In this issue:
Articles
News
and Announcements
Essential
Information for Students, Prospective Students, and Alumni
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Articles
INFORMATION
TECHNOLOGY (IT): AN INDUSTRY IN TRANSITION
On December 10,
Wyatt Starnes, CEO and founder of Tripwire, spoke at the OGI Business
of High Technology series. Tripwire provides Data Integrity Assurance,
that is, software and services to ensure the security and availability
of servers and network devices while enabling increased efficiencies
and control in IT. A summary of his remarks follows.
The IT industry
is in a critical transformation period. Demand for high-tech products
appears to be leveling off, and even decreasing. Is this an interim
saturation point? What will spur demand again? What are the technical
factors impacting the deployment and effective use of IT technology?
Since 1985, over
a billion PCs and 30 million servers have been shipped. It is estimated
that around 500 million PCs are still in active use (one for every 12.5
people on the planet) as are more than 20 million servers (one for every
313 people on the planet).
Technology has evolved very quickly-and largely from the bottom up.
This incremental evolution has created some large, systems-level problems
that are symptomatic of this bottom-up evolution. One of the most obvious
systems-level problems is weak security. The incumbent vendors are having
a difficult time retooling to address these system-level problems because
of architectural shortsightedness, platform centricity, and failure
to understand the real problem.
What really causes
downtime? According to IDC (2001), malicious events are responsible
for 3% while environmental issues are responsible for 19% and the rest-78%--is
caused by application and operator errors. So solving security issues
only solves part of the problem. In other words, 80% of IT spending
is focused on less than 3% of the causes of downtime while 70-90% of
downtime could benefit from data integrity assurance (DIA).
Cybercrime is
expensive (info sources in parentheses):
- $15 billion per
year global damages from hacks, viruses, and breaches (Datamonitor,
2001).
- $960 million
estimated cost to clean up the "I Love You" virus (Computer
Economics).
- $7.7 billion
estimated loss in productivity from the "I Love You" virus
(Computer Economics).
but so is the
"other stuff":
- 7% of annual
revenues are lost due to security and data management gaps in corporate
IT systems (Omni Consulting).
- 40+% of the US
Gross Domestic Product (GDP) depends on a secure, stable and available
IT infrastructure (US Government).
- $4.3 trillion
of the 2001 US GDP is at risk from security and downtime issues (US
Government).
A good analogy can
be drawn between the airline industry and the IT industry. Like the
airline industry, the IT industry is not running at full capacity, but
whereas the airline industry is running at 70% capacity, the IT industry
is running about 30%. What's more, if airlines were run like IT servers
and routers, no two planes would be alike, maintenance would be minimal
until a crash, and every pilot would have different skill sets. Some
airlines would need 40 pilots per plane, the airlines wouldn't know
where each plane was, and the same flights could vary between 2-8 hours.
DIA addresses these issues.
Enterprise Management
Software (EMS) vendors are at the convergence point between system and
network management and security products, and telecoms are leading the
way in investment in IT automation process and procedure. In addition,
audit and compliance are driving change. Government regulation is increasing
(financial regulations, privacy regulations, external auditing and regulations,
cybercrime regulations. And industry-driven regulation is increasing
(service level agreements, internal audit requirements, business continuity
requirements). According to John J Davis and Associates, in 2000, 92%
of CTOs surveyed said that security and integrity of their systems and
databases was the most pressing concern (up from 59% in 1997).
What is Data
Integrity Assurance?
- Establishing
a baseline of data in its desired state
- Detecting and
reporting changes to the baseline
- Enabling rapid
discovery and remediation when undesired change occurs
DIA solutions for
servers manage overall system integrity and report deviations at designated
checkpoints to a special console. The "manager" manages multiple
server deployments across the enterprise. DIA for network devices manages
the integrity of routers, switches, firewalls, and other network devices.
DIA is also capable of automatic restoration to a previously approved
configuration. Other DIA services and support include training, certification,
implementation, and professional services, both directly and via channel
partners.
The primary benefits
of DIA are increased efficiency and lower costs, the ability to discover
and scope problems faster and to manage infrastructure more efficiently.
The system also has improved availability/uptime. What's more, knowing
what's changing enables proactive management, while having the precise
details of changes means accurate diagnosis and faster recovery, all
ending in increased control, stability, and security.
For more information
about Tripwire, visit http://www.tripwire.com.
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NEIL
BERGLUND: NOTHING "SEMI" ABOUT HIS PASSION FOR THE SEMICONDUCTOR
WORLD
Dr. Neil Berglund
has a lot of experience wearing two hats. For more than a decade, he
has been on the consulting faculty at Stanford University in the Electrical
Engineering Department, supervising graduate research. He has been a
consultant in high-tech management for companies around the globe, and
he's been an academic in the classroom.
A Canadian and originally
from Ottawa, Neil moved to Portland in 1978 to set up Intel's Technology
Operation, but he'd been interested in the semiconductor industry from
the beginning. "When I was in grade school in the early 1950s,
transistors were first coming out. No one could explain to me how they
worked, and that fascination with how they did drove me into electrical
engineering." After a few years at Intel, he started his own high-tech
equipment company.
Neil had planned
to be an academic-"I kept going to school because it seemed easier
than working"-but he knew that a few years of industry experience
would make him a better teacher. Those few years stretched into 25,
and it wasn't until a friend at Stanford invited him to work in the
graduate dept where he'd received his own degree that his appetite for
academics was whetted again. Shortly thereafter he joined another group
at University of California at Berkeley, which was conducting a major
worldwide study of management practices in the semiconductor industry.
"Early in my
career," says Neil," I saw that the difference in the ways
that companies managed their technology often made the difference in
whether they were successful or not. I could see that all companies
had good engineers, give or take a few, and they had the technology,
but some were making it big and others not. Management was clearly the
key."
His work with the
Berkeley group gave him an excellent opportunity to test out his theories.
"We visited more than 30 large companies all over the world, and
my earlier conclusions about the importance of management were reinforced."
At the end of the study, Neil returned to Berkeley and began teaching
a course based on his observations and experience. An updated version
of that course is being offered through MST this spring: MST
577 Principles for Process Technology Development and Introduction to
Manufacturing.
This MST course
focuses on the introduction of new manufacturing technology into the
production process. "There's a lot of information out there about
new product development," says Neil, "but most of it doesn't
clearly distinguish between new products made with old technology and
new products made with new technology. This course addresses those issues."
During the course, Neil will rely heavily on his personal experiences
and observations and anecdotes related to specific companies and their
management practices. For example, he says, AMD spends 10% of what Intel
does on R&D and has great success. Why? Because they manage technology
differently.
Neil says that in
his experience, most people who work in a high-tech company are focused
on the immediate project in front of them and don't know how their company
works, how the decisions are made, and what the criteria are for making
them. In MST 577, students will work in small groups and develop a management
procedure for new process technology introduction that considers old
and new technology. MST 577 has no prerequisites, and, says Neil, a
detailed knowledge of the semiconductor industry is not required. However,
some knowledge of the workings of the high-tech industry will make taking
the course more fruitful.
For some time Neil
has been teaching in the ECE department at OGI. Now Neil has moved his
teaching over to MST, where his interest in management in high tech
is getting strong encouragement. "These management issues are increasingly
critical today as we watch Moore's Law of Scaling play out," he
says. "We're seeing that current semiconductor technology can't
be pushed much further in the same direction; it will take a huge leap
forward to make a difference. And the massive financial cost ($2 billion)
of creating new fabs is prohibitive. Understanding how to manage in
this environment, looking at new business models, all of this makes
for an exciting time in the industry."
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TAKING
ADVANTAGE OF THE NEW HEALTH CARE MANAGEMENT CERTIFICATE
Pam Bomar is
Department Administrator in the Radiation Oncology Department at the
School of Medicine at Oregon Health Sciences University. She is also
a student in the new MST Health Care Management program. The Monitor
talked to Pam recently about her professional life and how the HCM program
fits in.
Q: What are your
responsibilities at OHSU?
A: I am responsible for the academic side of the department and its
educational programs. We have a 4-year residency program in Radiation
Oncology that accepts one new resident every year; we also have a baccalaureate
program in Radiation Therapy Technology, which trains therapists. I
am also responsible for the School of Medicine budgets and administration.
And I am a certified medical coder and do the coding and checking before
our professional services are billed to insurance companies. We have
6 physicians at 3 hospitals, and I do the financial work for this professional
side as well as visiting each site each week. Cancer patients often
have huge dilemmas between the cost and reimbursement of medical care,
particularly in keeping or losing benefits, and their inability to continue
working all while confronting the huge emotion that comes with life-threatening
illness. Education at the legislative, facility, department, and patient
level is a part of my job.
Q: How are the
HCM courses applicable to what you do?
A: In the fall course (Organization, Financing, and Regulation of
Healthcare Delivery in the United States), the history of how many
of the health care systems (insurance, managed care, even hospital systems)
evolved has been helpful to know in dealing with the changes that are
coming quickly. I have gone back to the book a couple of times to re-read
a portion of it that seemed pertinent to something I was currently working
on. And since I am involved in the professional billing cycle, I also
work with patients regarding insurance, disability and lack of insurance,
the current course, Managerial and Financial Accounting for Healthcare
Professionals, is going to be a big help.
Q: What is your
experience of the HCM faculty?
A: I truly appreciate the faculty who have real life experience in what
they are teaching. Tom Flora, the fall instructor, has been involved
in health care since he was a young man. His ability to be open and
available to answer whatever questions we had has helped me realize
that this is all learnable. This term's instructors are also great:
Jack Raiton, who has been a CFO in private industry, and Aaron Crane,
current CFO at OHSU, both give wonderful perspective on the necessity
of accurate, up-to-date financial information as well as why some things
are the way they are in a non-profit system.
Q: Are you taking
the HCM courses with an eye to job or career change or promotion?
A: No, I am taking the classes with an eye toward doing my job better
and more efficiently. I am not looking for a career change or promotion.
I am very happy with the position I am in.
Q: Who do you
know professionally that might find these courses of interest?
A: I would think that anyone who is managing budgets or programs would
find these courses helpful. The available money always impacts the ability
to have the program; and the viability of the program impacts the availability
of money. With the baby boomers growing older and potentially a smaller
pool of employees to replace them, the only sure bet we have in the
workplace is change and this is certainly going to be true in healthcare
where shortages are already being encountered. These courses address
those changes.
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LEARNING
TO MANAGE INTERNATIONALLY
Dr. Deirdre Mendez
teaches MST 540D International
Management in Science and Technology. Deirdre is a business anthropologist
with a PhD in sociolinguistics. Founder of the Austin, Texas-based Foreign
Business Management Consultants, she has more than a decade of experience
advising American companies on initiatives in the Japanese market. Her
areas of specialization are contract negotiation, conflict resolution
and mediation, solutions for intercultural communication problems, presenting
to intercultural audiences, intercultural project management, and re-engineering
corporate organizations for success with foreign customers. Deirdre's
work reflects recent developments in the fields of international management
science, cross-cultural communication, anthropology and linguistics
We recently asked
Deirdre about her course:
Q: What are some
of the biggest challenges facing the inexperienced international manager?
How can this course help meet those challenges?
A: The biggest challenge for international managers is to get the information
they need to make critical decisions. Many international managers seem
to be afraid to ask for help. The smart ones do it anyway. International
business is infinite. You don't need to be afraid to admit that you
don't know something, because everyone's in the same boat. The course
outlines the principal areas where corporate decisions are necessary
and describes the factors that favor one solution or another. It also
recommends sources of information and assistance that will help students
with future challenges.
Q: How does your
background in anthropology and sociolinguistics influence this course
and your teaching of it?
A: As an anthropologist, I tend to see everything as relationship-based:
relationships between partners, between customer and supplier, between
individual business people, etc. Business models tend to look very mechanistic
and clear-cut, but in reality, business is messy. It's about the way
people relate to one another, the way companies relate to one another,
and these relationships are complex and dynamic. I teach the course
in such a way as to emphasize this fact and to help students prepare
to create successful international relationships.
Q: Do issues
of cultural competency and diversity play out in this course? If so,
how?
A: Cultural differences can be a minefield for businesspeople. At the
same time, even a first-time visitor can make a good impression. If
you successfully convey interest in and respect for another culture,
the mistakes you make will be forgiven and people will teach you. What
is unforgivable is not bothering. In this course, we talk about general
cultural features of various countries. And, of course, there's tremendous
variation within American culture itself, and it's important to know
where you, as an individual, fall on this continuum. It's very interesting
to see what students from various cultural backgrounds have to say about
dealing with Americans. These discussions can be eye-openers for all
of us. I learn something new in every class.
Q: Are there
things that MST students might be expecting from this course that it
is not going to supply?
A: This course offers more questions than it does answers. One thing
I really enjoy is the fact that there are very few "right"
answers. What works in one country leads to disaster in another. A good
strategy for one time in history is pointless in another. The course
starts a discussion going, but students may not have much of a sense
of completion. We cover international business from three perspectives.
One text addresses the history of big company strategy. The other discusses
the economics of trade. Class discussion and lectures deal with issues
for smaller companies. Students always get quite a workout.
Topics in MST
540D International Management in Science and Technology include:
- Trends in the
conduct of international business
- The international
business environment
- The operation
of multinational enterprises
- Managing international
technology transfer
- Managing on the
international level
This course provides
a grounding in both the theoretical and hands-on aspects of international
business. Course readings and topic overviews focus on international
trade theory, history, and trends. Discussion questions and case scenarios
involve problem-solving exercises that will help develop the skills
necessary for dealing with real-world problems in international management.
The International Management Project offers an opportunity to address
international business objectives. Those students with international
responsibilities will be asked to contribute examples of their own companies'
experiences and problems relative to the reading concepts.
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THE
CONSCIOUS MANAGER: AN INTERVIEW WITH FRED PHILLIPS
MST Department
Head Fred Phillips has just published a book called The Conscious Manager:
Zen for Decision Makers. The book aims to help readers make more effective
and fulfilling decisions. In an interview with Monitor editor Jill Kelly,
Dr. Phillips talked about his new book.
JK: Fred, what
does this book mean for the MST community?
FP: MST students and other Monitor readers are living the fast-paced
corporate life while simultaneously trying to get an education, have
a family life, keep physically fit, and engage in civic and charitable
activities. The stresses in such a life are severe, though, and it's
easy to feel conflicted about the many roles one is expected to play.
The Conscious Manager is about regaining integrity-about living one,
unfragmented life.
I've always wanted our alumni to be able to stay true to their good
character and education, and not get crushed by runaway corporate cultures
or by the confusing lack of company culture we sometimes see at high-tech
firms. Recent business scandals, like Enron's, make this issue timely.
Students show great interest in developing skills for withstanding ethical
pressures. My book explains the steps on the path to conscious management:
hunger, practice, opening experiences, support, tests, and mission.
Many students and friends of MST tell me they are in the "hunger"
phase: wishing for a better way and starting to look for it.
JK: What do you
mean by the phrase "Conscious Manager"?
FP: The book's subtitle is Zen for Decision Makers. Zen practice, of
course, stems from Buddhism, and the word or title "Buddha"
means "the one who woke up." Thus, the book's title points
to the need to be aware, both of what's going on around us and what's
going on inside us. We need this awareness in order to find a mission
that makes our life "all one piece."
I advocate a meditative practice for developing this awareness. I prefer
zazen (Zen meditation) myself, though other types are fine too. The
Conscious Manager also presents other exercises, for example, ones that
help readers not to overreact to things that happen every day, things
that are not worth getting twisted up about. Both kinds of exercises
help us find out what really matters to us, so we can pursue that effectively
and without distraction. The book features vignettes in business settings
that illustrate the value of this approach for managers.
JK: The Conscious
Manager also draws on your martial arts experience.
FP: Yes. I have trained in aikido for nearly 30 years and been a teacher
for most of that time. As you know, Professor Scott Prahl and I lead
the OGI Aikido Club. Other people have written about how to use martial
art principles to gain advantage in business. So I wanted to tackle
the harder question, which is how always to act from core values when
we are surrounded by hype and pressure for profit.
JK: What attracts
you to aikido?
FP: In one sense, just the mix of healthy exercise, self-defense skills,
and a sensible approach to handling conflict. In a deeper way, aikido
forces one to act from core values. In business, we can waffle and cover
screw-ups. In a physically violent situation, if you act without focus
and integrity, you end up injured or dead. No room for denial. So I
appreciate-and try to convey to others-the way martial art values may
be applied in everyday life.
These days, many business situations do involve the risk of physical
confrontation. Airlines and family planning clinics are certainly aware
of this! A human resources manager here in Portland told me recently
that she dreads Fridays because she can always count on at least one
fistfight between employees. Without martial art or similar training,
it is difficult to manage such situations without excessive fear or
costly hesitancy.
I'm sure that from the outside, my aikido practice looks like a middle-aged
guy's pitiful attempt at machismo. The funny thing, though, is that
I'm really good at it, and I get frequent invitations to teach aikido
seminars throughout the U.S.
JK: What is your
business experience outside academe?
FP: I worked for an old, established New York market research company
for more than 12 years, becoming vice-president and taking a division
of the company to Texas. I also worked for General Motors for a short
time, and I have done a lot of business consulting. So three threads-aikido
Zen, and management-are woven into The Conscious Manager. This is key,
because we all play many roles in life-as we should! But regardless
of the seemingly conflicting forces we experience as employees, bosses,
aikido students, parents, spouses, and so on, we can integrate everything
and lead "one life."
JK: So what's
the answer? How do we live a unified, satisfying life in a high-speed
world?
FP: Each person will have to find his or her own answer, but the book
explains how the Zen principle of non-attachment can be the most helpful
frame for finding your personal answer. The Conscious Manager shows
how non-attachment, when applied to everyday decisions, can make you
and the people who work for you happier and more productive. Non-attachment
leads to a clearer understanding of thorny issues and difficult people-and
to better decisions. The Conscious Manager is about making decisions
with greater speed, less anxiety, and fewer regrets.
JK: You devote
a chapter to courtesy and respect. Most people know these qualities
are emphasized in martial arts. Why are they important in management?
FP: Because courtesy is ritualized, it keeps us from being distracted
by the trivial processes of everyday life. We can then devote our concentration
to our mission and our important decisions. This is good economics-and
good management! Courtesy is also a check on anger. It helps keep us
focused on issues rather than personal frictions. Courtesy is both a
cause and an effect of non-attachment. However, courtesy is a superficial
quality, and it realizes its main value when it leads to respect toward
others and knowledge of others.
JK: Why did you
write this book?
FP: As a teacher, my most gratifying moments happen when I've helped
a student overcome an imbalance in his or her life. If I may share an
example: One person of about my own age trained with me for a year.
He wanted to write and speak about his parents' experiences as concentration
camp survivors, but he was afraid of being attacked by holocaust deniers,
neo-Nazis, or whomever. I say "whomever" not to belittle his
fears but to stress that his fear was nebulous and ill-defined. At the
end of the year, this man told me, "I'm obviously not an aikido
expert now, but I do have an idea of the form attacks can take and a
framework for dealing with them. I'm now more comfortable about embarking
on this new career."
I hope very much that The Conscious Manager will help people in similar
ways.
Coincidentally, there is now a lot being written about spirituality
in business and also a lot of academic attention on intuitive decision-making.
In both instances, the worst of it is too narrowly dogmatic or too New-Agey,
and the best is just anecdotal. I wanted to show that spirit and intuition
in decision-making have a firm basis in Zen psychology. Rationality
is great, I'm all for it, but intuition balances the equation and needs
to be seen as having a philosophical basis; otherwise, it will be just
a passing fad in America. But The Conscious Manager is also a practical
book. It shows how you can use intuition to complement, but not replace,
rationality.
JK: Who is your
intended audience?
FP: Everybody makes decisions-for self, family, company, civic life,
and so on-and wants to make them with integrity, responsibility, and
good humor. Readers don't have to be executives or managers to enjoy
the book. The book is for anyone who wants to take responsibility and
act effectively in private life, business life, or political life. I
think it will be good for all ages, but it's not an elementary book;
it will speak loudest to readers who have already begun to seek a path
of integrity.
JK: How can I
get the book?
FP: Order it online at http://www.generalinformatics.com/CM/preorder.htm
or email the publisher, General Informatics, at orders@generalinformatics.com.
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TIPS
ON PUBLIC SPEAKING: MAKING A GOOD INTRODUCTION
"Heeeeere's
Johnny!" Most of us are familiar with this introduction, but do
you know how to give a proper one? You may be called upon to introduce
a guest speaker, and you should be prepared. Here are a few tips to
follow:
First, be sure you
know the name of the speaker and can pronounce it clearly and correctly.
Ask the speaker yourself, and try the name a few times out loud to be
sure you are pronouncing it right.
Next, you'll want
to have some information as to what the speaker's topic is. The idea
of an introduction is not only to let people know who the speaker is
but also to let the audience know what the speaker is going to talk
about.
Make it interesting.
Try to avoid a dry, resume-style introduction. If at all possible, talk
to the speaker in advance and ask a few questions about her or him and
the topic. A note of caution: You don't want to use the best part of
the speaker's presentation in your introduction! Rather, think of it
in terms of warming up the audience to be eager for that presentation.
Here's an example
of a poor introduction: "I think you'll like today's speaker. His
topic should be interesting and I think he will do a pretty good job"
is lacking in specifics and genuine interest! How would you like to
take the stage after an introduction like that?
A more thoughtful
introduction, one that truly invites interest from the audience, might
go something like this one suggested by Dale Carnegie*: "XXX is
going to speak with you about how 'The Telephone Serves You.' It seems
to me that one of the big mysteries what happens when you make a telephone
call. Why do you get a wrong number? Why can you sometimes make a call
from New York to Chicago quicker than from your hometown to another
town just over the hill? Our speaker has the answers to these questions
and others you may never have thought of. Ladies and Gentlemen, the
vice-president of the New York Telephone Company, Mr. George Wellbaum."
Be brief. One to
two minutes is about the right length for an introduction. Be enthusiastic,
without gushing. And be sure you speak to your audience during your
introduction...not to the speaker! This is a common mistake, and one
to avoid.
Last, take the honor
of introducing someone seriously and be prepared. You would appreciate
a warm, thoughtful introduction if you were the speaker.
Kathy Mangel Davis
(PS2Kathy@attbi.com) is a Presentation
Skills trainer and coach. She is currently co-teaching weekly and weekend
versions of MST 512 Project Management
this winter and will co-teach MST
512 in the spring as well.
*The Quick and Easy Way to Effective Speaking, Carnegie
& Associates, 1962.
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STUDENT
FORUM: The Joys and Perils of Distance Learning
by Emmet Jones
Emmet Jones is a
long-term, worldwide supplies forecaster and business analyst for Hewlett
Packard. He is also an online student with MST. Here are some thoughts
he shared with us recently about his experience.
I am sitting quietly,
sipping coffee in the Takashimaya shopping center after mass at the
Cathedral of the Good Shepherd in Singapore. This is not particularly
unusual for me. I live; no, we live, in an ever-shrinking world. I do
not know what I will be doing next year or even next month and often
I don't know where.
One thing that I
do know is that knowledge and flexibility will be keys to my success.
I am a member of an ever-growing population of working professionals
who feel the need to continue our education. As such, it is important
to me, and to my employer, Hewlett Packard, that I make the most of
any opportunity to enhance my business knowledge and, in turn, to enhance
HP. HP pays for my books and tuition in the hopes of a greater return
on their investment. I must deliver on that promise wherever I am in
the world.
I am a bit of a
"late bloomer" when it comes to my education. I usually wait
until I already have a job that requires a certain level of education
before I go out and actually complete that degree. It took me 20 years
to earn my BS degree. I am once again in that position: I have a job
that normally requires a Master's degree. And though I am not forced
to have one, I feel a bit strange sometimes to be an invited speaker
at an international conference, where I am forced to explain to the
other speakers, with Master's and PhDs, that my postgraduate work has
been from the School of Life.
Hewlett Packard
has always been very supportive of higher education, and all HP employees
are encouraged to further their education with the generous support
of the company. Even when other budget cuts are in effect and the internal
education department is being reduced, the company has never cut support
for employees taking classes at local colleges. In fact, in the midst
of massive downsizing and personnel cuts, HP approved my degree proposal,
a $40,000 commitment from HP to me.
What attracted me
to MST and MST online? When I first started back to school for my Master's,
I took MST classes that were taught in Corvallis by OGI instructors.
After completing two classes, my travel schedule made the traditional
classroom format impractical and I had to drop my third class. It was
clear that the needs of HP and my own had changed, and a different solution
was required. I examined several programs being taken by other HP employees
as possibilities for filling my needs. One program would deliver weekly
VHS tapes to my home with class lectures. Another was all "web"-based
but would not work within HP's security firewalls. OGI's MST program
was shipped on a CD at the beginning of the class with the text and
would work within the HP system. This format is an additional advantage
to me in that the class lecture and notes are available on my laptop
while traveling, of which I do a lot.
So how has my experience
with MST online courses worked out? I have completed a number of online
classes to date; in fact, two of them were completed while I was in
Germany and Ireland, where I was leading a virtual team and the completion
of our project as a group. This has posed no major problem other than
the time difference. Needless to say I was staying late at HP's offices
overseas. But again HP has made it easy for me to work the extra hours
and use the company's Internet facilities.
In my opinion, online
classes are not for everyone. The traditional "in-class" experiences
are indeed a better environment for team building and social contacts.
Both of these are valuable parts of the education process, and online
can make the education experience a bit lonely; I may never actually
see some of my classmates. But there are times when the needs of the
student, as an employee or as a parent, or as a member of a professional
community make the "brick-and-mortar" impractical.
Some of the better
things about the online classes are the flexible schedule and the non-linear
approach that I can use. I can read and review as much as I feel I may
need. (There is no cost, other than time, to re-play an entire set of
lectures.) I often go through each week's material two or three times.
I can also jump forward to review the cases and then review the class
notes to see where the material is headed. I do appreciate getting all
of the class materials and assignments at once and in the beginning.
This allows me to plan my available time to complete assignments around
work and family requirements. However, classes that expect me to be
online every other night from home may be disappointed when I skip three
days and hand in a week's work at once and two days early.
There are some not-so-good
aspects to online classes. They require a tough dedication to a self-imposed
schedule. If you have a tendency to procrastinate, DO NOT take an online
class: It is too easy to get distracted or put off the work. Another,
often missed aspect of online classes is where you work. I've found
I must have a consistent workspace or environment that is quiet and
removed from distractions. For me, it would be impossible to work on
class material on the kitchen table while the kids are getting home
from school or the spouse is cooking dinner. I suggest moving yourself
to the back room and stay there. I have found it best to try work at
the same time, and in the same place throughout the week, if I can.
I also schedule those things that I know will be interruptions (e.g.,
I do not like to miss West Wing on Wednesdays).
If you think that an online class allows more time with your family,
forget it. You must put in as much time, or more, studying alone or
with others in your class. Does it save on gas driving to school, you
bet! I could not drive from Corvallis to Beaverton on a weekly basis.
Does it allow me to continue to develop my skills in my own schedule?
Absolutely, even when my schedule is shifted halfway around the world.
Does my employer get their money's worth? Well, if I get just one idea
in any of my classes that improves Hewlett Packard's business by any
fraction of a percent, then there could be savings of tens of thousands
or even millions of dollars. HP thinks it is well worth the investment.
And so do I.
Note: MST
delivers challenging and engaging versions of its courses over the Internet.
Online students follow the same rigorous curriculum and assignment schedule
that is the basis for the campus degree program. The course delivery
system is based on interactive multimedia lectures and lessons and faculty-mediated
discussions, all in a seamless Web-centric environment. Students can
take fully-accredited individual courses, enroll in the Certificate
of Management in Science and Technology program, or apply for the full
Master of Science degree (currently only the Managing the Technology
Company degree emphasis is offered online). Courses offered online carry
a "D" designation following the course number.
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News
and Announcements
NEWS
IN BRIEF
The now-approved
Health Care Management certificate program is underway with an enthusiastic
start: A full complement of students is currently enrolled in
the winter course, MST580 Managerial
and Financial Accounting for Health Care Professionals, taught by
MST faculty member Jack Raiton and Aaron Crane, CFO of OHSU Hospitals
and Clinics.
Another exciting
development is an arrangement between MST and the department of Hospitals
and Clinics at OHSU, which has created 10 tuition scholarships. Much
to our delight, 15 candidates from various divisions across OHSU applied
and all 10 scholarships have been awarded. (Note that other MST scholarship
opportunities are listed elsewhere in this newsletter.)
In addition, two
students from other hospital divisions who attended last spring's first
offering (Tom Flora's MST 583 The Organization, Financing and History
of Health Care Delivery in the United States) are continuing in
the program with MST support. The level of interest generated so far
indicates that this program will grow rapidly both within and outside
the OHSU community.
The certificate
program offers those involved in the planning or management of health-care
delivery the opportunity to learn how to plan and manage in a fast-changing
environment in the face of an uncertain future. Consisting of four core
courses and two electives, the program is designed to be completed in
a year and a half, and all six courses of the certificate program will
be co-taught by MST faculty and industry experts. Next up in spring
2003 is MST 565 Human Resources
in Health Care, which will be co-taught by MST faculty member Marianne
Koch and Beverly Bow, VP of Human Resources at Salem Hospital.
Please contact Maryann
Burningham at burningm@ohsu.edu
or 503-748-1794 for further information about the HCM program.
The MST department
will soon be moving its locus of operation out of the Cooley
Science Center and into the Bronson Creek Building further south on
the OGI campus. The new space will include staff and faculty offices
and two new classrooms. MST students will also have access to the building's
computer lab. "We're very pleased with the new location,"
says Fred Phillips, department head. "It's class-A space and has
the kind of professional ambience that we've wanted." Plans are
for the move to be completed in the fall.
The new Essentials
of General Management for Emerging High Technology Leaders program,
co-sponsored by MST and the OGI Center for Professional Development
(CPD), the American Electronics Association (AeA), and the Portland
State University School of Business Administration, is also off to a
good start. The 2003 program of four one-day workshops, with online
discussions of each workshop in the month to follow, has a full complement
of enrolled participants and a substantial waiting list. The February
workshop, entitled The Challenge of 21st-Century Leadership, will be
taught by Charles (Chuck) House, currently the Science Policy and Societal
Impact Director at Intel. The Leadership luncheon speaker will be Bill
Lattin, former senior executive at Intel and Synopsis and board member
for several high-tech companies, and the dinner speaker will be Earl
Lewis, CEO, FLIR Systems. Dr. Niki Steckler will be the online faculty
coordinator of the leadership unit.
MST students, faculty, alumni, and friends can receive free TeamWisdom™
Tips from Partnerwerks and Dr. Christopher Avery, author of the
hot-selling book, Teamwork Is An Individual Skill: Getting Work Done
When Sharing Responsibility. See sample copies and subscribe at
http://www.partnerwerks.com/teamwisdom_tips/index.html.
The
Center for Entrepreneurial Growth (CEG) is a collaborative effort
between OGI/MST, Portland State University, and the Northwestern School
of Law at Lewis & Clark College. The merger of OGI and OHSU has
broadened the realm of endeavor for CEG, which now extends to facilitating
entrepreneurial innovation in the biosciences as well as high technology.
The Center has been dedicated to increasing the population of successful
technology entrepreneurs in the Portland Metro area and has recently
begun shifting its focus away from assisting individual entrepreneurs
towards technology transfer and regional economic development. Monitor
readers are encouraged to visit the CEG web site at http://www.ogi.edu/MST/ceg.html,
where there are important links to information in technology -based
economic development, entrepreneurship, university technology commercialization,
publications, and an online discussion board. More information on the
Center for Entrepreneurial Growth can also be had by contacting Maryann
Burningham at burningm@ohsu.edu
or 503-748-1794.
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A
WORD OF APPRECIATION
Many thanks to the
ad-hoc MST curriculum evaluation working group for their many hours
of hard work in examining the current program and making recommendations
for improvement. Committee Chair Niki Steckler and her enthusiastic
team, made up of Jean-Claude Balland, Rita Laxton, and Miguel Mendez,
presented their initial findings and observations at the December faculty
retreat. Based on input from the ensuing lively discussion, the newly
formed-MST Curriculum committee will lead the implementation of curriculum
revisions in the coming months. Matriculated students, please note:
Any changes to the program that occur after your date of matriculation
do not impact your program unless you so chose.
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UPCOMING
EVENTS
Spring 2003 Graduation
Ceremonies
If you're graduating
this spring, it's not too early to begin making plans for the commencement
ceremonies scheduled this year for June 4. The OGI Dean's reception
will be the evening before on June 3, and on June 4 the hooding ceremony
will be at 5pm at the Winningstad Theatre and the actual graduation
ceremony at 8pm at the Arlene Schnitzer Auditorium.
Business of High
Technology Speaker Series
February 11 "When
the Rubber Meets the Road-Getting from Start-Up to Long-term Viability."
Ray King, Co-Founder and CEO of SnapNames, will talk about that crucial
time in the life history of a start-up company: the period between having
raised the money and starting up and the time when the company is a
real, functioning, long-term entity. King will discuss how SnapNames
got started, when reality sank in, the tough decisions he and his colleagues
needed to make about getting focused and driving revenue. 6:15-8:00pm
in the OGI cafeteria. No admission charge. Pizza and soft drinks will
be served. For further information and registration, see http://cpd.ogi.edu/class.asp?n=03-CPD-0211.
OGI SEMINARS
Note: Please check
web links for specific times and locations and to register. Seminars
are in the evening unless otherwise noted.
Special Event:
System-Level Product Design Conference
March 21,
Hayden-Century Hotel, Tualatin, OR. This unique event will bring together
the best of Portland's high-tech community for a discussion of common
design and testing challenges in the development of chips, PCBs, and
electronic products, including wireless. More information, including
registration, can be found at the conference
web site.
Opportunities
for Training at OGI Center for Professional Development (CPD)
The
OGI Center for Professional Development offers a wide variety of
short courses in software technologies and programming, software engineering,
project management, product development, Six Sigma, communication, and
mentoring. Most CPD classes can also be offered at company sites. A
complete listing of all OGI Center for Professional Development courses
and seminars can be found at http://cpd.ogi.edu/calendar/calendar.aspx.
----------
If you would like to receive e-mail announcements concerning software
courses, please click: here: mailto:debrasis@admin.ogi.edu?subject=ADD_TO_SOFTWARE_LIST
If you would like to receive e-mail announcements of courses related
to product development, quality, project management, Six Sigma, etc.,
please click here:
mailto:debrasis@admin.ogi.edu?subject=ADD_TO_BUSINESS_LIST
------------
To register for any seminar or course: http://cpd.ogi.edu
To remove your name from the seminars list:
mailto:jimhz@admin.ogi.edu?subject=REMOVE_FROM_OGI/CPD
_SEMINARS LIST
To add your name to the seminars list:
mailto:jimhz@admin.ogi.edu?subject=ADD_TO_OGI/CPD_SEMINARS
LIST
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MORE
ACCESSIBLE LIBRARY RESOURCES AVAILABLE
Can't make
it to the OGI Library? No problem! Library resources are more
accessible to MST students than ever because of the increase in electronic
materials available and the installation of a proxy server that allows
for remote access from home or office.
What is available
online? The library has purchased a number of resources of interest:
- Business
Source Elite.
A database that includes hundreds of business journals with full-text
articles available and allows for browsing by journal title or searching
on a specific topic.
- Books24X7.
(This new purchase will start in February 2003). Provides web
access to the full text of published books from the world's top publishers,
including AMACOM, Harvard Business School Press, John Wiley, Jossey-Bass,
and others. In addition to business books, the collection includes
over 1,000 titles related to information technology.
- NetLibrary.
Another resource for electronic books for both IT and business interests.
These titles are individually catalogued and can be searched in the
library's web catalog at http://catalogs.ohsu.edu/search~S2.
(If you search "netlibrary" as a keyword, you can pull up
our titles.) To access NetLibrary books off site, you must first create
an account on a library workstation and then you can use the account
at home.
- Other business
specific databases of interest can be found by consulting the library's
web site at http://www.ogi.edu/library/databases_mst.shtml
or see the entire range of online journals available to the OGI/OHSU
community at http://www9.ohsu.edu/library/ejournalsmain/cfejstart.cfm.
What's the catch? While anyone can use these resources
from a library workstation, only students currently enrolled in an OGI
class can use materials from home or office. To be validated by the
proxy server, you must be registered in the library's database system
and have an active library barcode. You can obtain a barcode by registering
in the library or by filling out the library's online form to be found
at http://www.ogi.edu/library/regform.shtml.
Once your have your barcode, you can use materials! The message is REGISTER,
REGISTER, REGISTER!
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FACULTY
NEWS
Tugrul Daim
has recently been promoted to Program Manager for Intel's next-generation
server processor development project. For the time being, he will be
taking a hiatus from teaching at MST in order to fulfill these new responsibilities.
Bill Dresselhaus
gave a lecture and taught a workshop on creative process design and
innovation at Thomas A. Edison High School in Beaverton, OR, to learning
challenged students at this special high school. His two half-day sessions,
which adapted his "Product-Design-In-A-Day" event, were a
big hit. Three teams of five students each did a product design process
in only five hours total, including customer research, ideation, concept
development, refinement, and mockup building with Legos, K'Nex, Tinker
Toys, cardboard, tape, and clay; then presented their ideas.
Students interviewed
their teacher, William "Bill" Gates (yes, that's his name),
then used what they'd learned about his habits and peeves as a launching
pad for inventing better products, things that might benefit Gates and
the world at-large. One team designed a backpack with tank treads that
theoretically could roll behind Gates as he hiked. Another team designed
a shower with a water heater on its backside, decreasing the time it
takes to heat Gates' water. The third team designed a bed that would
"agitate" Gates if he didn't get up with his alarm clock.
Says Bill Dresselhaus,
"The results were astounding! It is a great pitch for the value
and critical importance of design and innovation to business, beautifully
demonstrated by these wonderful and talented high-school students who
were incredible at the process."
Julian Gresser
presented an interim report on his project, Alliances for Discovery,
at a meeting of 25 visionary thinkers at the Smithsonian on December
12. The report, Inventing for Humanity/Points of Leverage, not only
sets out the goals of the Alliances but also presents interim findings
on such topics as Accelerating the Transition to the Hydrogen Economy,
Sustainable Community-Based Development, Internet Strategies for Development
and the Pursuit of Happiness, and Altering the Signal/Noise Ratio in
Communications.
Jesse Reeder,
who teaches MST 541 Leadership and Communication Skills, says that her
book, Black Holes and Energy Pirates, published by Crossing Press 2001,
has now been translated into German and published in Germany. It was
also released last month by Gill-MacMillan in Ireland.
Adjunct faculty
member Adrian Roberts is heading up an interesting project for
Battelle Technology Partnership Practice, which has been engaged by
the Commerce and Economic Development Commission (CEDC) of Arizona to
produce a study entitled Competencies and Niches to Build the Arizona
Technology Roadmap.
This roadmap will
assess the competitive advantages of the technology research at the
three Arizona state universities, and it will have the potential to
position Arizona to better build the state's research stature and reputation.
The goal is to link this to long-term, statewide economic planning and
to expand public/private partnerships among industry, higher education,
and government.
Adrian is the task
leader for the project, responsible for collecting the data from the
universities, analyzing it, and deciding on the state's core competencies
and on which "technology platforms" make economic sense. He
will be recommending state investments in those platforms. Battelle's
report will detail the evidence for the core competencies, the market
trends and drivers, the four tech platforms Battelle has chosen, and
the investments needed to create spin-out businesses.
A steering committee
of representatives from the Arizona Department of Commerce, ABOR, the
three universities, and the Flinn Foundation will provide logistical
support, review, and input throughout the course of the study. The study
is expected to be completed by the end of February 2003.
Ken Anthony
has joined the board of directors for the School of Continuing Education,
Clemson University.
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STUDENT
AND ALUMNI NEWS
Linda Devers's company
Innovate Today, LLC, has expanded its service offerings to include Leadership
Coaching and Team Coaching. Contact Linda at 503-789-5910 or linda@innovatetoday.com.
After joining Spacelabs
Medical, a division of Instrumentarium, last April as Product Manager
of Emergency Care and Transport, Jerry Zion writes that he has been
engaged in leading the development of one section of the Marketing Strategy
for Patient Monitoring Networks. This document was used to help Instrumentarium
understand Spacelabs Medical's marketing strategy and how it mapped
to their Datex-Ohmeda Critical and Emergency Care Monitoring Strategy.
Since July, Jerry
has had several assignments in transitioning Perioperative Care products
to Instrumentarium's Datex-Ohmeda Anesthesia Care marketing and sales
team. He is now engaged in revising their marketing strategy to include
information regarding the announced acquisition of Instrumentarium by
GE Medical Systems, and the expected integration with GE Medical Systems
Information Technologies group. Jerry says, "These are exciting
and very visible assignments, and help when dealing with the chaos and
uncertainty of mergers and acquisitions. Boy, am I glad I had that class!"
MISSING
ALUMNI
Help us find your
classmates. If you have a current email or mailing address or phone
number for any of the following MST alumni, please forward the information
to Staci Sutton at stuttons@ohsu.edu.
Thanks!
Darryl Adams
Jack Battaglia
Allen Brown
Christopher Browne
Yin-Ping Chau
Karl DeLyria
William Devenish
Joseph Ellertson
Paul Formiller
Timothy Gasser
Sunita Gurung
Richard Jones
Colleen Lay
Bao Le
Jung Hun Lee
James Leissler
Kasey Luy
Curtis Matthews
Paul McElfres
Priscilla Nguyen
Lillian Nigo
Steve Oliver
James Pfaltzgraff
John Platt
Dennis Powers
Guy Schiffler
Paul Shay
Andrea Sliger
Wiboon Somboonsakdikul
T. Sprott
Lori Strong
Jiming Sun
Kittiporn Taephaisitpong
Ranajeet Talwalkar
Michael Taylor
Kevin Vincent
Yan Wang
Donald White
Robert Wilkins
Steven Williams
Daniel Wong
Shen Zhang
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Essential
Information for Students, Prospective Students, and Alumni
OGI'S
COMPUTATIONAL FINANCE PROGRAM SHIFTS GEARS, BECOMES A NEW TRACK FOR
MST STUDENTS
OGI has been offering
a Master's program in Computational Finance (MSCF) in the Computer Science
& Engineering Department since 1996. The program was created and
developed by Dr. John Moody, who directed it until June 2002, when Dr.
David Basterfield became director.
The MSCF program
has been an intensive one-year program of study for full-time students.
Despite the program's success, in September 2002, OGI decided to close
it down, since it does not fit in with the Institute's current strategic
plan. The current cohort of 18 full-time students, most of them will
complete their studies in September 2003, will be the last.
Following the closure
of the program, the MSCF team, which also includes Dr. Thomas Bundt
and program administrator Shelly Charles, made a proposal to OGI to
establish an "Analytical Finance track" of advanced finance
courses as part of the MST program.
The current MSCF
curriculum has combined the paradigms of modern finance with the best
in computer science, along with advanced mathematical and statistical
methods. And the 12-month MSCF intensive program has been producing
graduates trained at an advanced level to meet the quantitative and
computational challenges of the future.
The new Analytical
Finance track will focus more on quantitative methods and how they are
applied and much less on developing programming skills. Students will
learn concepts in modern finance and, through the use of case studies
and software, learn how these concepts are applied to solve practical
problems
MST courses enable
students with technological backgrounds to develop management skills
and gain insight into modern business practices. Those students completing
courses in Analytical Finance will also understand the key conceptual
tools in modern finance, the main quantitative models, and how they
can be applied using the latest software tools. These graduates will
be able to make rational value-added business decisions, taking into
account the risks and uncertainties of today's volatile and competitive
business environment.
At the same time,
the financial and insurance companies that employ our graduates will
obtain employees with updated skills and the knowledge to use the latest
methods and software tools to gain competitive advantage in areas such
as operational and financial risk management, pricing insurance and
financial instruments, and the optimal management of asset portfolios.
In the corporate
world, knowledge of the techniques and tools of quantitative finance
is becoming increasingly important. This is true not only in the area
of improving financial management but also in the areas of investment
decision-making and enterprise risk management. For example, the correct
assessment of operational risk in an organization must take into account
business as well as financial factors, and how they interact. The modeling,
simulation, and forecasting techniques taught in the Analytical Finance
track are applicable to these problems.
Thomas Bundt and
David Basterfield will develop the Analytical Finance courses, adapting
them from similar CF courses that they currently teach. The new Analytical
Finance track is scheduled to begin in Fall 2003.
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SCHOLARSHIP
AND PAID INTERNSHIP OPPORTUNITIES FOR MST STUDENTS
Tau Beta Pi, the
Engineering Honor Society, awards $10,000 fellowships to members. Tau
Beta Pi fellows are free to do graduate work in any field that will
enable them to contribute to the engineering profession. The only specific
duty of awardees is to write a report at the completion of the fellowship
year summarizing their work. Additional awards are made for Tau Beta
Pi industrial fellowships, where the recipient's study is underwritten
by a specific company with no obligation in any respect placed on the
fellow. For more information or for application forms, visit http://www.tbp.org.
The Council on Library
and Information Resources has established an $8,000 fellowship in honor
of A. R. Zipf, a pioneer in information management systems (namely,
invention of the system all banks now use to route financial information).
The fellowship is awarded annually to a student currently enrolled in
graduate school, in the early stages of study, who shows exceptional
promise for leadership and technical achievement in information management.
Application forms and instructions can be downloaded from http://www.clir.org/fellowships/zipf.html
or by emailing info@clir.org.
The Semiconductor
Research Corporation (SRC) Education Alliance has received $100,000
from the Intel Foundation to increase the number of scholarships it
offers to women students at the Master's level. The SRC Education Alliance
works with semiconductor companies to attract outstanding under-represented
minority and women students into engineering, computer science, and
other academic fields vital to the chip industry. Each SRC Master's
scholarship includes full tuition and fees, a living stipend, and a
$2,000 annual unrestricted gift to the student's university department.
More information and an application for the Master's Scholarship Program
is available at the SRC web site: http://www.src.org.
The Operations Research
Modeling & Simulation Office at the National Security Agency offers
a limited number of paid internships each summer (June-August) for graduate
students interested in working on a team to apply scientific and quantitative
methods to support decision-making. Students with high interest in mathematical
programming, optimization, modeling, simulation, and probability and
statistics are urged to apply. Applicants must be enrolled in a Master's
or PhD degree program, have a cumulative GPA of 3.0 or better, and be
US citizens. For more information, email sport@nsa.gov
or call 301-688-2851.
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SPRING
2003 COURSES
Note: Academic
advising is recommended for all new and returning students. Any resident
MST faculty member can be your academic advisor. Those choosing not
to get advising are directed to read the catalog requirements carefully,
as registration and graduation rules will be enforced.
MST WEEKEND (courses
usually run 4-9pm on Fridays and 9am-2pm on Saturdays.)
Beginning April
4-5
MST 501 Managerial and
Financial Accounting, Michael McLean, 4 cr.
MST 503 Technology Marketing:
Planning for Market, Jean-Claude Balland, 4 cr.
MST 522 Change Leadership
for Building Effective Organizations, Leslie Smid, 3 cr.
MST 523 New Product Development,
Paul R. Newman, 4 cr.
Beginning April
11-12
MST 510 Principles and
Trends in Technology Management, Mark Chen, 3 cr.
MST 514 Issues in R&D
Management, Lyle Ochs, 3 cr.
MST 516 Global Logistics
and Financial Management, Thoi Truong, 3 cr.
MST WEEKNIGHTS
MST 577 Principles for
Process Technology & Introduction to Manufacturing, Neil Berglund,
4 cr., Thursdays 5:30-9:30pm, beginning April 3
MST 590 Effective Business
Writing, Jill Kelly, 1 cr. Tuesdays 6-8:15pm; April 1, 8, 15, 22
MST at OHSU
MST 565 Human Resources
in Healthcare, Marianne Koch and Beverly Bow, 4 cr., Tuesdays 4-9
pm, beginning April 1.
MST WILSONVILLE (Please refer to the syllabus for course times
and location)
MST 512W Project
Management, Alvin Tong & Kathy Davis, 4 cr.
MST ONLINE (offered
through Cenquest, Inc.) starts Apr 7
MST 501D Managerial and
Financial Accounting, Jack Raiton, 4 cr.
MST 521D Human Resource
Management, Marianne Koch, 3 cr.
MST 540D International
Management, Deirdre Mendez, 3 cr.
MST 590D Effective Business
Writing, Arthur Ward, 1 cr.
MST 591D Effective Business
Writing for Non-Native Speakers, Rick Fournier, 1 cr.
To register for
any of the above courses, please use the electronic registration from
available at http://www.ogi.edu/forms/regform.shtml.
Be sure to include the Course Reference Number (CRN), such as MST501.
For online courses, add "D" (e.g., MST501D). For Wilsonville
courses, add "W" (e.g., MST504W). For additional MST program
information: 503-748-7804 or 503-748-1335.
Students matriculated
in the MST program may also take certain courses at Portland State University
in the ETM department. Part-time MST students should register directly
with PSU; full-time MST students should register at OGI. MST students
may also take selected electives in other OGI departments. Consult your
academic advisor for details.
The MST Monitor
is published quarterly by the Department of Management in Science and
Technology of the OGI School of Science & Engineering at Oregon
Health & Sciences University, Portland, Oregon. For information
about this newsletter, contact Jill Kelly, Editor, at editor@aracnet.com
or Fred Phillips, MST Department Head, at fphillips@admin.ogi.edu.
© 2003
