Dogs (eliminate) Slow-growth ??? (increase market) Fast-growth Market share MARKET
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  • 24. Technological Forecasting Normative forecasting : desired future goal is set and process is worked back Exploratory forecasting : begins with current state of technology and extrapolates into the future. Ex.: Delphi method Good model for forecasting : S-curve method. Performance from new technology starts slowly, grows exponentially and eventually levels out