DOCSLIB.ORG

Eggsercizer — “The World’S Smallest Exercise Machine” 243 Case 12: Decision Support for Stage–Gate Processes 273

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Eggsercizer — “The World’S Smallest Exercise Machine” 243 Case 12: Decision Support for Stage–Gate Processes 273 Strategic Technology Management b556_FM.qxd 3/28/2008 3:54 PM Page ii This page intentionally left blank Strategic Technology Management Building Bridges between Sciences, Engineering and Business Management (2nd edition) edited by George Tesar Umeå University, Sweden Steven W Anderson University of Wisconsin–Whitewater, USA Sibdas Ghosh Dominican University of California, USA Tom Bramorski University of Wisconsin–Whitewater, USA Imperial College Press ICP Published by Imperial College Press 57 Shelton Street Covent Garden London WC2H 9HE Distributed by World Scientific Publishing Co. Pte. Ltd. 5 Toh Tuck Link, Singapore 596224 USA office: 27 Warren Street, Suite 401-402, Hackensack, NJ 07601 UK office: 57 Shelton Street, Covent Garden, London WC2H 9HE British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library. STRATEGIC TECHNOLOGY MANAGEMENT Building Bridges between Sciences, Engineering and Business Management (2nd Edition) Copyright © 2008 by Imperial College Press All rights reserved. This book, or parts thereof, may not be reproduced in any form or by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval system now known or to be invented, without written permission from the Publisher. For photocopying of material in this volume, please pay a copying fee through the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, USA. In this case permission to photocopy is not required from the publisher. ISBN-13 978-1-86094-874-9 ISBN-10 1-86094-874-X ISBN-13 978-1-86094-926-5 (pbk) ISBN-10 1-86094-926-6 (pbk) Typeset by Stallion Press E-mail: [email protected] Printed in Singapore. PohHoon - Strategic Tech.pmd 1 7/23/2008, 7:10 PM b556_FM.qxd 3/28/2008 3:54 PM Page v This book is dedicated to: my Slunícko, the loving memory of my parents, Virginia and William Anderson, my wife Jayati, daughter Taumoha and son Moyukh Ghosh, and my wife, Loretta, and sons Charles and Michael. b556_FM.qxd 3/28/2008 3:54 PM Page vi This page intentionally left blank b556_FM.qxd 3/28/2008 3:54 PM Page vii Contents Introduction to the Second Edition ix Topic Area 1: Managing the Creative Process in a Cross-Functional Global Environment 1 Case 1: The WINDEX 1200: Aircraft Development 11 Case 2: Anderson Research Institute: Marketing of a New Technology 27 Case 3: Flatplains Robotics International 43 Topic Area 2: Product Concept Development in a Competitive Market Place 59 Case 4: Phytoremediation: A Natural Solution to Environmental Contamination 69 Case 5: Commercialization of Refractory Innovation 93 Case 6: Management Training Issues in Engineering-Driven Companies: The Case of Ultrahone, Inc 109 Case 7: The Rover Project: A Corporate Start-Up Within TechCo 127 Topic Area 3: Business Analysis and Market Potential 155 Case 8: Apple Construction Company: How to Stay Away from Low Bid Customers and Non-Valuable Dyadic Relations 167 Case 9: SSI Technologies (A) 183 Case 10: Lifton Hydra Team 207 Case 11: Eggsercizer — “The World’s Smallest Exercise Machine” 243 Case 12: Decision Support For Stage–Gate Processes 273 vii b556_FM.qxd 3/28/2008 3:54 PM Page viii viii Strategic Technology Management Topic Area 4: Getting a Product from the Laboratory to the Market 285 Case 13: Biosolutions Incorporated: A Company in Search of Financing 295 Case 14: Implementing ISO 22000 Standards to Enhance Safety in Food Supply Chains 315 Case 15: SH a.s.: A Company in Search of its Market Options 333 Case 16: Intuit ProSeries (A) 361 Case 17: Illustrated Items’ Immortal Etchants 385 Topic Area 5: Commercialization of New Technology 391 Case 18: New Product Launch and Marketing Research Findings 401 Case 19: Borono-198: New Product Marketing Strategy 413 Case 20: From Laboratory Bench to Marketplace — The “Chontrol®” Story: A Legacy to Government–Academia–Industry Partnerships 429 Integration of Material 439 List of Websites 449 Index 455 b556_FM.qxd 3/28/2008 3:54 PM Page ix Introduction to the Second Edition In a rapidly changing technological environment where introductions of new product ideas, concepts, and products in our society are ever more increasing phenomenon, it is even more important for scientists, engineers, and business managers to clearly and effectively communi- cate their ideas and expectations. In order to maintain and improve this communication process, we need to educate the next generation of managers to be able to not only communicate clearly and effec- tively, to understand each other’s problems, challenges, and obstacles, but also to work together side by side. This was the overall aim of our first edition. We discovered quickly that besides educating students in sciences, engineering, and business management to begin to understand each other, we were faced with comments and suggestions from practicing scientists, engineers, and business managers that they needed to develop their practices within this framework. Several large corporations found our approach useful in their in-house training programs. We received several comments from the management training programs offered by business schools in North America and in Europe regarding the value of the approach we are using and the importance of some of the cases included in the first edition. We also learned that several major technical universities used the first edition as a text in their senior policy programs; courses were attended by both science and engineering students and business management students. We were pleased with these comments. We also recognized, through book reviews and personal sugges- tions from colleagues who used the first edition, that some cases needed to be updated or changed. This is mainly due to recent changes in scientific and technological developments and in business practices. For the second edition, we have selected cases that reflect these developments. In the process of discussing the changes with our international colleagues, we were told that the first edition has also ix b556_FM.qxd 3/28/2008 3:54 PM Page x x Strategic Technology Management been used in training entrepreneurs interested in introducing their ideas to the market. Many of these entrepreneurs are medical doctors and instrumentation engineers who have more efficient ways of meas- uring certain events related to computerized medicine. The entrepre- neurs found the first edition useful in developing their understanding of moving an idea into the market. Since we introduced the first edition, the emphasis on green or renewable technology has increased dramatically. Areas of biology, chemistry, and ecology started to focus on green and renewable tech- nology with unprecedented rigor. In our own presentations and train- ing sessions, it became obvious that these two aspects of technology will play an important part in almost every field of scientific, engineer- ing and business management in the future. We decided to include cases that partially or fully focus on these developments. It is unfortu- nate that more cases have not been as readily available as we expected. The emphasis on integrating sciences, engineering, and business management is becoming rather international in scope. A number of technical and engineering programs in North America, Europe, Japan, and even Africa are gradually integrating business management concepts into scientific and engineering programs. Even medical pro- grams are introducing more quantitative decision-making in order to introduce more objectivity and the latest scientific knowledge into their practice. Computer modeling as a basis for decision-making is becoming routine in medicine today. These trends in medicine have stimulated a greater need for new computer-based products and serv- ice. An increasing number of specialists will have to be educated and trained to develop the necessary products and services for the medical profession, and also to determine their marketability. We see the second edition of this publication as contributing to this need. We wish to thank all our colleagues for their constructive com- ments, the reviewers who reviewed the first edition and provided us with their constructive comments and occasional criticism of the first edition, and also the anonymous reviewers for their constructive sug- gestions. In addition, we wish to thank our publisher, Imperial College Press and, especially, the editors in charge of our publication for their cooperation, comments, and patience. b556_Case-01.qxd 3/29/2008 4:56 PM Page 1 Topic Area 1 b556_Case-01.qxd 3/29/2008 4:56 PM Page 2 This page intentionally left blank b556_Case-01.qxd 3/29/2008 4:56 PM Page 3 Managing the Creative Process in a Cross-Functional Global Environment In order to be competitive and maintain its market position, firms need to manage more closely their existing products and strategically introduce new products. Since firms today operate in a highly com- petitive market place where they compete with firms that maintain global production capabilities and are faced with increasingly more informed consumers, they need to take a broader perspective con- cerning their innovation efforts, introduction of new technology, increased productivity, and improve the efficiency of their new prod- uct development programs. It is the new product development effort that is becoming an important segment of both technical and mar- keting management. To succeed in rapidly growing and globally com- petitive markets, firms must develop capabilities
Load more

Recommended publications
  • Repair Manual
    Repair Manual Showing Short Cuts and Methods for Repairing and Upkeep Durant and Star Cars FOUR CYLINDER MODELS JANUARY, 1929 DURANT MOTORS, Inc. BROADWAY AT 57th STREET NEW YORK CITY DURANT MOTOR CO. of NEW JERSEY DURANT MOTOR CO. of MICHIGAN Elizabeth, N. J. Lansing, Michigan DURANT MOTOR CO. of CALIFORNIA DURANT MOTOR CO. of CANADA, LTD. Oakland, Cal. Toronto (Leaside), Ontario 1 Blank page 2 WARRANTY E warrant each new DURANT and STAR motor vehicle so by us to be free from defects in material W under normal use and service, our obligation under this warranty being limited to making good at our factory any part or parts thereof which shall with ninety (90) days after delivery of such vehicle to the original purchaser be returned to us, transportation charges prepaid, and which our examination shall disclose to our satisfaction to have been thus defective, this warranty being expressly in lieu of all other warranties expressed or implied and of all other obliga- tions or liabilities on our part. This warranty shall not apply to any vehicle which shall have been repaired or altered outside of our factory in any way, so as in our judgment, to affect its stability or reliability, nor which has been subject to misuse, negligence or accident. We make no warranty whatever in respect to tires, rims, ignition apparatus, horns or other signaling devices, starting devices, generators, batteries, speedometers or other trade accessories, inasmuch as they are usually warranted separately by their respective manufacturers. We do not make any guarantee against, and we assume no responsibility for, any defect in metal or other material, or in any part, device, or trade accessory that cannot be dis- covered by ordinary factory inspection.
    [Show full text]
  • Cloud-Based Visual Discovery in Astronomy: Big Data Exploration Using Game Engines and VR on EOSC
    Novel EOSC services for Emerging Atmosphere, Underwater and Space Challenges 2020 October Cloud-Based Visual Discovery in Astronomy: Big Data Exploration using Game Engines and VR on EOSC Game engines are continuously evolving toolkits that assist in communicating with underlying frameworks and APIs for rendering, audio and interfacing. A game engine core functionality is its collection of libraries and user interface used to assist a developer in creating an artifact that can render and play sounds seamlessly, while handling collisions, updating physics, and processing AI and player inputs in a live and continuous looping mechanism. Game engines support scripting functionality through, e.g. C# in Unity [1] and Blueprints in Unreal, making them accessible to wide audiences of non-specialists. Some game companies modify engines for a game until they become bespoke, e.g. the creation of star citizen [3] which was being created using Amazon’s Lumebryard [4] until the game engine was modified enough for them to claim it as the bespoke “Star Engine”. On the opposite side of the spectrum, a game engine such as Frostbite [5] which specialised in dynamic destruction, bipedal first person animation and online multiplayer, was refactored into a versatile engine used for many different types of games [6]. Currently, there are over 100 game engines (see examples in Figure 1a). Game engines can be classified in a variety of ways, e.g. [7] outlines criteria based on requirements for knowledge of programming, reliance on popular web technologies, accessibility in terms of open source software and user customisation and deployment in professional settings.
    [Show full text]
  • Rulemaking: 1999-10 FSOR Emission Standards and Test Procedures
    State of California Environmental Protection Agency AIR RESOURCES BOARD EMISSION STANDARDS AND TEST PROCEDURES FOR NEW 2001 AND LATER MODEL YEAR SPARK-IGNITION MARINE ENGINES FINAL STATEMENT OF REASONS October 1999 State of California AIR RESOURCES BOARD Final Statement of Reasons for Rulemaking, Including Summary of Comments and Agency Response PUBLIC HEARING TO CONSIDER THE ADOPTION OF EMISSION STANDARDS AND TEST PROCEDURES FOR NEW 2001 AND LATER MODEL YEAR SPARK-IGNITION MARINE ENGINES Public Hearing Date: December 10, 1998 Agenda Item No.: 98-14-2 I. INTRODUCTION AND BACKGROUND ........................................................................................ 3 II. SUMMARY OF PUBLIC COMMENTS AND AGENCY RESPONSES – COMMENTS PRIOR TO OR AT THE HEARING .................................................................................................................. 7 A. EMISSION STANDARDS ................................................................................................................... 7 1. Adequacy of National Standards............................................................................................. 7 2. Lead Time ................................................................................................................................. 8 3. Technological Feasibility ........................................................................................................ 13 a. Technological Feasibility of California-specific Standards ..............................................................13
    [Show full text]
  • The Video Game Industry an Industry Analysis, from a VC Perspective
    The Video Game Industry An Industry Analysis, from a VC Perspective Nik Shah T’05 MBA Fellows Project March 11, 2005 Hanover, NH The Video Game Industry An Industry Analysis, from a VC Perspective Authors: Nik Shah • The video game industry is poised for significant growth, but [email protected] many sectors have already matured. Video games are a large and Tuck Class of 2005 growing market. However, within it, there are only selected portions that contain venture capital investment opportunities. Our analysis Charles Haigh [email protected] highlights these sectors, which are interesting for reasons including Tuck Class of 2005 significant technological change, high growth rates, new product development and lack of a clear market leader. • The opportunity lies in non-core products and services. We believe that the core hardware and game software markets are fairly mature and require intensive capital investment and strong technology knowledge for success. The best markets for investment are those that provide valuable new products and services to game developers, publishers and gamers themselves. These are the areas that will build out the industry as it undergoes significant growth. A Quick Snapshot of Our Identified Areas of Interest • Online Games and Platforms. Few online games have historically been venture funded and most are subject to the same “hit or miss” market adoption as console games, but as this segment grows, an opportunity for leading technology publishers and platforms will emerge. New developers will use these technologies to enable the faster and cheaper production of online games. The developers of new online games also present an opportunity as new methods of gameplay and game genres are explored.
    [Show full text]
  • Digital Resources Approved for Use in Academy District 20 As Of
    Digital Resources Approved for use in Academy District 20 as of August 20, 2021 Title URL of Resource SPII collected Link to Privacy Policy Link to Terms of Service 10 Frame Fill https://itunes.apple.c This software does http://www.classroo om/us/app/10-frame- not collect Student mfocusedsoftware.co fill/id418083871?mt= Data m/cfsprivacypolicy.ht 8 ml 123 NUMBER MAGIC https://itunes.apple.c This software does http://preschoolu.co http://preschoolu.co Line Matching om/us/app/123- not collect Student m/Privacy- m/Privacy- number-magic-line- Data Policy.html#.Wud5Ro Policy.html#.Wud5Ro matching/id46853409 gvyUk gvyUk 4?mt=8 123TeachMe https://www.123teac This software does https://www.123teac https://www.123teac hme.com/ not collect Student hme.com/learn_spani hme.com/learn_spani Data sh/privacy_policy sh/privacy_policy 12Bart http://www.bartontile First Name;#Last http://www.bartontile http://www.bartontile s.com/ Name s.com/Barton-Tiles- s.com/Barton-Tiles- App-Privacy-Policy.pdf App-Privacy-Policy.pdf 2080 Media https://www.nfhsnet This software does https://www.nfhsnet https://www.nfhsnet Inc/PlayOn Sports work.com/ not collect Student work.com/privacypoli work.com/termsofuse Data cy 270 to Win https://itunes.apple.c This software does https://www.270towi https://www.270towi om/us/app/270towin/ not collect Student n.com/privacy/ n.com/privacy/ id483161617?mt=8 Data 3 DS Max https://www.autodes First Name;#Last https://www.autodes Terms of Use k.com/products/3ds- Name;#Students don't k.com/products/3ds- max/overview need to make an max/overview account to use this.
    [Show full text]
  • Rapid, Continuous Movement Between Nodes As an Accessible Virtual
    Rapid, continuous movement between nodes as an accessible virtual reality locomotion technique HABGOOD, Jacob <http://orcid.org/0000-0003-4531-0507>, MOORE, David, WILSON, David and ALAPONT, Sergio Available from Sheffield Hallam University Research Archive (SHURA) at: http://shura.shu.ac.uk/18594/ This document is the author deposited version. You are advised to consult the publisher's version if you wish to cite from it. Published version HABGOOD, Jacob, MOORE, David, WILSON, David and ALAPONT, Sergio (2018). Rapid, continuous movement between nodes as an accessible virtual reality locomotion technique. In: IEEE VR 2018 Conference. IEEE, 371-378. Copyright and re-use policy See http://shura.shu.ac.uk/information.html Sheffield Hallam University Research Archive http://shura.shu.ac.uk Rapid, Continuous Movement Between Nodes as an Accessible Virtual Reality Locomotion Technique M. P. Jacob Habgood* David Moore David Wilson Sergio Alapont Steel Minions Game Studio Steel Minions Game Studio Steel Minions Game Studio Steel Minions Game Studio Sheffield Hallam University Sheffield Hallam University Sheffield Hallam University Sheffield Hallam University ABSTRACT The confounding effect of player locomotion on the vestibulo- In this paper, we examine an approach to locomotion which ocular reflex is one of the principal causes of motion sickness in maintains users’ continuity of motion by making rapid, continuous immersive virtual reality. Continuous motion is particularly movements between nodal waypoints. The motion is made at a problematic for stationary user configurations, and teleportation fast, linear velocity with instant acceleration and deceleration. has become the prevailing approach for providing accessible Continuous movements made with ‘real-world’ speeds and locomotion.
    [Show full text]
  • T I S ^ E ' Cottons CUSTOMIZED KITCHENS 0^
    : : ' I '■ ;:'vV WEDKBBDAY, FEBRUARY 2,.lO li' JL ffba Wahtlkir tfnnrlrrBtpr Eurntog frrtJh Avenga Dnflr KsC Prsss Ron I at P. a WsaBSa rue tha fairth •« ill- •■t. iWk t \ ^ 9 , 6 8 0 lawet by aaow aarty FtMay; e of «ka AniH FYMay, mow amy ebaago «a i lul Town / I V. ManehtSner— A tity of Vittage Charm midbi t I m k Pwxda’t Vuflon nMOtben t» iDMt tUa ave* MANCHESTER, CONN„ THURSDAY, FEBRUARY 3,1949 PRKJE FOUR CENTS StatTjO at the 8^^" VOL. LX \T n„ NO. 105 (TWENTY PAGES) AtMy cltaC^l. where they wli) SMART YOUNO H O ifB M leave for a lobogfan party. 'I ( . ■ ■ The 0* Troop 16, Olrl President Congratulates Retiring Generals floouta, wm ba omitted thto week. ENTIRTAIN IN Sharp Partisan Rows The next meeting held World Gets Notice . Thuraday, Fhbniary 10, under the l c a ! 3 e ^ 0* Mia. Lealle Hoyt and SaT^tawrence MacQUpln, In T IA P A R T Y St. Jamaa’a adUwl hall. RedMove Will Not •In Senate and House An Important btialneae meeting a t the CoamopoHtan Club will b e , held Friday attemoon at two Be Let Hurt Unity o'clock In the Federation room of j center church houae, when the | mambera will vote on the revtaed i On Budget, Housing by-lawa. A talk on the “Ro- Real ^Significance Seen ^nen of Silver” wlU foUow the, Norway’s Own — Imalneaa aenlon, and a large at­ In Acheson’s Rejec­ tendance of merabera le hoped for. tion of Stalin’s' Lat­ Democratic Floor Lead­ Mra.
    [Show full text]
  • A1.1 Strategy & Leadership
    INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF RWANDA CPA A1.1 STRATEGY & LEADERSHIP Study Manual 2nd edition February 2020, INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF RWANDA Advanced Level A1.1 STRATEGY & LEADERSHIP 2nd Edition February 2020 This Manual has been fully revised and updated in accordance with the current syllabus/ curriculum. It has been developed in consultation with experienced tutors and lecturers. © ICPAR All copy right reserved All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of ICPAR. Acknowledgement We wish to officially recognize all parties who contributed to revising and updating this Manual, Our thanks are extended to all tutors and lecturers from various training institutions who actively provided their input toward completion of this exercise and especially the Ministry of Finance and Economic Planning (MINECOFIN) through its PFM Basket Fund which supported financially the execution of this assignment Table Of Contents Units Title Page Introduction to the Course 6 1. Strategy process 9 Strategic Management and Operational Management 20 Perspectives on Strategy 22 The Marketing Dimension 22 The leadership and strategy leadership 48 2. The environment scanning and strategy position 53 Environmental Analysis 53 Assessing Strategic Capability 58 Measuring Stakeholder Expectations 63 3. Strategic choices 71 Corporate Level 71 Business Level 76 Strategy Development 83 4. Strategy implimentation and evaluation 87 Structure and Processes 87 Managing Key Enablers 95 Managing the Change Process 122 Understanding Groups and Teamwork 128 Organisational Communications 137 Project Management 143 Post stratgy evalution 150 5.
    [Show full text]
  • Sustainability Report
    Consolidated non-fi nancial 2019 statement pursuant to Legislative Decree No. 254 of 30th December 2016 Sustainability Report Dichiarazione consolidata di carattere non fi nanziario non fi consolidata di carattere Dichiarazione 2019 Unione di Banche Italiane Joint Stock Company in abbreviated form UBI Banca Spa Head Office and General Management: Piazza Vittorio Veneto 8, Bergamo (Italy) Operating offices: Bergamo, Brescia and Milan Member of the Interbank Deposit Protection Fund and the National Guarantee Fund Belonging to the IVA UBI Group with VAT No. 04334690163 Tax Code, VAT No. and Bergamo Company Registration No. 03053920165 ABI 3111.2 Register of Banks No. 5678 Register of Banking Groups No. 3111.2 Parent company of the Unione di Banche Italiane Banking Group Share capital as at 31st December 2019: EUR 2,843,177,160.24 fully paid up PEC address: [email protected] www.ubibanca.it This document has been written with no account taken of the public exchange offer on all the Bank’s shares launched by Intesa SanPaolo S.p.A. on 17th February 2020. The images reproduced in this document have been taken from the book entitled “Le nostre immagini, la nostra immagine” published by Mondadori in March 2020, which contains a collection of photos taken by Group employees in the photographic competition of the same name held in 2019. On the front cover: Oscar Babucci – Val di Chiana Consolidated non-financial statement pursuant to Legislative Decree No. 254 of 30th December 2016 Sustainability Report 2019 Letter to our Stakeholders Ever since its foundation, UBI has been very aware of and focused on sustainability issues.
    [Show full text]
  • Technical Energy Audit New Mexico State University Professional Services Contract #201302796-A
    Prepared for New Mexico State University Las Cruces, New Mexico Technical Energy Audit Professional Services Contract #201302796-A January 31, 2014 Technical Energy Audit New Mexico State University Professional Services Contract #201302796-A January 31, 2014 Prepared for New Mexico State University Las Cruces, New Mexico Presented by: Michael Boyer Mailing Address: Account Executive 60 East Rio Salado Parkway, Suite 1001 Ameresco, Inc. Tempe, Arizona 85281 P: 801.425.3421 Local Office: E: [email protected] 6100 Foulois Road, Building 737 Hill Air Force Base, Utah 04856 Technical Energy Audit Executive Summary Ameresco, Inc. (Ameresco) is pleased to submit this Technical Energy Audit (TEA) to New Mexico State University (NMSU). Based on our site visits, work, and observations throughout the Las Cruces campus, this TEA provides recommended energy conservation measures (ECMs) that would reduce energy and operational costs at 45 campus buildings and campus wide facilities. Ameresco developed this TEA based on NMSU’s Professional Services Contract #201302796-A and Ameresco’s site visits, workshops, and utility analysis and energy calculations. This TEA is intended to provide an overall representation of the potential for energy and operational savings at NMSU. Based on the data collected from site surveys, facility interviews, and other means, Ameresco identified several ECMs that could help NMSU reduce overall operational costs. ES.1 Energy Conservation Measures ECMs found to have the best financial performance or are high priorities for NMSU include: • ECM 1: Interior Lighting • ECM 2: Exterior Lighting • ECM 3: Exterior Pole Mounted Lighting • ECM 6: Retrocommissioning • ECM 7: Variable Air Volume Retrofit • ECM 10: Economizer Upgrade or Repair • ECM 12: Chilled Water Pump Bypass • ECM 26: Satellite Plant Energy Savings • ECM 28: MyEnergyPro™-OpsPRO • ECM 29: MyEnergyPro™-DashPRO • ECM 30: MyEnergyPro™-Optimization Model ES.2 Savings Total projected savings from implementing these ECMs are $1,278,725.
    [Show full text]
  • Participatory Gaming Culture
    Master thesis Participatory gaming culture: Indie game design as dialogue between player & creator Martijn van Best student ID: 3175421 [email protected] New Media Studies Faculty of Humanities UTRECHT UNIVERSITY Course code: 200700088 THE-Scriptie / MA NMDC Supervisor: Erna Kotkamp Second reader: René Glas DATE: March 28th, 2011 1 To Mieke 2 Abstract In this thesis I argue that the current dichotomy between indie game design and mainstream design based on commercial appeal versus creative audacity is non-constructive. Instead, I wish to investigate to what extent indie game designers are able to establish a personal dialogue with their audience through their game. I frame independent game design as a participatory culture in which indies alter and modify existing game design conventions through a practice called abusive game design. This is a concept developed by Douglas Wilson and Miguel Sicart. Players who wish to master (partially) abusive games, need to learn about the designer's intentions rather than the game system. I argue that a designer's visibility in this way allows for a dialogue between creator and player. However, in a case study of indie title Super Crate Box (2010), it appears that in order to maintain a sense of fun, certain conventions of mainstream game design need to be adhered to. Indie designers, who often have the most visible and personal relationship with their audience, need to navigate between their wish for a personal connection with players and user friendly, but 'faceless' design. Scaling the tipping point too much to the abusive side instead of the conventional one, may be counter to designers' wishes to create an enjoyable game.
    [Show full text]
  • Dissertation Pieces
    Information-intensive innovation: the changing role of the private firm in the research ecosystem through the study of biosensed data By Elaine M Sedenberg A dissertation submitted in partial satisfaction of the requirements for the degree of Doctor of Philosophy in Information Management and Systems in the Graduate Division of the University of California, Berkeley Committee in charge: Associate Professor Deirdre Mulligan, Co-Chair Professor John Chuang, Co-Chair Professor AnnaLee (Anno) Saxenian Professor Coye Cheshire Summer 2019 Information-intensive innovation: the changing role of the private firm in the research ecosystem through the study of biosensed data Copyright 2019 by Elaine M Sedenberg 1 Abstract Information-intensive innovation: the changing role of the private firm in the research ecosystem through the study of biosensed data by Elaine M Sedenberg Doctor of Philosophy in Information Management and Systems University of California, Berkeley Associate Professor Deirdre Mulligan, Co-Chair Professor John Chuang, Co-Chair In a world instrumented with smart sensors and digital platforms, some of our most intimate and information-rich data are being collected and curated by private companies. The opportunities and risks derived from potential knowledge carried within these data streams are undeniable, and the clustering of data within the private sector is challenging traditional data infrastructures and sites of research. The role of private industry in research and development (R&D) has traditionally been limited— especially for earlier stage research—given the high risk, long time horizons, and uncertain returns on investment. However, the information economy has changed the way Silicon Valley and other technology firms operate their business models, which has vast implications for how they respectively innovate.
    [Show full text]