Dr. Khaled Bubshait

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Technology Implementation

• Dr. Khaled Bubshait

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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 . [phone]
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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
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It explores .

• The design of technology implementation project.
• Implementation problems
• Designing the project teams
• Parallel implementation
• Changes management
• Project Launch

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Technology Implementation
Technology Transfer
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Phases of Technology Transfer

• Transfer of Technology to RD project
• From outside source.
• Transfer of Technology to from the
• RD project during the process.
• Transfer of Technology from the RD project to
  commercializing unit for application during
  the process RD project.

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Technology Implementation Projects

• Technology Development
• Manage Internal Activities (RD)
• Managing External Technology
• Acquisition
• Installing Developed Technology
• Implementing a New Project
• Implementing a New process

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Implementation Technology Development Projects
Technology Development

• Use the seven stage process
• Drive out uncertainty
• Have informed decision making

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Implementation Technology Development Projects
Implementing developed process technology

• Design project
• Describe goals objective
• Identify participant ,roles, impacts
• Design methods to deal with impacts
• Completion dates Desired
• Constraints
• Break project into steps ( activities)
• Identify milestones/ decision points
• Design project path
• Design Tracking methods
• Identify persons responsible
• Design project communication method.

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Implementation Technology Development Projects
Tools for developing technology Implementing

• Flow Chart
• Milestones
• Bar Chart
• Network
• S curves
• Work Breakdown structure
• Control methods
• Project teams
• Integration system
• Project organization

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PROJECT LEADER SKILLS

• LEADERSHIP
• HUMAN SKILL
• TECHNICAL EXPERTISE

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LEADERSHIP SKILLS

• HONESTY
• INTEGRITY
• ENERGY
• ENTHUSIASM
• COURAGE
• OPTIMISM
• CHARISMA

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LEADER STYLES

• TRANSFORMATIONAL
• DIRECTIVE
• CONSIDERATION

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LEADERSHIP STYLE PROJECT TYPES
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DIFFERENCES BETWEEN THE BOSS THE LEADER
LEADER
BOSS
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BOSS COMPARED TO LEADER
BOSS LEADER
INSPIRES PEOPLE

• DRIVES HIS
• PEOPLE

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BOSS COMPARED TO LEADER
BOSS LEADER
DEPEND ON GOOD WILL (INFORMAL RELATIONSHIP)
DEPENDS ON AUTHORITY (FORMAL)
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BOSS COMPARED TO LEADER
BOSS LEADER
RADIATES LOVE
EVOKES FEAR
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BOSS COMPARED TO LEADER
BOSS LEADER
SAY WE
SAY I
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BOSS COMPARED TO LEADER
BOSS LEADER
KNOWS HOW TO DO IT
KNOWS HOW IT IS DONE (NO DEEP UNDERSTANDING)
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BOSS COMPARED TO LEADER
BOSS LEADER
SHOW WHAT IS WRONG (IDENTIFY PROBLEM)
SHOW WHO IS WRONG (BLAME)
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BOSS COMPARED TO LEADER
BOSS LEADER
COMMANDS RESPECT (EARNS)
DEMANDS RESPECT (ASKING)
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PROJECTTEAM DEVELOPMENT
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CHARACTERISTICOF EFFECTIVE TEAMS

• HIGH PERFORMANCE
• OBJECTIVE S ARE CLEARLY DEFINED
• OBJECTIVES COINCIDE WITH REQUIREMENTS
• MEMBERS ARE HIGHLY INTERDEPENDENT

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CHARACTERISTICOF EFFECTIVE TEAMS

• DIFFERENCE OF OPINION ENCOURAGED
• HIGH TRUST LEVEL
• HIGH INTEREST IN TEAM PROCESSES
• HIGH ENERGY LEVELS AND ENTHUSIASM
• RESPECT FOR EVERYONE

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TO BUILD EFFECTIVE PROJECT TEAM

• DEVELOP A REALISTIC PRIORITY LEVEL. (CHOICES)
• SHARE EXPECTATIONS
• ESTABLISH OPERATING GUIDELINE

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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

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HIDDEN SIDE OF PROJECT MANAGEMENT

• FRUSTRATION

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HIDDEN SIDE OF PROJECT MANAGEMENT
FEAR APPREHENSIONS
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HIDDEN SIDE OF PROJECT MANAGEMENT
MISREADING THE EVENTS WITHIN TEAMS
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HIDDEN SIDE OF PROJECT MANAGEMENT
PERCEPTION OF ISSUES
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HIDDEN SIDE OF PROJECT MANAGEMENT
COMMUNICATION
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HIDDEN SIDE OF PROJECT MANAGEMENT
LOW COMMITMENT/ MOTIVATION
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HIDDEN SIDE OF PROJECT MANAGEMENT
SUBTLE SABOTAGE
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THE HUMAN IMPACT ON PROJECTS
PROJECT PRODUCTIVITY
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THE HUMAN IMPACT ON PROJECTS
PROJECT QUALITY
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THE HUMAN IMPACT ON PROJECTS
PROJECT SCHEDULE
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THE HUMAN IMPACT ON PROJECTS
PROJECT COST
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RECOMMENDATIONS
FOCUS ON HUMAN-SIDE OF PROJECT MANAGEMENT
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RECOMMENDATIONS
ADOPT THE RIGHT LEADERSHIPSTYLE FOR THE RIGHT
PROJECT
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RECOMMENDATIONS
ENCOURAGE TEAM PROCESS DIFFERENCE OF OPINIONS
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RECOMMENDATIONS
MAINTAIN INTEGRITY COMMAND RESPECT
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RECOMMENDATIONS
STOP CONTROLLING PEOPLE , START LEADING THEM
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RECOMMENDATIONS
FOCUS ON BUILDING TRUST