Papers by Matthew Liberatore
Journal of Computer Information Systems, Apr 20, 2022
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研究技術計画, 1987
The results of an empirical study on the current usage of quantitative techniques for R&D pro... more The results of an empirical study on the current usage of quantitative techniques for R&D project management in "Fortune 500" industrial firms are presented. A nonrandom sample of 40 respondents from 29 firms were selected to represent a mix of industrial sectors and geographic regions. The information was obtained via personal interview of R&D budget heads and some high level staff. Extensive demographic data on the respondent and his company were collected and related to familiarity and usage of project management techniques. Data were also collected on the perceived impact of techniques on project decision making, and any recent/planned changes in the cadre of techniques. Heavy use and high perceived impact of financial methods for project selection, selective use of network models, some dissatisfaction over the methods available for project scheduling and control, and no usage of mathematical programming models for R&D resource allocation were key findings. As a result, R&D managers must have a thorough understanding of the capital budgeting techniques used by their organizations. Also, the initial training for R&D managers in project management should provide a broad-based introduction to the available methods and techniques, while emphasizing organizational "fit" considerations. Finally, it is suggested that R&D managers enlist the support of management scientists in the development of decision support systems for R&D project management, especially for multi-project planning and control.
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Journal of Computer Information Systems, Oct 31, 2016
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Journal of Computer Information Systems, Jul 26, 2022
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Journal of Computer Information Systems, May 5, 2021
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IEEE Transactions on Engineering Management, May 1, 2010
Increasingly, consulting firms are employed by client organizations to participate in the impleme... more Increasingly, consulting firms are employed by client organizations to participate in the implementation of enterprise systems projects. Such consultant-assisted information systems projects differ from internal and outsourced IS projects in two important respects. First, the joint project team consists of members from client and consulting organizations that may have conflicting goals and incompatible work practices. Second, close collaboration between the
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Increasingly, consulting firms are employed by client organizations to participate in the impleme... more Increasingly, consulting firms are employed by client organizations to participate in the implementation of enterprise systems projects. Such consultant-assisted IS projects differ from internal and outsourced IS projects in two important respects. First, the joint project team consists of members from client and consulting organizations that may have conflicting goals and incompatible work practices. Second, close collaboration between the client
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Journal of the Construction Division and Management, Apr 1, 2001
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Interfaces, Dec 1, 2011
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Interfaces, Aug 1, 2010
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arXiv (Cornell University), May 9, 2016
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International Journal of Business Intelligence Research, Apr 1, 2010
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Interfaces, Apr 1, 2013
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Springer eBooks, 2013
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Interfaces, 2003
ABSTRACT Airlines face schedule disruptions daily because of unexpected events, including incleme... more ABSTRACT Airlines face schedule disruptions daily because of unexpected events, including inclement weather, aircraft mechanical problems, and crew unavailability. These disruptions can cause flight delays and cancellations. As a result, crews may not be in position ...
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Supply Chain Management Review, Mar 1, 2011
ABSTRACT Most everyone acknowledges the importance of strategic supply chain planning. But many c... more ABSTRACT Most everyone acknowledges the importance of strategic supply chain planning. But many companies struggle with translating their plans into action. In many cases, what’s missing is a framework that can guide the strategic planning process. The realworld framework offered here not only facilitates this process, but also helps companies select those projects that will help make the strategy a reality.
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ABSTRACT This paper presents an approach for modeling and analyzing project uncertainty at the ne... more ABSTRACT This paper presents an approach for modeling and analyzing project uncertainty at the network, rather than at the activity, level. This approach is applicable for project schedule risk analysis and contingency planning. The suggested approach requires that a set of project network scenarios be able to be identified, each with an assessed probability of occurrence. These scenarios might differ according to the results of uncertain events that could occur during the coarse of the project, uncertain activity durations, finite loops, or a combination of these. In this paper we present a general approach for modeling and analyzing the set of network scenarios. An advantage of our approach is that it uses standard methods, such as critical path analysis and probability analysis, to solve project planning problems with uncertain network structures. Our approach also leads uncertainty measures, including expected and conditional activity criticality slack, and early and late start and finish times for repeated activities resulting from looping. A second benefit is greater accessibility and likelihood of the use of uncertainty analysis in project planning, since the data needs and the analysis are focused on the key scenarios deriving schedule uncertainty. Several examples are presented to illustrate the proposed approach, including random events, loops, and random activity times. Suggestions for future research include field testing the proposed approach and determining the condition under which it is preferable to simulation.
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Journal of the Society of Research Administrators, Mar 22, 1989
THE R&D PLANNING--BUSINESS STRATEGY CONNECTION Abstract This article discusses why and how R&... more THE R&D PLANNING--BUSINESS STRATEGY CONNECTION Abstract This article discusses why and how R&D is planned for the long term, and what linkages exist between R&D and business planning. The data for this study were obtained through a series of extended interviews of both R&D and business executives in nine U.S. industrial corporations. The results indicate that R&D planning is generally program or project oriented. No strong evidence was found that strategic planning of R&D is the norm. The paper concludes with a series of recommendations for improving the R&D planning process and its linkages with business planning. Introduction Twenty-first century commentators will undoubtedly characterize the decades of the 1970s and 1980s as periods of intensified global competition and rapid technological changes. These decades have witnessed a reexamination of the role of technology within the industrial enterprise. Technology has been seen as a "strategic asset"[1] and a "competitive weapon"[2]. One author stated that "more than 30 books and articles...express this increasing perception by managers of the need to place technological decisions in the context of overall corporate strategy."[3] Research and Development (R&D) is one of the avenues available to maintain, develop, and expand a firm's technological base. Of specific interest in this article is the internal R&D organization within the industrial firm. If this R&D activity is a "competitive" and "strategic" weapon in the firm's technological arsenal, has there been a commensurate change in R&D's role in the development of corporate and business strategy? An important dimension of this question is addressed by probing the relationship between R&D and the strategic planning process of the firm. Strategic planning can be defined as a comprehensive statement of a firm's mission, objectives, and strategies and the courses of action it intends to pursue in achieving its objectives. Simply stated, strategic planning addresses all issues, whether short or long term, which have a significant impact on the firm's current and future business. Research in the early 1980s found that R&D had not been fully integrated into the strategic planning processes of most organizations. Many R&D groups were attempting to become more active participants in the strategic planning process.[4] However, R&D's participation in planning may be largely a matter of managerial philosophy, not financial performance or marketing strategy.[5] At the beginning of this decade, R&D was often viewed as an implementor, and not a formulator, of business strategy. This article examines why and how R&D is planned for the long-term, and what linkages, if any, exist between R&D and strategic planning. Although the primary focus is strategic planning and its relationship with a firm's R&D activity, one cannot ignore other related activities. These include as a whole. These plans may or may not be a strategic in nature. Generally, they address medium-to long-range sales and profitability targets, timing of new product introductions, and so on. Similarly, R&D planning activities consider short-to medium-range, as well as strategic issues. The former addresses planning for the R&D function itself, which includes project and program plans (a program is a collection of R&D effort for specific business units. An understanding of these related planning activities is necessary to assess whether R&D's role is changing from an implementor, to both an implementor and formulator, of business strategy. In addition, recommendations for improving planning practices and strengthening the ties between R&D and business units can then be obtained from a broader investigation of these related planning activities. The data for this study were obtained through extended personal interviews of 94 R&D and business executives, and an extensive review of supporting documentation on organization, business activities, and planning procedures. …
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World Academy of Science, Engineering and Technology, International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering, Jul 21, 2010
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Transportation Journal, 1979
While numerous studies have corroborated the impact of transit-time reliability on carrier select... more While numerous studies have corroborated the impact of transit-time reliability on carrier selection, this paper presents some new programmable inventory-theoretic results which help unify the theory by incorporating both uncertain lead times and fluctuating demands into carrier selection and ordering decisions. An example illustrates the procedure and shows the tradeoffs between cost and transit time parameters in decision making.
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Papers by Matthew Liberatore