IEEE Technology and Engineering Management Society Body of Knowledge (TEMSBOK) E-Book
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- Herausgeber: John Wiley & Sons
- Kategorie: Wissenschaft und neue Technologien
- Serie: IEEE Press Series on Technology Management, Innovation, and Leadership
- Sprache: Englisch
IEEE Technology and Engineering Management Society Body of Knowledge (TEMSBOK) IEEE TEMS Board of Directors-approved body of knowledge dedicated to technology and engineering management The IEEE Technology and Engineering Management Society Body of Knowledge (TEMSBOK) establishes a set of common practices for technology and engineering management, acts as a reference for entrepreneurs, establishes a basis for future official certifications, and summarizes the literature on the management field in order to publish reference documentation for new initiatives. The editors have used a template approach with authors that instructed them on how to introduce their manuscript, how to organize the technology and area fundamentals, the managing approach, techniques and benefits, realistic examples that show the application of concepts, recommended best use (focusing on how to identify the most adequate approach to typical cases), with a summary and conclusion of each section, plus a list of references for further study. The book is structured according to the following area knowledge chapters: business analysis, technology adoption, innovation, entrepreneurship, project management, digital disruption, digital transformation of industry, data science and management, and ethics and legal issues. Specific topics covered include: * Market requirement analysis, business analysis for governance planning, financial analysis, evaluation and control, and risk analysis of market opportunities * Leading and managing working groups, optimizing group creation and evolution, enterprise agile governance, and leading agile organizations and working groups * Marketing plans for new products and services, risk analysis and challenges for entrepreneurs, and procurement and collaboration * Projects, portfolios and programs, economic constraints and roles, integration management and control of change, and project plan structure The IEEE Technology and Engineering Management Society Body of Knowledge (TEMSBOK) will appeal to engineers, graduates, and professionals who wish to prepare for challenges in initiatives using new technologies, as well as managers who are responsible for conducting business involving technology and engineering.
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Table of Contents
Cover
Table of Contents
Series Page
Title Page
Copyright Page
A Note from the Series Editor
About the Editors
TEMSBOK Co‐editors and Steering Committee
About the Contributors
Prologues of the
TEMSBOK
Sections and Chapters
Introduction to
TEMSBOK
Structure of the Publication
Section 1: Business Analysis
1 Profitability Analysis and Financial Evaluation of Projects
1.1 Profitability Analysis of Projects (Knowledge Area Fundamentals)
1.2 The Three Most Commonly Used Profitability Analysis Methods
1.3 Managerial Flexibility in Projects (Real Options)
1.4 Additional Issues to Take Into Consideration in Profitability Analysis
1.5 Summary and Conclusions
1.A Appendix 1. Ranking of Projects by the Payback Method and the NPV Method
1.B Appendix 2. On Simulation-Based Profitability Analysis
References
2 Fintech and Consumer Expectations: A Global Perspective
2.1 Technology Fundamentals
2.2 Antecedents and Context
2.3 Digital Expectations for Consumers in the Financial Industry
2.4 The Tech in Fintech
2.5 Blockchain Technology
2.6 Benefits and Disadvantages of the Technology
2.7 Real Examples and Use Cases
2.8 Recommended Tool Box
2.9 Summary and Conclusions
References
Section 2: Strategy
3 Strategic Roadmapping for Technological Change
3.1 Fundamentals of Technology Management, Innovation, and Strategy
3.2 Recommended Toolbox and Benefits
3.3 Realistic Examples and Use Cases
3.4 Summary and Conclusions
References
Tutorials, reports, and websites
Section 3: Leadership
4 Guided Continuous Improvement (GCI)
4.1 Agile Methods/Frameworks Are Only a Good Start
4.2 Organizational Transformation: Context Counts
4.3 Continuous Improvement
4.4 Guided Continuous Improvement
4.5 Applying Guided Continuous Improvement at Multiple Levels
4.6 Summary and Conclusions
References
5 Leading and Managing Optimal Working Groups, the Belbin Methodology
5.1 The Academic Foundations of the Belbin
®
Methodology
5.2 Operation of the Methodology and Benefits of Its Application
5.3 Real Examples
5.4 Some Recommended Uses for the Belbin
®
Methodology
5.5 Conclusions and Takeaway
References
Section 4: Innovation
6 Managing Innovation
6.1 Knowledge Area Fundamentals
6.2 Managing Approaches, Techniques, and Benefits to Using Them
6.3 Real Examples
6.4 Recommended Best Use
6.5 Summary and Conclusions
References
7 Innovation and R&D
7.1 Introduction
7.2 The Innovation Triad
7.3 The Organization
7.4 The People
7.5 The Environment
7.6 Case in Point
7.7 Practical Tip
7.8 Innovation, Research, and Business
7.9 Monetizing Innovation
7.10 Case in Point
7.11 Value in Innovation
7.12 Value Alignment
7.13 Top‐Line and Bottom‐Line Innovation
7.14 Success Factors for Innovation in Business
7.15 Scope for Innovation
7.16 Case in Point
7.17 Internal and External Innovation
7.18 Conclusion – The Innovation Conundrum
Further Reading
8 Women in Technology and Innovation
8.1 Introduction
8.2 The Changing Landscape
8.3 Methodology and Recommendations
8.4 Conclusions
References
Section 5: Entrepreneurship
9 Roadmap for Entrepreneurial Success
9.1 Introduction
9.2 Preparation
9.3 Initiation
9.4 Traction
9.5 Growth
9.6 Exit
9.7 Conclusion
References
10 Toward Smart Manufacturing and Supply Chain Logistics
10.1 Introduction
10.2 Smart Manufacturing and Logistics: Knowledge Area Fundamentals
10.3 Case Analysis: Lessons Learned
10.4 Summary and Conclusions
References
Section 6: Project Management
11 Project Management
11.1 Introduction
11.2 Content
11.3 Knowledge Area Fundamentals and Examples
11.4 Summary and Conclusions
Reference
Further Reading
12 Project Plan Structure
12.1 Knowledge Area Fundamentals
12.2 Managing Approaches, Techniques, and Benefits of Using Them
12.3 Realistic Examples
12.4 Recommend the Best Use and Focused Decisions to Identify the Adequate Approaches and Techniques for Particular Cases
12.5 Summary and Conclusions
References
Section 7: Digital Disruption
13 The Evolution of Smart Sustainable
Abbreviations
13.1 Digital Transformation and Smart Sustainable Cities
13.2 Smart Sustainable Cities Standardization Requirements: Reimagining Data‐Driven Practices
13.3 Conclusion
References
14 Wireless 5G (The 5G Mobile Network Standard)
14.1 Introduction
14.2 Knowledge Area Fundamentals
14.3 Managing Approaches, Techniques, and Benefits to Using Them
14.4 Realistic Examples
14.5 Recommended Best Use and Focused Decisions to Identify the Most Adequate Approaches and Techniques for Particular Cases
14.6 Beyond 5G, Toward 6G
14.7 Summary and Conclusions
References
15 The Internet of Things and Its Potential for Industrial Processes
15.1 Knowledge Area Fundamentals
15.2 Managing Approaches, Techniques, and Benefits to Using Them
15.3 Realistic Examples
15.4 Recommended Best Use and Focused Decisions to Identify the most Adequate Approaches and Techniques for Particular Cases
15.5 Summary and Conclusions to Takeaway
References
16 Trends in Robotics Management and Business Automation
16.1 Introduction
16.2 Industries and Enterprises Utilizing Robotics Management
16.3 Some Trends on Robotics Manipulators
16.4 Trends on Mobile Robots
16.5 Trends on Drone Robots
16.6 Trends in Robots Applied to Health
16.7 Robotics Technology Management: How to Choose Robots for Health
16.8 Conclusions
References
17 Healthcare Through Data Science – A Transdisciplinary Perspective from Latin America
17.1 Introduction – Data Science in Healthcare
17.2 e‐Health – A Transdisciplinary Approach to Management
17.3 Machine Learning and Predictive Analytics – Case Study of Cardiometabolic Diseases in Liver Transplantation
17.4 Conclusions
References
Section 8: Digital Transformation
18 Digital Transformation Enabled by Big Data
18.1 Introduction
18.2 Basic Fundamentals
18.3 Managing Approaches, Techniques, and Benefits of Big Data
18.4 Realistic Examples
18.5 Summary and Conclusions
Further Reading
19 Digital Reality Technology, Challenges, and Human Factors
19.1 Introduction
19.2 Knowledge Area Fundamentals
19.3 Managing Approaches, Techniques, and Benefits to Using Them
19.4 Realistic Examples
19.5 Summary and Conclusions
References
20 Digital Reality – Digital Twins
20.1 Introduction
20.2 Knowledge Area Fundamentals
20.3 Managing Approaches, Techniques, and Benefits to Using them
20.4 Realistic Examples
20.5 Summary and Conclusions
Further Reading
Section 9: Security
21 Bitcoin, Blockchain, Smart Contracts, and Real Use Cases
21.1 Introduction to Bitcoin and Cryptocurrencies
21.2 Introduction to Blockchain
21.3 Blockchain Features
21.4 Types of Blockchain
21.5 Smart Contracts
21.6 Examples and Characteristics of Smart Contracts
21.7 Blockchain Benefits
21.8 Blockchain for Business
21.9 Decide to Build a Blockchain Solution
21.10 Considerations in a Project Based on Blockchain
21.11 Real Use Cases of Blockchain Solutions
21.12 Risk and Opportunities
21.13 Summary and Conclusions
Further Reading
22 Cybersecurity
22.1 Introduction
22.2 History of Cybersecurity
22.3 Who Are the Attackers
22.4 Malicious Actor Motivations
22.5 History of the Threat Landscape
22.6 Attack Surface
22.7 Technology Shifts Cause Cyber Threat Shifts
22.8 Evolution of Cybersecurity
22.9 Risk‐Base Approach to Patch Management
22.10 Cybersecurity Strategy and Models
22.11 Risk‐Based Approach to Cybersecurity
22.12 Cybersecurity Frameworks
22.13 New Defense Ideas
22.14 Summary
References
23 Cybersecurity Standards and Frameworks
23.1 Introduction, Cybersecurity Fundamentals
23.2 Business Impact and Risk Management
23.3 Cybersecurity Methodologies and Standards: State‐of‐the‐Art
23.4 Cybersecurity Building Blocks
Further Reading
Section 10: Data Science
24 Information‐Enabled Decision‐Making in Big Data Scenarios
24.1 Introduction
24.2 Knowledge Area Fundamentals
24.3 Prominent Methods for IEDM Strategy Implementation
24.4 Quality of Information
24.5 Application Example of an IEDM Process Based on Causal Modeling
24.6 Conclusions
References
25 Data Management
25.1 Introduction
25.2 Knowledge Area Fundamentals
25.3 Managing Approaches, Techniques, and Benefits to Using Them
25.4 Realistic Examples
25.5 Recommended Best Use and Focused Decisions to Identify the Most Adequate Approaches and Techniques for Particular Cases
25.6 Summary and Conclusions
References
Section 11: Legal and Ethics
26 Innovating with Values. Ethics and Integrity for Tech Startups
26.1 Introduction
26.2 Startups in Innovative Ecosystems
26.3 Emerging Risks and Threats
26.4 Ethics by Design
26.5 Writing the Code of Ethics for My Startup
26.6 Summary and Conclusions
References
Index
End User License Agreement
List of Tables
Chapter 1
Table 1.1 Cash in‐ and outflows for years 0–8 and the sum of in‐ and outflo...
Table 1.2 Discount factors with a 12% opportunity cost of capital and the c...
Table 1.3 Net present value calculation for a project with a 12% discount r...
Table 1.4 Calculating the IRR is setting the NPV to zero and finding the co...
Table 1.5 Nominal payback time for the project is over five years.
Table 1.6 Present value payback time for the project is over eight years.
Table A1.1 Analyzing and ranking three projects with the payback method.
Table A1.2 Analyzing the same three projects with the NPV method.
Chapter 3
Table 3.1 Examples of implementing technology roadmaps.
Chapter 4
Table 4.1 Summarizing the persona technique.
Chapter 6
Table 6.1 Components of the innovative organization.
Table 6.2 Climate factors influencing innovation.
Table 6.3 Benefits and challenges of applying open innovation.
Table 6.4 Use and usefulness of criteria project screening and selection....
Table 6.5 Search strategies for wider exploration.
Table 6.6 Tools for development and implementation.
Table 6.7 Groups of innovation management practices (IMPs).
Chapter 10
Table 10.1 Characterization of craft production system.
Table 10.2 Impact of the Ford system on production cycle times.
Table 10.3 Characterization of mass production.
Table 10.4 TOC way vs. fordism and TPS.
Table 10.5 Lean production vs. mass production and craft production.
Table 10.6 Analytical framework of the smart manufacturing and supply chain...
Chapter 13
Table 13.1 Smart Sustainable City Cycle – key steps.
Chapter 23
Table 23.1 Risk matrix example.
Table 23.2 ISO/IEC reference.
Table 23.3 NIST control families.
Chapter 24
Table 24.1 QoMI framework: syntactic, semantic, and pragmatic general‐purpo...
Chapter 26
Table 26.1 Roles and main features of stakeholders in innovative ecosystems...
Table 26.2 Integrity program.
List of Illustrations
Introduction to TEMSBOK
Figure I.1 The main sections of
TEMSBOK
, including technology tracks and sho...
Chapter 1
Figure A2.1 Illustration of a profitability simulation.
Left:
100 simulated ...
Chapter 3
Figure 3.1 Strategic process development.
Figure 3.2 Technology roadmap template.
Chapter 4
Figure 4.1 Team effectiveness when successfully adopting an agile framework....
Figure 4.2 A contextualized transformation strategy.
Figure 4.3 The continuous improvement process.
Figure 4.4 Comparing CI and GCI.
Figure 4.5 Disciplined Agile’s Explore Scope process goal diagram.
Figure 4.6 Disciplined Agile’s Secure Funding process goal diagram.
Figure 4.7 The Disciplined Agile FLEX workflow for value streams.
Chapter 6
Figure 6.1 A process to manage innovation.
Figure 6.2 Sources and triggers of innovation.
Figure 6.3 Reducing market and technological uncertainty during implementati...
Figure 6.4 Business Model Canvas.
Chapter 7
Figure 7.1 Innovation triad.
Figure 7.2 Innovation and business.
Figure 7.3 Research process.
Figure 7.4 Innovation process.
Figure 7.5 Business process.
Figure 7.6 Research, innovation, and business.
Figure 7.7 Monetizing innovation.
Figure 7.8 Innovation in business.
Figure 7.9 Value in innovation.
Figure 7.10 Top‐line and bottom‐line innovation.
Figure 7.11 Top‐line and bottom‐line, revenue vs. cost.
Figure 7.12 Components of successful innovation.
Figure 7.13 Scope of innovation.
Figure 7.14 Functions and innovation.
Chapter 8
Figure 8.1 Wages as an accelerator for achieving the UN Sustainable Developm...
Chapter 9
Figure 9.1 Five stages of an entrepreneurial journey.
Figure 9.2 Lean canvas framework © http://Leanstack.com.
Figure 9.3 Risk classification.
Chapter 10
Figure 10.1 DBR system.
Figure 10.2 Disruptive technologies.
Figure 10.3 Production and supply systems (finished goods and services).
Figure 10.4 Customer preference criteria.
Chapter 11
Figure 11.1 Technology life cycle.
Figure 11.2 Work breakdown structure.
Figure 11.3 Development cycle (deliverables) costs.
Figure 11.4 Planned Value – plans for costs over time.
Figure 11.5 Earned Value Week 1.
Figure 11.6 Earned Value Week 2.
Figure 11.7 Earned Value Week 3.
Figure 11.8 Project network.
Figure 11.9 Project Critical Path.
Figure 11.10 Forward Pass time calculations.
Figure 11.11 Backward Pass – float calculations.
Chapter 12
Figure 12.1 Example of Gantt Chart with durations, start/end date, and relat...
Figure 12.2 Example of a RASCI matrix.
Figure 12.3 Example of an RBS with basic information about resources.
Figure 12.4 An example of a team with different resources of different types...
Figure 12.5 A Gantt chart attempting to represent resource allocations and r...
Figure 12.6 A resource allocation chart showing R3 allocation problems.
Figure 12.7 A resource allocation chart showing R1 unused slots of time.
Figure 12.8 Resource usage, with details on costs and hours.
Figure 12.9 Resource usage, with detailed cash‐flow.
Figure 12.10 Task usage and details for each task on resources.
Figure 12.11 A Gantt Chart from a resource perspective.
Chapter 13
Figure 13.1 Overview of envisioned activities to be undertaken in the advent...
Figure 13.2 Smart and Sustainable City Lifecycle.
Figure 13.3 Smart city verticals (ITU‐T, 2016).
Figure 13.4 Smart city stakeholder identification.
Figure 13.5 Smart city entrepreneurial ecosystem.
Figure 13.6 Machine‐learning lifecycle for data management.
Figure 13.7 Blockchain process to data management.
Chapter 14
Figure 14.1 Simplified block diagram of the cellular network architecture.
Figure 14.2 Conceptual diagram illustrating the main frequency bands of oper...
Figure 14.3 The 3GPP block scheme of the 5G Service‐Based Architecture. The ...
Figure 14.4 Overview of the 3GPP 5G roadmap.
Figure 14.5 Pictorial representation of ITU‐R IMT 2020 requirements.
Figure 14.6 Network slicing scenario.
Figure 14.7 Overview of the ETSI conceptual MEC architecture and interconnec...
Figure 14.8 The O‐RAN architecture.
Chapter 16
Figure 16.1 Robotic manipulator.
Figure 16.2 Mobile robot.
Figure 16.3 Robot drone.
Figure 16.4 Drone.
Figure 16.5 Cobots.
Figure 16.6 Robot networks.
Figure 16.7 Parts of the robot manipulator.
Figure 16.8 Types of the robot manipulator.
Figure 16.9 Welding robot.
Figure 16.10 Robot for assembly.
Figure 16.11 Robot manipulator on mobile robots.
Figure 16.12 Robot manipulator on rail.
Figure 16.13 Workspace of a robotic manipulator.
Figure 16.14 Mobile robots. (a) In manufacturing. (b) Legged robots.
Figure 16.15 Mobile robot for warehouse.
Figure 16.16 Drone carrying a box.
Figure 16.17 Drone in agriculture.
Figure 16.18 Drones applications.
Chapter 17
Figure 17.1 Holistic view of IoT‐based healthcare system.
Figure 17.2 Transdisciplinary management between hospital and university res...
Figure 17.3 Logistic regression to predict the transplant event in the cohor...
Figure 17.4 K‐means clustering on the cohort – Silhouette analysis.
Figure 17.5 Kaplan–Meier post‐transplant survival curves (Δ
age
≤ 0 and Δ
age
...
Figure 17.6 Clinical decision support system.
Chapter 18
Figure 18.1 Datawarehouse.
Figure 18.2 Five V volume.
Figure 18.3 Distributed file system.
Figure 18.4 Sharding.
Figure 18.5 Replication.
Figure 18.6 Sharding and replication.
Figure 18.7 Consistency, availability, and partition.
Figure 18.8 Families of NoSQL databases.
Figure 18.9 Column‐oriented database.
Figure 18.10 Graph‐based data structure.
Figure 18.11 High‐level components of a system.
Figure 18.12 Hadoop.
Chapter 19
Figure 19.1 A simplified model showing how IoT, AL/ML, and AR/VR/DT fit toge...
Figure 19.2 Milgram and Kishino’s reality‐virtuality continuum.
Figure 19.3 A conceptual map of the XR continuum highlighting some applicati...
Figure 19.4 A high‐level overview of product considerations.
Figure 19.5 A high‐level overview of business considerations.
Figure 19.6 Photograph showing the chassis of the Hack Rod car.
Figure 19.7 Still Image from “Interwoven spaces: creating new intelligent re...
Chapter 20
Figure 20.1 The continuum across the physical and cyberspace. By using senso...
Figure 20.2 The five evolution stages of Digital Twins. On the first one the...
Figure 20.3 A digital transformation is usually resulting, as shown in this ...
Figure 20.4 A framework representation of the relations among a company cogn...
Figure 20.5 A crane operator uses a Siemens simulator making use of Mevea Di...
Figure 20.6 With Azure Digital Twins, environments of all types (offices, sc...
Chapter 21
Figure 21.1 In blockchain, the previous block points to the next one.
Figure 21.2 Distributed blockchain network.
Figure 21.3 Operation of the Hash function.
Chapter 22
Figure 22.1 Cyber attackers.
Figure 22.2 Cyber‐threat landscape overview.
Figure 22.3 Attack chain.
Figure 22.4 Mitre att&ck framework.
Figure 22.5 Software supply chain attack.
Figure 22.6 I love you example.
Figure 22.7 Typosquatting.
Figure 22.8 Soundsquatting.
Figure 22.9 Probability vs. severity risk matrix.
Figure 22.10 Castle defense in depth.
Figure 22.11 PPT framework.
Chapter 23
Figure 23.1 Terminology definition.
Figure 23.2 Risk management process.
Figure 23.3 Risk treatment plan.
Figure 23.4 NIST Cyber Security Framework diagram.
Figure 23.5 NIST cybersecurity framework core (Excel template).
Figure 23.6 ISMS PDCA model.
Figure 23.7 CIS Implementations Groups.
Figure 23.8 CISC Control 1.
Figure 23.9 Cybersecurity dimensions.
Figure 23.10 Cyber killchain.
Figure 23.11 SOC generations.
Figure 23.12
CSIRT Handbook
, Carnegie Mellon.
Figure 23.13 Risk incident tiers.
Chapter 24
Figure 24.1 Abstract model of an IEDM process.
Figure 24.2 The main stages of a problem‐solving process.
Figure 24.3 IEDM based on a domain, typically causal, model.
Figure 24.4 IEDM based on a data, typically correlational, model.
Figure 24.5 An example of MAVT: alternatives
x
and
y
are mapped into
n
‐dimen...
Figure 24.6 Geometry of TOPSIS in the case of two criteria to be maximized....
Figure 24.7 Preference learning: preferences of a reference set are used to ...
Figure 24.8 Pareto front (black circles) of dominating alternatives vs. domi...
Figure 24.9 Summary of the semiotic layers of information.
Figure 24.10 Summary of the semiotic layers of information in the case of me...
Figure 24.11 The hot milling lamination process illustrating the role of the...
Figure 24.12 The causal graph showing the interrelation and causality relati...
Chapter 25
Figure 25.1 The DAMA‐DMBOX2 guide knowledge area wheel.
Guide
Cover Page
Series Page
Title Page
Copyright Page
A Note from the Series Editor
About the Editors
TEMSBOK Co‐editors and Steering Committee
About the Contributors
Prologues of the TEMSBOK Sections and Chapters
Introduction to
TEMSBOK
Table of Contents
Begin Reading
Index
Wiley End User License Agreement
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IEEE Press445 Hoes LanePiscataway, NJ 08854
IEEE Press Editorial BoardSarah Spurgeon, Editor in Chief
Jón Atli Benediktsson
Behzad Razavi
Jeffrey Reed
Anjan Bose
Jim Lyke
Diomidis Spinellis
James Duncan
Hai Li
Adam Drobot
Amin Moeness
Brian Johnson
Tom Robertazzi
Desineni Subbaram Naidu
Ahmet Murat Tekalp
IEEE Technology and Engineering Management Society Body of Knowledge (TEMSBOK)
Edited by
Gustavo Giannattasio (Editor in Chief)
Elif Kongar
Marina Dabić
Celia Desmond
Michael Condry
Sudeendra Koushik
Roberto Saracco
IEEE Press Series on Technology Management, Innovation, and Leadership
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A Note from the Series Editor
Welcome to the Wiley–IEEE Press Series on Technology Management, Innovation, and Leadership!
The IEEE Press imprint of John Wiley & Sons is well known for its books on technical and engineering topics. This new series extends the reach of the imprint, from engineering and scientific developments to innovation and business models, policy and regulation, and ultimately to societal impact. For those who are seeking to make a positive difference for themselves, their organization, and the world, technology management, innovation, and leadership are essential skills to home.
The world today is increasingly technological in many ways. Yet, while scientific and technical breakthroughs remain important, it is connecting the dots from invention to innovation to the betterment of humanity and our ecosphere that has become increasingly critical. Whether it is climate change or water management or space exploration or global healthcare, a technological breakthrough is just the first step. Further requirements can include prototyping and validation, system or ecosystem integration, intellectual property protection, supply/value chain set‐up, manufacturing capacity, regulatory and certification compliance, market studies, distribution channels, cost estimation and revenue projection, environmental sustainability assessment, and more. The time, effort, and funding required for realizing real‐world impact dwarf what was expended on the invention. There are no generic answers to the big‐picture questions either, the considerations vary by industry sector, technology area, geography, and other factors.
Volumes in the series will address related topics both in general – e.g. frameworks that can be applied across many industry sectors – and in the context of one or more application domains. Examples of the latter include transportation and energy, smart cities and infrastructure, and biomedicine and healthcare. The series scope also covers the role of government and policy, particularly in an international technological context.
With 30 years of corporate experience behind me and about five years now in the role of leading a Management of Technology program at a university, I see a broad‐based need for this series that extends across industry, academia, government, and nongovernmental organization. We expect to produce titles that are relevant for researchers, practitioners, educators, and others.
I am honored to be leading this important and timely publication venture.
Tariq Samad
Senior Fellow and Honeywell/W.R. Sweatt Chair in Technology Management
Director of Graduate Studies, M.S. Management of Technology
Technological Leadership Institute | University of Minnesota
About the Editors
Gustavo Giannattasio, Eng. MBA, PMP (Editor in Chief). He is a senior member of the IEEE Technology and Engineering Management Board of Directors, IEEE Smart Cities Education Committee Vice‐Chair, member of the IEEE Future Directions, Industry and Digital Adoption Consultant, invited expert to the ITU United for Sustainable Smart Cities program U4SSC, editor in chief of the IEEE COMSOC Wireless Body of Knowledge WEBOK first edition for the Wireless Engineering Certification, former IEEE Region 9 director, speaker at Smart Cities conferences on IoT security, IOTA DLT at Blockchain Summit, ITU Kaleidoscope on Industry 4.0, ITU Smart Cities webinars, and Data Center virtualization at Data Center Congress. He is the technical program chair and tutorial chair of IEEE Smart Cities Conferences ISC2 Trento, Wuxi, Casablanca, Cyprus, Project Management Institute Director of Programs in Chapter Montevideo. He is professor of Data Communications, Routing and Switching at UCUDAL and ORT Universities and online instructor for International Telecommunications Union on New Generation Networks. He is also the project manager in Communications and Data Center deployments.
Elif Kongar, PhD (Co‐editor and Steering Committee member). Her research interest is reverse supply chain management, reverse logistics systems, economically and environmentally sustainable waste recovery systems and operations, sustainable operations, disassembly sequencing and planning, electronic waste, performance evaluation, big data and data analytics, Society 5.0, social sustainability, engineering education programs, female participation and efficiency in engineering disciplines, and K‐12 STEM education. Her teaching interest lies in supply chain management, logistics, operations research, decision theory, forecasting techniques, data analytics, mathematical statistics and reliability, service management and engineering, data visualization and analysis, statistical quality control, machine learning and artificial intelligence for business, simulation, and modeling.
Marina Dabić, PhD. She is a fully tenured professor at the University of Zagreb, Faculty of Economics and Business, Croatia; University of Dubrovnik, Croatia; and the University of Ljubljana School of Economics and Business. From 2013 to 2021, she had a dual affiliation with Nottingham Trent University in the United Kingdom. Professor Dabić is Strategic Chair for all accreditations at the University of Zagreb Faculty of Economics and Business, and she is an AACSB member. Dabić has been a member of the peer review team for EFMD accreditations since 2011. She has published over 200 papers in indexed journals, including a wide variety of international journals like the Journal of International Business Studies, Journal of World Business, Journal of Business Ethics, Technological Forecasting and Social Change, Small Business Economics, International Journal of Human Resource Management, IEEE – Transactions on Engineering Management, Technovation, Journal of Business Research, and Journal of Small Business Management. She has additionally served as editor of books published by Routledge, Springer, and De Gruyter.
Celia Desmond, MSc (Expert consultants, Co‐editor, and Steering Committee member). She has held numerous IEEE positions including secretary, IEEE VP – Technical Activities, IEEE Division III director, IEEE COMSOC president, IEEE Canada president, VP Technology and Engineering Management Society, and project director for COMSOC Wireless Communication Engineering Technologies certification (WCET) end Wireless Body of Knowledge (WEBOK). She is president of World Class – Telecommunications, providing telecommunications management training. Celia established and ran the PMO for Echologics. Her team managed all proposals, contracts, and project management processes, and she has lectured internationally on programs for success in today’s changing environment. As director at Stentor Resource Center Inc., she was instrumental in establishing governance, culture, and service/product development processes. At Bell Canada, Celia provided strategic direction to corporate planners, ran technology/service trials, standardized equipment, and supported large business clients.
Michael Condry (Life Fellow, IEEE). He received the BS degree in mathematics from West Virginia University, Morgantown, WV, USA, in 1969, and the MS and PhD degrees in computer science from Yale University, New Haven, CT, USA, in 1975 and 1980, respectively. He is currently leading a consulting firm on technology future directions in business with a recent focus on digital health technologies and their data. Also, he chairs the Advisory Board for ClinicAI, a digital health startup. His career spans both academic and industry positions, mostly in industry. This includes senior leadership roles in Intel, Sun, and AT&T Bell Laboratories. At Intel, he retired after being the chief technical officer in the Client Division. He has held industry leadership positions with Intel, Sun Microsystems, and AT&T Bell Laboratories. He held teaching and research positions at Princeton University, Princeton, NJ, USA, and the University of Illinois, Urbana‐Champaign, Champaign, IL, USA. He has authored or coauthored multiple patents and publications. His background includes projects in the development of the Internet, computer architecture, software, operating systems, IoT standards, computer security, and recently digital health technologies. Dr. Condry is an IEEE Life Fellow and has many years engaging in the IEEE. He is an IEEE Industrial Electronics Society (IES) Board Member, past president of the IEEE Technology and Engineering Management Society (TEMS), and a member of the Computer, Consumer Technologies, and Engineering Medicine and Biology Societies. He started multiple efforts to bridge between industry and research with the IEEE programs.
Sudeendra Koushik, PhD (Co‐editor and Steering Committee member). He is an innovator, speaker, and author, with expertise in intellectual property and patent generation and an immense insight into start‐up to end‐up and HR strategy for innovation. He holds bachelor’s in Electrical Engineering from PES College, Mandya. An MBA and Postgraduate Strategy Management from IIM‐K and a PhD in Innovation. A senior member of IEEE, he is also a senior member of Institution of Engineers Certified Independent Director, Vice‐Chair IEEE Bangalore and Co‐Chair IEEE Ad Hoc Committee on Innovation, and Co‐Chair IEEE SYWL Congress Asia Pacific 2016. He has authored a book on innovation – Conversation with the Innovator in You. Sudeendra Koushik has also ventured into entrepreneurship by being the Founder, Director PraSu, and also Director at Founder Institute Bangalore. He has 24 years of international experience in product innovation and development and 20+ national and international patents in various stages.
Roberto Saracco (Expert consultants, Co‐editor, and Steering Committee member). He fell in love with technology and its implications long time ago. His background is in math and computer science. Until April 2017 he led the EIT Digital Italian Node and then was head of the Industrial Doctoral School of EIT Digital up to September 2018. Previously, up to December 2011 he was the Director of the Telecom Italia Future Centre in Venice, looking at the interplay of technology evolution, economics, and society. At the turn of the century, he led a World Bank‐Infodev project to stimulate entrepreneurship in Latin America. He is a senior member of IEEE where he leads the 2022 New Initiative Committee and co‐chairs the Digital Reality Initiative. He is a member of the IEEE in 2050 Ad Hoc Committee. He teaches master’s course both on Technology Forecasting and Market impact at the University of Trento and on Digital Transformation at the University of Cassino. He has published over 200 papers in journals and magazines and 20+ books.
TEMSBOK Co‐editors and Steering Committee
Mark Wehde, MSc, MBA (Co‐editor and Steering Committee member). He is chair of the Mayo Clinic Division of Engineering, assistant professor of Biomedical Engineering in the Mayo Clinic College of Medicine and Science, fellow in the Mayo Clinic Academy of Educational Excellence, and associate lecturer for the University of Wisconsin MBA Consortium program.
Mark is on the board of governors for the IEEE Technology and Engineering Management Society and the IEEE Systems Council. He is a technical committee member for the IEEE International Symposium on Medical Measurements and Applications and an affiliate for the University of Minnesota Medical Industry Leadership Institute.
Mark is a juror for the Medical Design Excellence Awards, the R&D 100 Awards, and the Edison Awards. He is also a member of the South Dakota State University Electrical Engineering Industry Advisory Board.
Shiyan Hu, PhD (Co‐editor and Steering Committee). He received his PhD in Computer Engineering from Texas A&M University in 2008. Currently, he is a professor (chair in Cyber‐Physical System Security) and director of Cyber Security Academy at University of Southampton. His research interests include Cyber‐Physical Systems and Cyber‐Physical System Security, where he has published more than 150 refereed papers, including 60+ in IEEE Transactions. He is an ACM Distinguished Speaker, an IEEE Systems Council Distinguished Lecturer, a recipient of the 2017 IEEE Computer Society TCSC Middle Career Researcher Award, and a recipient of the 2014 US National Science Foundation (NSF) CAREER Award. His publications have received distinctions such as the 2018 IEEE Systems Journal Best Paper Award, the 2018 IEEE TCSC Most Influential Paper Award, the 2017 Keynote Paper in IEEE Transactions on Computer‐Aided Design, the Front Cover Paper in IEEE Transactions on Nanobioscience in March 2014, Multiple Thomson Reuters.
Dario Petri, PhD (Co‐editor and Fellow, IEEE). He is currently a full professor in Measurement Science and Electronic Instrumentation and the chair of the Quality Assurance Committee of the University of Trento, Trento, Italy. He is the recipient of the 2020 IEEE Joseph F. Keithley Award “for contributions to measurement fundamentals and signal processing techniques in instrumentation and measurement.” Dario Petri is an associate editor in chief of the IEEE Transactions on Instrumentation and Measurement. He is the chair of the IEEE Smart Cities Initiative in Trento since 2015. During his research career, he has been an author of about 350 papers published in international journals or in proceedings of peer‐reviewed international conferences.
Tariq Samad, PhD (Co‐editor and IEEE Fellow). Dr. Samad holds the W.R. Sweatt Chair and is a senior fellow in the Technological Leadership Institute (TIL), University of Minnesota. He joined TLI in 2016 after a 30‐year career with Honeywell, retiring as Corporate Fellow. At Honeywell he led technology developments in automation and control for the process industries, homes and buildings, advanced manufacturing, aerospace, clean energy, and automotive sectors. He is a past president of the American Automatic Control Council and the IEEE Control Systems Society. He is a fellow of IEEE and IFAC and the founding chair of the IFAC Industry Committee. He is an elected member of the Board of Governors of the IEEE Technology and Engineering Management Society and services as the vice president of Publications for TEMS. His publications include the Encyclopedia of Systems and Control (co‐editor‐in‐chief, Springer). He is the editor for a book series on “Technology Management, Innovation, and Leadership” (John Wiley & Sons/IEEE Press).
Gus Gaynor Gerard (Gus), PhD (Steering Committee). He is an IEEE life fellow, who brings a record of technical accomplishments in instrumentation, control systems, automation, and product and process development. Gaynor’s successful engineering career was followed by an entrepreneurial venture and more than 30 years in managing major operations in engineering, technology, innovation, and business revitalization. He was the vice president of IEEE TEMS Publications and past president of IEEE TEMS Society. He has served double three‐year terms on the Publications Services and Product Board (PSPB), six years on the Technical Activities Board’s (TAB) Society Review Committee, two terms on the IEEE New Initiatives Committee, chair of the IEEE Career Services Committee, two‐year member of the Educational Activities Board Lifelong Learning Committee, and active participant in the development of Expert Now. Gaynor’s other principal IEEE activities included founding editor and editor‐in‐chief of Today’s Engineer magazine, EMS executive vice president, EMS president, EMS VP of Publications, EMS Newsletter editor, Chair EMS FinCom, Chair Strategic Planning Committee, Chair Editor Search Committee, and many other IEEE and EMS committee activities.
Eduardo Ahumada‐Tello, PhD (Steering Committee). He is research professor at the Autonomous University of Baja California (UABC) and visiting professor at the San Pablo Catholic University in Bolivia and at the Global Humanistic University in Curaçao. He is currently a member of the Board of Governors in the IEEE Technology and Engineering Management Society (TEMS).
German Moya, MBA (Steering Committee). He is senior member of IEEE, past president of IEEE Section Costa Rica, entrepreneur, industry consultant, member of the TEMS Region 9 Conference organizers, and member of the Organizing committee of the IEEE TEMS Latin American Forum.
About the Contributors
Chapter 1
Mikael Collan, Doc., D. Sc. (Econ. & Bus. Adm.), is the Director General of the Finnish State Institute for Economic Research in Helsinki and a professor of Strategic Finance at the LUT‐University in Lappeenranta, Finland. His research concentrates on enhancing and creating new profitability analysis methods for industrial investments and especially on real options analysis. He is the author of over 200 scientific publications. Dr. Collan is a life member of the Finnish Society of Sciences and Letters, the oldest academy of science in Finland, and a past president of the Finnish OR society. He is an investor and a board member in many Finnish and international SMEs.
Jyrki Savolainen, D.Sc. (Econ. & Bus. Adm.), M.Sc. (Eng), is a post‐doctoral researcher in the School of Business and Management at LUT‐University, Lappeenranta, Finland. His research focuses on profitability and real options analysis of project investments with system dynamic simulation models. Dr. Savolainen has close to 10 years of industrial experience in the mining industry and is a founding partner in an industrial analytics consultancy company.
Chapter 2
Reyna Virginia Barragán Quintero (Member, IEEE) received a bachelor’s degree in Business Administration and a master’s degree in Corporate Finance from CETYS Universidad, Tijuana, México, and the Ph.D. degree in Management Science from Universidad Autónoma de Baja California, Tijuana, in 2017, with a dissertation on the innovation capabilities of the wine industry in Guadalupe Valley, México. She worked in the private industry for more than 20 years and has held management positions in global companies, such as HSBC Bank and Scotiabank Mexico. During her practice, she was certified on Ethics for Financial Markets, as an Investment Markets Promoter, and as a Stockbroker by the Mexican Association of Stock Market Intermediaries. She is also certified in Human Resource Development, Foreign Trade for IMMEX Companies, and recently has been certified as a Professional Junior Trainer for Atlas.ti in Berlin for Qualitative Studies. She is currently the MBA coordinator with the School of Engineering, Management and Social Sciences, Universidad Autónoma de Baja California, and a professor in the fields of business strategy, finance, and management. Her research interests include finance, innovation for regional development, innovation management, strategic management, and people and organizations and is a published author and a lecturer in international forums.
Fernando Barragán Quintero graduated as a Lawyer from Universidad Iberoamericana, Mexico City, Mexico, and as a Classical Philologist from Universidad Nacional Autónoma de México (UNAM), Mexico City. His graduate studies in social sciences include a master’s degree in Asian and African Studies, specializing in India and Southeast Asia, and a master’s degree in Middle Eastern Studies, both from El Colegio de México (Colmex), Mexico City, Mexico. He has done research work on Roman law, legal history, international law, specifically international trade law, Fintech and Fintech law, and globalization.
Chapter 3
Eduardo Ahumada‐Tello is a Research Professor at the Universidad Autónoma de Baja California (UABC), Mexico, and Visiting Professor at San Pablo Catholic University, Bolivia, and the Global Humanistic University, Curaçao. He is a Member‐at‐Large of the IEEE Technology and Engineering Management Society (TEMS) and has over 20 years of experience helping to create technology‐based companies. Prof. Ahumada‐Tello holds a Ph.D. in Management Sciences from the UABC, a Ph.D. in Education from the Universidad Iberoamericana, a master’s degree in Administration from the UABC, a master’s degree in Psychology from CIDH University, and a BSc in Computer Engineering from the UABC. He is also a member of the National System of Researchers in Mexico at Level 1. His research interests span Organizational Intelligence and Knowledge Management, Engineering Management, Subjective Well‐being and Happiness Management, and Complex Systems. He has authored numerous scientific papers in peer‐reviewed journals and conference proceedings, including Quality and Quantity, Engineering Management Review, Sustainability, and Corporate Governance.
Oscar Omar Ovalle‐Osuna joined the Universidad Autónoma de Baja California in 2010 and is currently a Research Professor and the Dean of the Faculty of Engineering, Administrative and Social Sciences. He holds a Ph.D. in Administrative Science Studies from the UABC, a master’s degree in Organizational Engineering and Administration from the Universidad de Castilla la Mancha Spain, a master’s degree in Administration (with a focus on Management) from CETYS Universidad, and a bachelor’s degree in Mechatronic Engineering from the UABC. Prof. Ovalle has been a member of the National System of Researchers in Mexico since 2021 and has earned the recognition of Professor with a Desirable Profile (PRODEP) since 2012. He has also been awarded an Academic Certification in Intellectual Property and Technology Transfer. His research interests span innovation, technological change, digital strategy, and product knowledge. Prof. Ovalle has authored numerous peer‐reviewed articles and is the author of the book “Analysis of Economic Complexity and Innovation for Productive Capacities Management.”
Richard D. Evans is an Associate Professor in Digital Innovation within the Faculty of Computer Science at Dalhousie University, Canada, where he also acts as Program Director for the Bachelor of Applied Computer Science. He holds a Ph.D. in Knowledge Management for Collaborative Product Development from the University of Greenwich, working in partnership with BAE Systems plc., a master’s degree in e‐commerce, and a bachelor’s degree in computing. Prof. Evans is an established and award‐winning academic with research and teaching interests spanning digital innovation and transformation, design and engineering management, and entrepreneurship. He has authored/coauthored over 150 scientific papers in peer‐reviewed journals and conference proceedings, including Technological Forecasting and Social Change, IEEE Transactions on Engineering Management, Computers in Human Behavior, and the International Journal of Production Research.
Chapter 4
Scott Ambler is a Consulting Methodologist with Ambysoft Inc. Scott leads the evolution of the Disciplined Agile (DA) tool kit and is an international keynote speaker. Scott is the (co)‐creator of the DA tool kit as well as the Agile Modeling (AM) and Agile Data (AD) methodologies. He is the (co‐)author of 28 books, including Choose Your WoW! (Way of Working) [9], An Executive’s Guide to the Disciplined Agile Framework, Refactoring Databases, Agile Modeling, and The Object Primer 3rd Edition.
The agile movement began in 2001 with the publication of The Manifesto for Agile Software Development [26]. It started with the desire to improve software development practice, but over the years people, teams, and organizations around the world have applied agile and lean concepts in a wide range of contexts and domains. Although many have benefitted from adopting agile strategies, it is clear there is more work required to fulfill the promise of the agile movement.
This paper addresses the following ideas:
Agile methods/frameworks are only a good start
In organizational transformation, context counts
Continuous improvement (CI)
Guided continuous improvement (GCI)
Applying GCI in practice
Chapter 5
Marcelo Da Costa Porto, Bachelor of Administration – Accountant graduated from the Economic Science University – Universidad de la Republica. Graduated from the first generation in Uruguay from the Program for Management Development of the ORT University – ESADE Spain. PMP® certified by the Project Management Institute (USA). Accredited in Belbin® methodology (United Kingdom). Master in Strategic Management from the Miguel de Cervantes University (Spain) – Uneatlántico.
Consultant, teacher, and speaker with extensive experience in strategic planning, project management, and organizational development processes for public and private sectors at a national and international level. Founding partner of Avanza Consulting.
The contributions made to the Uruguay Central Bank, the Inter‐American Development Bank (USA), the Community of Portuguese Language Countries (Angola, Mozambique, Portugal), the Directorate of National Taxes and Customs (Colombia), the International Monetary Fund (USA) stand out. Municipality of Montevideo (Uruguay), Mercado Libre (Argentina), Project Management Institute (USA), World Customs Organization (Belgium), Universidad de la Republica – Uruguay, CLAEH University.
He has led projects and made presentations on strategic planning, project management, and organizational assessment systems in Angola, Argentina, Belgium, Colombia, Costa Rica, Guatemala, Honduras, Mozambique, Panama, Paraguay, Portugal, and Uruguay.
At a managerial level, he was Director of the Strategic Planning Advisory of the National Customs Directorate of Uruguay between 2014 and 2017, Executive Secretary of the National Institute of Professional Training (INEFOP) during 2008, and Advisor to the Board of the National Postal Administration (ANC) between 2005 and 2009.
At teaching level, he is responsible for the Strategic Planning subject at the Postgraduate Center of the Economic Sciences and Administration University. He served as head of the General Administration, Strategy and Competence, and Organizational Behavior Chairs (ORT University), Academic Coordinator at the National School of Public Administration (ENAP), and mentor for the CEDDET (Spain), ENDEAVOR (USA), and Empretec Foundations (USA).
Chapter 6
Joseph Tidd is a physicist with subsequent degrees in technology policy and business administration. He is a Professor of technology and innovation management at the Science Policy Research Unit (SPRU), visiting Professor at University College London, and previously at Imperial College, Cass Business School, Copenhagen Business School, and Rotterdam School of Management. Dr Tidd was previously Deputy Director of SPRU, Head of the Innovation Group, and Director of the Executive MBA Programme at Imperial College. He has worked as a policy adviser to the CBI (Confederation of British Industry), presented expert evidence to three Select Committee Enquiries held by the House of Commons and House of Lords, and was the only academic member of the UK Government Innovation Review. He is a founding partner of Management Masters LLP.
He was a researcher for the five‐year International Motor Vehicle Program of the Massachusetts Institute of Technology (MIT), which identified Lean Production, and has worked on technology and innovation management projects for consultants Arthur D. Little, CAP Gemini and McKinsey, and numerous technology‐based firms, including American Express Technology, Applied Materials, ASML, BOC Edwards, BT, Marconi, National Power, NKT, Nortel Networks and Petrobras, and international agencies such as UNESCO in Africa. He is the winner of the Price Waterhouse Urwick Medal for contribution to management teaching and research, and the Epton Prize from the R&D Society.
He has written 9 books and over 90 papers on the management of technology and innovation, including Managing Innovation (seventh edition, 2020, with John Bessant), has 33,000 research citations (Google Scholar), hosts a popular YouTube channel, and the Innovation Portal which has in excess of a million‐page visits (Google Analytics). He is part of the Intrapreneurship Hub, a collaborative venture between Sussex, Bocconi, and Renmin business schools. He is the founder and Managing Editor of the International Journal of Innovation Management, which is the official journal of the International Society of Professional Innovation Management (ISPIM), and Managing Editor of the research series on Technology Management for Imperial College Press, currently with more than 40 titles.
Chapter 7
Sudeendra Koushik, Innovation consultant at Innovation by Design, Bangalore, India, holds a degree in Electronics & Communication, MBA in Marketing, and PhD in Innovation. Dr Koushik has worked in several countries in Innovation & technology Management. His research area has been in developing Innovators, Intrapreneurs, and bringing Innovation culture in Technology centres of large organisations. Dr Koushik was head of Innovation at several companies including Volvo Group India, TTK Prestige, etc., and has consulted for companies like Bosch, Mercedes Benz, Continental, General Motors, ZF among others. He is also active in IEEE and is the chairman of committee on Ethics awareness at Region10 and is VP Conferences at Technology and Engineering Management Society (TEMS) at IEEE Globally.
Chapter 8
Elif Kongar, PhD, is a Professor of Economics & Business Analytics at the Pompea College of Business, University of New Haven. Before joining UNH, she served as Associate Dean for Graduate Studies and Research in the School of Engineering at Fairfield University between September 2021 and December 2022. Prior to this appointment, Dr. Kongar was Professor of Technology Management and Mechanical Engineering and Chair of the Technology Management Department at the School of Engineering at the University of Bridgeport (UB), and held a Lecturer position at Yale School of Management. During her tenure at UB, she established several research programs, graduate concentrations and coursework in interdisciplinary areas including predictive analytics, data visualization, statistical analysis, supply chain management and logistics, simulation and modeling, economic and environmental sustainability, and service management and engineering. Dr. Kongar is Founding Director of the Ph.D. Program in Technology Management at UB – the only Ph.D. program of its kind in the Northeast; and one out of a handful of such programs in the U.S.; and has served in this role since the inauguration of the program in September 2014. Dr. Kongar utilizes quantitative and qualitative methods in her interdisciplinary and technology‐driven research. She has published over one hundred well‐cited papers in scholarly journals and conference proceedings. Her research areas include economically and environmentally sustainable waste recovery systems and operations, disassembly sequencing and planning, electronic waste, performance evaluation, big data and data analytics, quality improvement, engineering education programs, female participation and efficiency in engineering disciplines and in K‐12 STEM education. Dr. Kongar is the Department Editor of the IEEE Transactions on Engineering Management and an active member of various national and international technical committees, advisory boards, program committees, and editorial boards. She is an elected member of the IEEE Technology and Engineering Management Society (TEMS) Board of Governors and has served as Chair of the IEEE TEMS Professional Training and Education Adhoc Committee. Dr. Kongar earned her Ph.D. in industrial engineering from Northeastern University and her BS and MS in industrial engineering from Yildiz Technical University, Turkey.
Tarek Sobh, PhD, received the B.Sc. in Engineering degree with honors in Computer Science and Automatic Control from the Faculty of Engineering, Alexandria University, Egypt in 1988, and M.S. and Ph.D. degrees in Computer and Information Science from the School of Engineering, University of Pennsylvania in 1989 and 1991, respectively. He is currently the President and a Professor of Electrical and Computer Engineering at Lawrence Technological University (LTU), Michigan. He is Distinguished Professor and Dean of Engineering Emeritus at the University of Bridgeport (UB), Connecticut.
Previously, he served as LTU's Provost (2020–2021). He also served as UB's Executive Vice President (2018–2020), Interim Provost (2020), the Founding Director of the Interdisciplinary Robotics, Intelligent Sensing, and Control (RISC) laboratory (1995–2020), Distinguished Professor of Engineering and Computer Science (2010–2020), Senior Vice President, Founding Dean of the College of Engineering, Business, and Education, and Dean of the School of Engineering. At UB, he was Professor of Computer, Electrical and Mechanical Engineering and Computer Science (2000–2010), and an Associate Professor (1995–1999). He also served as a Research Assistant Professor of Computer Science at the Department of Computer Science, School of Engineering, University of Utah (1992–1995) and was a Research Fellow at the General Robotics and Active Sensory Perception (GRASP) Laboratory of the University of Pennsylvania (1989–1991).
His background is in the fields of robotics, automation, computer science and engineering, STEM Education, manufacturing, AI, and computer vision. He has published over 250 refereed journal and conference papers, and book chapters in these areas, in addition to 27 books. Dr. Sobh served on the editorial boards of 18 journals, and has served as Chair, Technical Program Chair and on the program committees of over 300 international conferences and workshops in the Robotics, Automation, Sensing, Computing, and Engineering Education areas.
Dr. Sobh is a Fellow of the African Academy of Sciences, a Member of the Connecticut Academy of Science and Engineering, and a Fellow of the Engineering Society of Detroit. Dr. Sobh is a recipient of the ASEE Northeastern U.S. Distinguished Engineering Professor of the Year award, the IEEE Northeast Technological Innovation Research Award, an ACE Higher Education Award and several other merits in recognition of his educational, research, scholarly and service activities in engineering, education, computing, and diversity initiatives.
Chapter 9
Arun Tanksali is the co‐founder and CTO of Nearex Pte Ltd, a leading payment technology startup. He was previously the CTO of Mahindra Comviva and, earlier, of Jataayu Software. He is the Chair of IEEE TEMS India. He holds a Master of Engineering in Electronics.
Chapter 10
Eldon Glen Caldwell Marin is full professor/cathedraticus and researcher of the Industrial Engineering Department at the University of Costa Rica. Also, he serves as Vice‐Chair of IEEE IAS Society Costa Rica, Distinguished Professor of IEEE Computer Society US and President‐Elect, Fellow, and Director of the Global Council of the Industrial Engineering and Operations Management Society, IEOM, US.
Dr. Caldwell earned his B.Sc. and Master’s degree in Industrial Engineering at the University of Costa Rica and he earned a Master’s degree in Service Marketing, as well in Financial Analysis at the Interamerican University of Costa Rica; M.Sc. Health Management Systems at UNED, Costa Rica, and a specialization in Operations Management at Veracruzana University, Mexico.
Professor Caldwell earned a Ph.D. in Computer Science/Industrial Engineering with a major in Lean Operations Engineering and Artificial Intelligence (AI) at the University of Nevada/Autonomous University of Central America. Moreover, he earned another Ph.D. (Sc.D.) in Informatics/Robotics and Automation at the University of Alicante, Spain and, recently he earned a third Ph.D. in Education (Dr.Ed.) at the University of Costa Rica.
Dr. Caldwell has been recognized by IEEE, IEOM, and UCR for his career of over 30 years as an educator, researcher, and promoter of the development of engineering. He is the author of many scientific articles and two books: “Marketing of Social Products & Services” and “Lean Manufacturing: Fundamentals and techniques for cycle time reduction”.
