1. 1 Technology Implementation Dr. Khaled Bubshait

2. 2 Dr. Khaled Ahmed Bubshait Khaled Bubshait is a Professor of project/operations Management at King Fahd University of Petroleum and Minerals. He was the former Director of the Economic and Management Center at the Research Institute at KFUPM, Dhahran, Saudi Arabia. He received his undergraduate degree B.S in applied Civil Engineering (1976), his MBA from KFUPM(1978), and his PhD from Georgia State University, USA (1984). He published several articles in the area of project Management, operations Management, Total Quality Management, Business Incubator and SME Strategies. Also he led the project team for establishing a National Training Plan for the Kingdom of Saudi Arabia. He is also in the Editorial Board of the Business Process Reengineering & Management Journal and the Benchmarking Journal. And Dr. Bubshait was the former president pf the American Cost Engineer Arabian Gulf Section Tel. 0505842500

3. 3

4. 4 Technology Acquisition Technology acquisition is the process of taking ownership of technology. Once a company has ownership of a technology must implement it or insert it into an application within the company in order for the company to benefit from the technology. s

5. 5 It explores ……. The design of technology implementation project. Implementation problems Designing the project teams Parallel implementation Changes management Project Launch

6. 6 Technology Implementation Technology Transfer

7. 7 Transfer of Technology to R&D project From outside source. Transfer of Technology to & from the R&D project during the process. Transfer of Technology from the R&D project to commercializing unit for application during the process R&D project. Phases of Technology Transfer

8. 8 Technology Development Manage Internal Activities (R&D) Managing External Technology Acquisition Installing Developed Technology Implementing a New Project Implementing a New process Technology Implementation Projects

9. 9 Implementation Technology Development Projects launch trial testing Development concept Assessment Idea Use the seven stage process 1.Drive out uncertainty 2.Have informed decision making Technology Development

10. 10 Implementation Technology Development Projects Design project 1.Describe goals objective 2.Identify participant,roles, impacts 3.Design methods to deal with impacts 4.Completion dates Desired 5.Constraints 6.Break project into steps ( activities) 7.Identify milestones/ decision points 8.Design project path 9.Design Tracking methods 10.Identify persons responsible 11.Design project communication method. Implementing developed process technology

11. 11 Implementation Technology Development Projects Development Projects 1.Flow Chart 2.Milestones 3.Bar Chart 4.Network 5.S curves 6.Work Breakdown structure 7.Control methods 8.Project teams 9.Integration system 10.Project organization Tools for developing technology Implementing

12. 12 PROJECT LEADER SKILLS LEADERSHIP HUMAN SKILL TECHNICAL EXPERTISE

13. 13 LEADERSHIP SKILLS HONESTY INTEGRITY ENERGY ENTHUSIASM COURAGE OPTIMISM CHARISMA

14. 14 LEADER STYLES TRANSFORMATIONAL DIRECTIVE CONSIDERATION

15. 15 LEADERSHIP STYLE & PROJECT TYPES STYLEALL PROJECT R&DDEVELOP- MENT TRANSFOR- MATION.33.37.25 DIRECTIVE.25.03.35 CONSIDER- ATION.26.20.16

16. 16 DIFFERENCES BETWEEN THE BOSS & THE LEADER LEADER BOSS

17. 17 BOSS COMPARED TO LEADER DRIVES HIS PEOPLE INSPIRES PEOPLE BOSS †††††††††††LEADER

18. 18 BOSS †††††††††††LEADER BOSS COMPARED TO LEADER DEPENDS ON AUTHORITY (FORMAL) DEPEND ON GOOD WILL (INFORMAL RELATIONSHIP)

19. 19 BOSS ††††††††††† LEADER BOSS COMPARED TO LEADER EVOKES FEAR RADIATES LOVE

20. 20 BOSS ††††††††††† LEADER BOSS COMPARED TO LEADER SAY I SAY WE

21. 21 BOSS ††††††††††† LEADER BOSS COMPARED TO LEADER KNOWS HOW IT IS DONE DONE (NO DEEP UNDERSTANDING) KNOWS HOW TO DO IT

22. 22 BOSS ††††††††††† LEADER BOSS COMPARED TO LEADER SHOW WHO IS WRONG (BLAME) SHOW WHAT IS WRONG (IDENTIFY PROBLEM)

23. 23 BOSS ††††††††††† LEADER BOSS COMPARED TO LEADER DEMANDSRESPECT(ASKING) COMMANDS RESPECT (EARNS)

24. 24 PROJECT TEAM DEVELOPMENT

25. 25 CHARACTERISTIC OF EFFECTIVE TEAMS HIGH PERFORMANCE OBJECTIVE S ARE CLEARLY DEFINED OBJECTIVES COINCIDE WITH REQUIREMENTS MEMBERS ARE HIGHLY INTERDEPENDENT

26. 26 DIFFERENCE OF OPINION ENCOURAGED HIGH TRUST LEVEL HIGH INTEREST IN TEAM PROCESSES HIGH ENERGY LEVELS AND ENTHUSIASM RESPECT FOR EVERYONE CHARACTERISTIC OF EFFECTIVE TEAMS

27. 27 TO BUILD EFFECTIVE PROJECT TEAM  DEVELOP A REALISTIC PRIORITY LEVEL. (CHOICES)  SHARE EXPECTATIONS  ESTABLISH OPERATING GUIDELINE

28. 28 BARRIERS TO TEAM DEVELOPMENT  DIFFERING OUTLOOKS, PRIORITIES, INTEREST, JUDGMENT OF TEAM MEMBERS  ROLE CONFLICTS  OBJECTIVES / OUTCOME NOT CLEAR  DYNAMIC PROJECT ENVIRONMENT  LACK OF TEAM DEFINITION & STRUCTURE

29. 29 HIDDEN SIDE OF PROJECT MANAGEMENT FRUSTRATION

30. 30 HIDDEN SIDE OF PROJECT MANAGEMENT FEAR & APPREHENSIONS

31. 31 HIDDEN SIDE OF PROJECT MANAGEMENT PROJECT MANAGEMENT MISREADING THE EVENTS WITHIN TEAMS

32. 32 HIDDEN SIDE OF PROJECT MANAGEMENT PROJECT MANAGEMENT PERCEPTION OF ISSUES

33. 33 COMMUNICATION HIDDEN SIDE OF PROJECT MANAGEMENT

34. 34 HIDDEN SIDE OF PROJECT MANAGEMENT PROJECT MANAGEMENT LOW COMMITMENT/ MOTIVATION

35. 35 HIDDEN SIDE OF PROJECT MANAGEMENT SUBTLE SABOTAGE

36. 36 THE HUMAN IMPACT ON PROJECTS PROJECT PRODUCTIVITY

37. 37 THE HUMAN IMPACT ON PROJECTS PROJECT QUALITY

38. 38 THE HUMAN IMPACT ON PROJECTS PROJECT SCHEDULE ESTABLISH PREPARE PLAN OF ACTION SCREENING REQUEST PRE CONTRACTING ACTIVITIES FINALIZE BID SLATE MGMT. APPROVAL CONTRACTORS DEVELOP RESPONSE BID SLATE MGMT. APPROVAL 1/2 321 PREPARE MGMT. SUBMITTAL MGMT. REVIEW SUBMIT 11 1 25242 PREPARE CONTRACT DRAFT REVISE CONTRACT DRAFT REVIEW CONTRACT DRAFT PREPARE JOB EX. MEETING RELEASE BID PACKAGE JOB EX. MEET ING

39. 39 THE HUMAN IMPACT ON PROJECTS PROJECT COST

40. 40 RECOMMENDATIONS FOCUS ON HUMAN-SIDE OF PROJECT MANAGEMENT

41. 41 RECOMMENDATIONS ADOPT THE RIGHT LEADERSHIPSTYLE FOR THE RIGHT PROJECT

42. 42 RECOMMENDATIONS ENCOURAGE TEAM PROCESS & DIFFERENCE OF OPINIONS

43. 43 RECOMMENDATIONS MAINTAIN INTEGRITY & COMMAND RESPECT

44. 44 RECOMMENDATIONS STOP CONTROLLING PEOPLE, START LEADING THEM

45. 45 RECOMMENDATIONS FOCUS ON BUILDING TRUST