List of Meetings (details below)

Jun 28, 2000:
  Management Forum: How to Make Winning Presentations – Peter Rosselli, Consulting Partner Cor Communications, LLC
  After-dinner Talk: An Apple Approach to Integrated Product Development – Jackie Streeter, VP, Apple Computer
May 31, 2000:
  Management Forum: Creating Performance Excellence Through Project Management – Phil Bristol, President, Bristol & Associates, Inc. (download presentation materials)
  After-dinner Talk: A New Model for IT Effectiveness – Scot Klimke, CIO & VP of Information Systems for Network Appliance (see slides)
Apr 26, 2000:
  Management Forum: HighTech Speaking: Four Secrets of Exceptional Technical Presentations – Rick Gilbert, Frederick Gilbert Associates
  After-dinner Talk: Surviving an Acquisition — An Executive View – Pauline Nist, VP, Compaq’s Tandem Business Unit
Mar 29, 2000:
  Management Forum: Managing Virtual Teams: Four Key Skills for Effective Distance Communication – Martha Haywood, Management Strategies Inc.
  After-dinner Talk: Implications of the New World Internet Economy – Dixie Garr, VP, Customer Success Engineering, Cisco systems
Feb 23, 2000:
  Management Forum: Business Case: Emotional Intelligence (EI) – The Essential Ingredient in Leadership – Georgia Ireland, Space Systems / Loral and Diane Foster, Diane Foster and Associates (see slides)
  After-dinner Talk: There Is More to Engineering Project Management than Schedules and Budgets – Dr. William Kunz, Co-founder, Locrian Networks (see slides)
Jan 26, 2000:
  Management Forum: Developing Products Faster – Dohn Kissinger (see slides)
  After-dinner Talk: Managing International Development – Dr. John Klineberg, President, Space Systems / Loral
Nov 17, 1999:
  Management Forum: Turning Engineers into Managers – Dana Shultz (see slides)
  After-dinner Talk: How to Manage a Software Development Project Through to the End – John Burnham (see slides)
Oct 27, 1999:
  Management Forum: Managing Cross-functional Teams: A review of the Chevron deployment – Tom Keene
  After-dinner Talk: The Business Case for Faster Time-to-Market: When It Works & When it Doesn’t – Marv Patterson (see slides)
Sep 29, 1999:
  Management Forum: Obtaining Support, Recognition, and Resources for Your Project – John Barrett (see slides)
  After-dinner Talk: Starting a New Company and Living to Tell About It – Dr. Earl McCune (see slides)





Jun 28, 2000

Management Forum: How to Make Winning Presentations

Presented by Peter Rosselli, Consulting Partner Cor Communications, LLC

Your ability to present information and ideas effectively is a huge success factor in business. Unfortunately the challenge becomes more difficult when you are dealing with technical concepts or communicating to audiences with diverse knowledge levels and expertise. Obviously the most effective presenters deliver their ideas clearly and with memorable impact, project confidence and enthusiasm, and handle objections with poise. But how do they do that!?

Learn how you can:
  • Conquer nervousness or ‘Stage Fright’
  • Maintain listener attention and involvement
  • Generate energy, emotion and enthusiasm
  • Avoid the Power point ‘Data Dump’
  • Create an organized and focused message
  • Open and close presentations effectively
  • Make technical information memorable
  • Handle challenging questions professionally

Whether you’re delivering a formal presentation, or making comments at a meeting, increase your effectiveness in generating project support and funding, promoting creative ideas, or simply solidifying understanding and buy-in for your concepts. Don’t miss this fun and interactive session.

Peter Rosselli is co-founder of Cor Communications, LLC- a consulting company specializing in communication skills and diversity training. He has been a speaker, consultant, trainer, and course designer in the areas of business communications, cultural diversity, and personal expression for over 15 years. Peter has coached literally thousands of business people and conducted hundreds of skills development programs including Presentation skills, Press and Media Training, Negotiation Skills, Customer Service, and Change Management.

As an educator, Peter has also taught classes on gender and personal expression at Stanford University, UC Berkeley, and Holy Names College, as well as being a guest lecturer for the National Technological University. He has consulted internationally, working in a variety of industries with companies such as Apple Computer Inc., AT&T, Bank of America, Cirrus Logic, Data Broadcasting Corp., G.E., Gilead Sciences, Hewlett Packard, IBM, Kaiser Permanente, National Semiconductor, and Sterling Commerce.


After-dinner Talk: An Apple Approach to Integrated Product Development

Presented by Jackie Streeter, Vice President, Apple Computer

The high-tech industry continues to battle global challenges – shorter cycle times, reduced cost, and a strong desire for new features. At the same time, the Internet has fueled an explosion on business communication and the broadening of new solutions. This has placed traditional product development practices under a microscope. It forces businesses to ask themselves: Why are we doing what we are doing? Can we improve our ways? Can we engage new technologies alongside new processes? Can we transfer our knowledge base and product data into systems and instead focus on creativity and decision making?

During the last decade, Apple developed a number of internal systems to manage product data and workflow. The results have been powerful stand-alone solutions. Until recently, the industry at large has deployed Product Data Management (PDM) tools to move away from paper systems to global document databases coupled with workflow. Apple is currently creating a foundation for 21st century product development practices. This foundation includes: integrating systems containing similar information (mostly product related) to allow for easy access to data, rapid decision making, simplified data management, constraint-based development, and concurrent engineering.

This presentation will discuss how Apple got started with new product development practices. It will include a discussion on how to know what you have, to know what you want, and to create a vision. It will conclude with how to implement new product development practices in stages with support from all divisions. It’s all or nothing; there is no middle ground.

The speaker, Jackie Streeter, is vice president of Engineering at Apple Computer, Inc. She is responsible for providing cross-functional engineering design, quality and product development direction. Jackie has worked successfully through the years to promote the non-proprietary thinking that Apple Computer needed to move into the future. Jackie joined Apple as the Senior Director of Configuration Management and Engineering Services. During her tenure as Senior Director, Streeter developed and implemented integrated product development practices, which streamlined and automated engineering design and informational systems.

Ms. Streeter was a member of the board of directors of Leadership California, an organization that recognizes, inspires and advances women leaders who have demonstrated leadership abilities and the potential to positively influence California¹s future. She also served on the board of Women in Technology International. She was featured in the 1999 COMPUTERWORLD, business interview article; “Champions of Women in Technology” which profiled women whose innovative and outstanding management styles in a technical environment is creating positive change in their corporations. She has written several articles on product development for professional journals including, “Roadmap for Success” which appeared in an issue of PM Network.

Ms. Streeter is a frequent speaker at major industry events including keynote speaker at the first Women in Technology Conference held in San José, and the Women Shaping Technology Conference in Arizona. Together with management consultant Dr. Robert J. Graham, he authored a book published by Jossey-Bass in August 1997 on Creating an Environment for Successful Projects: “The Quest to Manage Project Management”. Graham and Englund also presented “Speaking Truth to Power” for the Project Management Institute Seminar/Symposiums and published an article of the same title in Today’s Engineer, from IEEE, Summer 1998. Their article on “From Experience: Linking Projects to Strategy” appears in the January 1999 issue of The Journal of Product Innovation Management. Both authors speak frequently and conduct seminars on the subject of this presentation.



May 31, 2000

Management Forum: Creating Performance Excellence through Project Management

Presented by Phil Bristol, President, Bristol & Associates, Inc.

One of the five essential capabilities that accelerates organizational performance is selecting and chartering projects. Each year, organizations must make critical decisions regarding the selection of projects to initiate – projects that add the maximum value to the company, i.e. the contribution of the project to the organization on the whole, measured against project cost and the risk. Mitigating risks, managing expectations, and producing results begin when organizations are able to create project portfolios that align project contributions with the mission of the business and charter-selected projects for success. Phil Bristol, president of Bristol & Associates will present the five capabilities, with a workshop focus on project selection and chartering activities.

The goal of Faster, Better, Cheaper, combined with a dynamic marketplace, product complexity, and global competition, create inordinate pressures on executive management’s ability to increase earnings per share and return on investment. A significant source of reduced profitability and productivity is product development and business process improvement initiatives that do not deliver. Poor performance becomes evident when projects miss the commitment date, significantly exceed a budget, or fail to satisfy the customer’s requirements. Rather than vaulting to an industry leadership position, the organization enters a tailspin of a smaller market share.</p?

Managing complexity is every executive’s mandate. Establishing within a company the necessary processes to manage complexity effectively becomes the key to organizational success. World-class organizations are adopting the managed project culture as the solution. Creating a managed project culture increases organizational productivity, aligns initiatives to business needs, focuses the organization on essential actions, sets reasonable expectations, and clarifies accountability for results. The four root-causes of project failures leads to understanding the essential capabilities an organization needs to accelerate performance.

What process does your organization follow to ensure that your organization is devoting already scarce resources only to essential activities? Are work efforts aligned with the strategic direction of the company? Once selected for implementation, do project start-up activities increase the opportunity for success? This presentation looks at one of the five essential capabilities, which accelerates organizational performance: selecting and chartering projects.

The forum will be led by Phil Bristol, who has over 25 years of project management, systems management and organizational development experience. Mr. Bristol is highly respected for his integrated approaches to solving complex organizational issues. He has the unique ability to quickly find essential root causes to problems and help management set a realistic plan of action. He is focused on client-oriented strategic systems planning, business process improvement and enterprise-wide project management, which allow organizations to focus on essential activities, create convergent team thinking, promote a bias for results and clarify responsibilities. These products are performance proven to accelerate organizational excellence. Currently, Phil is teaching project management courses as an adjunct faculty member associated with San Jose State University.


After-dinner Talk: A New Model for IT Effectiveness

Presented by Scot Klimke, CIO and VP of Information Systems for Network Appliance

Although businesses now view IT investments as strategic, the dichotomy between the IT and business agendas has generally not been solved by traditional CIO alignment strategies. Rather, a new model needs to be adopted; this model views IT in the context of the enterprise value chain, with organizational, procedural, and cultural elements that differ from traditional and ’90’s genre IT. Scot Klimke, CIO and Vice President of Information Systems for Network Appliance, will present this model in general, with particular emphasis on implementation techniques.

According to the annual Gartner Group poll of CIOs, IT organizational alignment with the business is a perennial top five priority. However, traditional IT organizations are often perceived within the business to be out of touch with enterprise goals and, even more so, marching to the tune of a different drummer. The demands of the business are often viewed by IT as exactly that – demands. The flexibility necessary to run a business, particularly in the cost-conscious, internet-paced time frame of the new millennium, run contrary to the predictive, ponderous, and often insular IT organization.

Organizing and operating IT around a new paradigm modeled on the enterprise value chain promises to return a result more valuable to the business. In this scenario, IT becomes more of a virtual operation, and the traditional business/IT chasm is brought into the heart of the organization. In the ’00 decade, the new IT will organize around two specific areas: functional centers of competency and the more traditional operations. Competency centers reflect the organization of the business and are staffed with business specialists who have some IT experience. The model requires the development of a protocol to handle intra-organization communications.

Aside from these organizational considerations, in the value chain model, IT is both a consumer of enterprise services as well as a service provider. As such, IT must integrate not only at the customer end but also with the supply chain. IT is then best positioned to drive the agenda of the business throughout the value chain. There are several techniques that can assist IT in performing that function. These techniques will be the emphasis of the discussion.

Scot Klimke is the CIO and Vice President of Information Systems for Network Appliance. He is responsible for the day to day management of Network Appliances’ worldwide computing infrastructure, business process automation and business data operations.

Mr. Klimke has over 13 years of IT management experience in the high technology, banking and defense industries. Mr. Klimke received an MSEE degree from Illinois Institute of Technology. He also holds a BSEE degree from Southern Illinois University. Prior to Philips, Mr. Klimke spent nine years in a series of IS management roles for Cirrus Logic, most recently as director of information technology, where he was responsible for the company’s worldwide web infrastructure and leading the rollout of Cirrus Logic’s SAP operations.



Apr 26, 2000

Management Forum: HighTechSpeaking: Four Secrets of Exceptional Technical Presentations

Presented by Rick Gilbert, Frederick Gilbert Associates

Would you do anything to avoid giving a technical presentation? Does the mere thought of doing a technical presentation cause your pulse to shoot up and sweat to break out on your brow?
You know that communicating your technical messages effectively and confidently is critical to your success. A well-crafted talk can be the difference between a project that gets funded and one that doesn’t.

This presentation will give you the practical, tangible skills you need to make great technical presentations. The agenda will include ways to:
  • Organize a clear technical message around one key idea to create better retention.
  • Use visual aids to enhance the message and not bore the audience with endless PowerPoint slides.
  • Manage the unexpected by learning how to field impromptu questions.
  • Increase audience attention and retention with effective delivery style.

If you or people in your organization have to give presentations, this is a “must see” program. Don’t miss it.

The forum will be led by Rick Gilbert, founder of Frederick Gilbert Associates, and a major developer of PowerSpeaking. He is both a keynote speaker and trainer. His background includes consulting, university teaching, and management positions with HP and Amdahl corporations.

Rick is a past-president of the Northern California Chapter of the National Speakers Association, NSA’s largest chapter. He has a doctorate in psychology and has written many articles on communication that have appeared in dozens of publications over the past 20 years. Additionally, his keynote speeches have won praises and awards from a wide variety of audiences. His audio tape program, PowerSpeaking: how to Make People Sit Up and Listen, was distributed internationally by John Wiley and Sons and listed as a “best seller.” The Speaker and his company deliver over 250 programs each year helping people develop the confidence they need to build their careers and their projects.


After-dinner Talk: Surviving an Acquisition — An Executive View

Presented by Pauline Nist, Senior Vice President & General Manager, Tandem Business Unit of Compaq Computers

Pauline Nist, Senior Vice President & General Manager of the Tandem Business Unit of Compaq Computers, will provide an executive view on company “mergers” and “acquisitions” and the difference between them. She will outline how you can decide whether to bail out sooner or later (or perhaps even to stay on); and to understand why reading “Men are from Mars, Women are from Venus” can help you get through endless post-merger management meetings. Also, how to survive, and even prosper in the new company.

Ms. Nist has first hand experience in the recent phenomena in the business world—that of a merger and acquisition (M&A). She has successfully survived the Compaq Computers / Tandem Computers M&A and will provide us with an insider view into what really happens when two distinct businesses are brought together.

Given that at some point in our careers, many of us will experience an M&A, the best thing we can do is adapt, not fight, the trend. With the right strategies, you can even enhance your career following an M&A. In today’s increasingly competitive environment for market share and higher corporate earnings, companies are continuously reorganizing due to M&As. Therefore, in today’s dynamic corporate economy, it is critical to your career to understand and prepare for these events.

Pauline Nist is the senior VP & General Manager of Products & Technology Division, Compaq Computers, Tandem Business Unit. In this presentation, Ms. Nist will share her experiences and survival techniques gained at Tandem and the previous 22 years at Digital Equipment Corp (DEC) managing the VAX and Alpha Server Business. Ms. Nist will have a special insight into M&A’s because DEC was also acquired by Compaq Computers. Her career strategy has been “to work for every company Compaq has acquired”.



Mar 29, 2000

Management Forum: Managing Virtual Teams: Four Key Skills for Effective Distance Communication

Presented by Martha Haywood, Management Strategies Inc.

Most traditional project management techniques were developed for co-located work teams. Increasingly, project managers are faced with downsizing, mergers, acquisitions, mandated telecommuting and distantly located technical specialists. Although numerous studies indicate the majority of managers have a strong preference for co-located teams, today’s business environment makes the management of geographically distributed work teams a fact of life. The first speaker for our March 29th meeting will focus on the issue of effective communication for virtual project teams. Martha Haywood will share the results of MSI’s survey of 514 managers and explain a set of best practices for distance communication.

Martha Haywood is a Senior Consulting Partner at Management Strategies, a consulting firm which specializes in management of geographically distributed teams. Ms. Haywood has held Director and senior management positions at high technology companies such as Telebit Corporation and Harris Corporation. She has over 15 years experience managing product development teams. She has extensive experience in the management of large-scale telecommunication and data communication product development projects. Ms. Haywood is the author of “Managing Virtual Teams”. She teaches project management at the University of California Berkeley Extension and developed their course on “Managing at a Distance”. At Management Strategies Ms. Haywood has assisted companies such as Oracle, Lockheed Martin, Hewlett Packard, and Amdahl in the training and implementation of their distributed teams. She is a frequent lecturer at the Project World Conference, Boston University’s Frontiers in Project Management Conference, ISDN World, and the PMI conference.


After-dinner Talk: Implications of the New World Internet Economy

Presented by Dixie Garr, VP, Customer Success Engineering, Cisco Systems, Inc.

Today, the Internet Economy is changing everything – how we live, work, learn and play. Individuals (not just technologists), companies and countries, who understand the implications and prepare for and lead the change, will flourish in the transition to the New World. Others will live in the land of the “I Don’t Get It”. The secret is remembering the hard lessons learned, and that still apply, as well as learning some new rules of play. Ms. Dixie Garr, Vice President for Customer Success Engineering at Cisco Systems will cover both in her after dinner presentation. A believer in open communications and managing by exception, Ms. Garr will exemplify leading a team by defining the organization’s strategic direction, reaching a consensus of expectations to be delivered, then trusting and empowering leaders to accomplish expectations.

Dixie Garr is Vice President of Customer Success Engineering at Cisco Systems, Inc., where she leads Cisco’s efforts to continually understand its customers’ experiences and drives changes throughout Cisco’s engineering processes and business practices to meet the needs of Cisco customers world wide. Ms. Garr leads teams responsible for world-class customer satisfaction, corporate quality leadership, serviceability design and product compliance.

Prior to joining Cisco, Ms. Garr applied her background in software engineering, marketing, and business development to technical and business leadership positions in six large corporations. As Director of Software Engineering at Texas Instruments, Ms. Garr led a team of more than 800 software engineers to develop more than one hundred real-time embedded systems. She was responsible for development and deployment, software quality engineering, configuration management and automation. Ms. Garr’s 23 years of high tech experience spans commercial, industrial and defense segments.

Ms. Garr is the recipient of a Patent for the Advanced Productivity Tool (APT), an object-oriented case tool for factory control. In 1997, she received national recognition for Black Engineer of the Year for Professional Achievement in Industry from the U.S. Black Engineer and Information Technology magazine and The Council of Engineering Deans of the Historically Black Colleges and Universities. She is also an alumni of Leadership America and Leadership Texas.

A motivational speaker, Ms. Garr has given a number of keynote speeches at high profile events, including Women of Color, Women in Technology International (WITI) and Supercomm on topics such as Leadership in the New World of Technology, Internet Trends and Technologies and Customer Listening Systems. In 1995 she had the privilege of addressing the Congressional Black Caucus.

Ms. Garr graduated Summa Cum Laude with a double major in Mathematics and Computer Science from Grambling State University in Louisiana. She’s also completed graduate work in Electrical Engineering and Computer Science at University of California in Los Angeles.



Feb 23, 2000

Management Forum: Business Case: Emotional Intelligence (EI) – The Essential Ingredient in Leadership

Presented by Georgia Ireland, Space Systems/Loral and Diane Foster, Diane Foster and Associates

The most effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. It is not that IQ and technical skills aren’t important; they are, but primarily as entry-level requirements for executive positions. In fact, the research of Daniel Goleman, along with numerous other studies, has demonstrated that emotional intelligence is the essential ingredient of leadership. Without it, an individual can have the best training in the world, an incisive, analytical mind, and a limitless supply of brilliant ideas, but he or she still won’t make an effective leader.

Ms. Ireland and Ms. Foster will define emotional intelligence (EI) for you, and the five components of EI, and inform you of some of the relevant research that demonstrates the relationship between EI and leadership performance. The forum workshop will use participants’ experience to help recognize when someone has high EI. You will also be able to take a mini assessment to measure your EI.

Our management forum facilitators, Georgia Ireland, Ph.D.(ABD), and Diane Foster, of Diane Foster and Associates, have over 35 years of experience between them, as performance and career consultants with executives and leaders at all levels of the organization. Georgia and Diane facilitate teams within an enterprise to plan and implement organizational change and transition. Their consulting addresses areas of strategic and performance planning, training, change dynamics, strategies, processes, methods, measurement and feedback systems.

Georgia Ireland is Manager of Employee & Organization Effectiveness at Space Systems/Loral. Diane Foster heads her own company, and practices as an independent consultant, specializing in leadership coaching and organizational change.


After-dinner Talk: There Is More to Engineering Project Management than Schedules and Budgets

Presented by Dr. William Kunz, Locrian Networks

There are many project management methodologies available for large organizations and projects. These techniques do not necessarily scale easily for the small project or company. This talk will address the need to identify the company’s state of evolution in relation to the scale and importance of the project, and will discuss the people parameters of the project team. Dr Kunz will talk to the range of program sizes, from small to large. Effective style differences between “military project” and “commercial” development will also be discussed. He will show the value of identifying and guiding the real priorities for the members of the project team, and applying the appropriate soft skills. You will learn how these may be helpful in turning you or your engineers into leaders and successful project managers.

Our speaker, Dr. William E. Kunz is co-founder of Locrian Networks, a provider of SONET/SDH fiber optic access solutions. Locrian Networks is developing enabling technology in the converging datacomm, telecom, ethernet, IP, MPEG-2 and DVB environments. He is also executive vice president and a member of the board of directors of Regal Electronics Inc., where he is responsible for management of the design, development, marketing, sales, and production of Regal’s entire line of computer, telecom, audio, magnetics, and interconnect products.

Dr. Kunz is highly regarded as both an innovator and a leader, directly involved in the design, development, and production of products for extremely high-speed computer networking equipment. He has extensive management experience and technical expertise as president, COO, CEO, and director/vice-president and designer with Mountain Network Solutions, Inc., a developer and producer of computer peripherals and network software solutions, and with Watkins-Johnson, manufacturer of electronic systems and RF and microwave products. Dr. Kunz has been responsible for more than 1,300 employees producing over $115 million in annual revenues.



Jan 26, 2000

Management Forum: Developing Products Faster

Presented by Dohn Kissinger, MBA, Ph.D., PMP

In today’s global economy, competition comes from companies in all parts of the world. The primary competitive advantage in the world today is speed. Because of the competitive advantage of speed, customers want products developed fast in an effort to obtain the latest capabilities.

On the other hand, the project manager and the project team developing the product want to make sure that they achieve the project objectives. Which should it be – “Fast” or “Sure”? Critical Chain Project Management is a project management method that can break the conflict between Fast and Sure. We will see how Critical Chain Project Management, which uses Goldratt’s Theory of Constraints, can reduce product development cycles by 25% while keeping due dates “Sure”.

Our speaker, Dr. Dohn Kissinger, PMP, has over 20 years of experience in Project Management. He currently helps high-technology businesses develop products faster with less stress. He is one of only 150 consultants in the world licensed by the Goldratt Institute to implement Critical Chain Project Management. With an MBA and a Ph.D. in Engineering, Dohn can relate to the unique needs of high-technology companies.


After-dinner Talk: Management of the Globalstar Space Segment – a Personal Account

Presented by Bruce Dr. John M. Klineberg, Ph.D, President of Space Systems/Loral

Dr. John M. Klineberg, President of Space Systems/Loral, will describe his experiences in managing the design, development, launch and deployment of the Globalstar satellite constellation. This joint venture between Loral Space & Communications and Qualcomm Inc. is perhaps the largest international development program ever attempted. Dr. Klineberg will describe the major events in the program, from the internal sharing of the design and construction of the satellites, through the various stages leading to the present successful deployment of the Globalstar constellation.

Dr. Klineberg was named president of Space Systems/Loral and corporate vice president of Loral Space & Communications in September 1999. Prior to this, he was assigned to Globalstar as executive vice president for Satellite Constellation Establishment, and earlier, Dr. Klineberg was responsible for overseeing the development, production, and deployment in orbit of the Globalstar satellites that SS/L is producing as prime contractor. Before joining Loral in 1995, he spent 25 years with NASA in a variety of management and technical positions. He was director of the Goddard Space Flight Center, Greenbelt, Md; director of NASA’s Lewis Research Center, Cleveland, Ohio; and deputy associate administrator for Aeronautics and Space Technology at NASA headquarters in Washington, D.C. Dr. Klineberg has had responsibility for NASA’s Advanced Communications Technology Satellite (ACTS), Tracking and Data Relay Satellites (TDRSS), Hubble Telescope Repair Mission, Upper Atmosphere Research Satellite, Gamma Ray Observatory, and many others, including SS/L’s GOES weather satellite program.

He has received many awards for his outstanding service to NASA and for his contributions to the field of aeronautics and space systems, including the NASA Distinguished Service Medal, the NASA Outstanding Leadership Medal, the NASA Goddard Award of Merit, the U.S. Government’s rank of Distinguished Executive, and the AIAA Barry M. Goldwater, Jr., Education Award. Among numerous other memberships, he is a corresponding member of the International Astronautical Federation, a member of the NATO Advisory Group for Aerospace R&D, and a fellow of the American Institute of Aeronautics and Astronautics.

Dr. Klineberg received his Ph.D. in aeronautics and political science, a masters degree in aeronautics at the California Institute of Technology, and a Bachelor of Science degree in engineering at Princeton University.



Nov 17, 1999

Management Forum: Turning Technicians into Managers

Presented by Dana Shultz, TechManager Transformations

Effective use of technology helps separate the winner from the also-ran in today’s highly competitive business environment. Unfortunately, many technical personnel entering technology management never learn the skills and insights needed to succeed in their jobs. Technicians can be valuable assets. At their best, they have almost limitless energy, focus and tenacity. In the pre-dinner workshop, Dana H. Shultz, JD, CMC, founder and President of TechManager Transformations will help us to explore how to capture the best of these characteristics in the modern, High Tech environment.

He has observed that, sometimes, technical personnel have trouble working with others. Also, their priorities may conflict with the enterprise’s strategic objectives. In addition, they may not even be aware there is a problem. Getting through to bridge the gaps, and then succeeding in launching an engineer-turned-manager requires a deep understanding of the technical mind set. Mr. Shultz, a long-time technology professional, has that understanding and the ability to help engineers become effective managers. He combines his in-depth knowledge of business management with a strong technology background to help technical personnel increase their effectiveness on the job. Dana conveys, in simple, non threatening terms, the knowledge, skills, and insights needed to help engineers transform themselves into effective managers.

This month, he will share his insights and decades of professional experience. In his informative, yet entertaining presentation, he will explain why technical personnel often have a difficult transition to management. Then Dana will describe techniques by which technical managers can:
  • Identify strengths and opportunities for improvement
  • Develop communication, interpersonal and other skills
  • Clarify expectations regarding performance
  • Uncover fears and concerns
  • Feel more comfortable in an environment of significant change
  • Retain employees who otherwise might be lost to competitors

The real-life results of Dana’s approach are enhanced performance and greater contributions to the firm’s operations and profitability. Dana can convey, in simple, non-threatening terms, the knowledge, skills and insights needed to help technicians transform themselves into effective managers.

Early in his career, Dana had ambitions that required moving beyond his technician roots. Through hard work, and with help from colleagues and mentors, Dana achieved his goals. He broadened his skills and became a successful manager. Today he is a nationally known technology consultant, coach and speaker.


After-dinner Talk: How to Manage a Software Development Project Through to the End

Presented by John Burnham,Compaq Computer Corporation

Many software development managers would really appreciate some guidelines for how to comprehend the scope of their project and the associated risks to completing it. Each project usually starts with an idea. That idea quickly turns into a very complex set of interrelated management issues, including staffing, budgeting, scheduling, technology, and marketing. This presentation will address various types of projects, but the questions are the same: How many people? What roles? How long will it take? Or more interesting …Can one come up with a good estimate for the entire project after only three months of analysis? How about three days?

After dinner, John Burnham will be discussing the complex problem: how to manage a software development effort through to the end? The experience recounted is limited to small software development teams (less than 50 people); yet the ideas presented here can scale up to very large development efforts. Ideas will be discussed for 6 to 12 person development teams. Very large projects with hundreds of developers need to be broken down into teams of this size. For discussion purposes the project will be a development effort around a single unifying idea that will take more than six months for about ten people.

Software development projects can be thought of in three phases: Analysis, Code, and Test. Some corporate cultures divide the Analysis phase into requirements gathering and specifications. John will present check lists, guidelines, and risk worksheets for each of these phases. Each phase presents its own set of risks. The same management techniques do not work in each phase. However, by focusing on the key issues for each phase, the project can be completed on time with minimal defects.

John Burnham is a manager at Compaq computer corporation, working in the Tandem Business Unit. He has lead three major multi-year projects of varying sizes that have all started and completed using the techniques that he will describe during his talk. He has lead teams in three major projects. First, back in the 80’s he was one of three project managers on a very large MRP manufacturing information system from HP, called MS/3000. Later, in the early 90’s, he was the project manager for C++ Softbench, a very successful UNIX based software development environment. Most recently, he was the development manager for a Tandem internal system that allows developers to safely and reliably reuse source code from hundreds of projects in the 1,000 person development staff.



Oct 27, 1999

Management Forum: Managing Cross-functional Teams: A Review of the Chevron Deployment

Presented by Tom Keeney, Hewlett-Packard Customer Service and Support Group

In the pre-dinner workshop, Tom Keeney will explain how the Chevron Global Information Link (GIL) project was planned, deployed, installed, tested and field personnel trained world-wide, all on PC and Server products. One phase of this effort was through the use of a PC Common Operating Environment. Chevron wanted to replace their mixed server and desktop environment with standard PC’s and Servers running NT. Chevron estimated a cost saving of $50 Million per year if they could create a world wide standard within their company.

The Chevron deployment took more than 4 months of planning, over 2 months to pilot, over 8 months to deploy, and 1 month to close down. It consisted of deploying about 27,000 PC’s. It covered over 600 major locations, and included countries such as US, Canada, Latin America, Asia Pacific, Europe, Middle East & Africa. Some of the “worst” locations included Tengiz, Angola, Nigeria, Papua New Guinea, Port Moresby and the offshore oil platforms.

Tom Keeney, PMP, is a Strategic Solution Deployment Consultant with Hewlett-Packard’s Customer Service and Support Group. He manages large global projects involving customer resources, HP resources, and business partner resources. Past projects have exceeded $100M in product and service revenue and have included deployment volumes as high as 30,000 customer installations. Key activities on these large mega-deals include staffing, resource managing, cost and scope management, as well as deployment strategy planning and Project Office coordination.

Tom has worked for Hewlett-Packard for 15 years. He provides presentations to customers and professional organizations about HP’s Project Management services. He has provided management services to the technology groups, managed technology services, and now coordinates strategic planning for complex project management services. He received his Bachelor’s degree in Electronic Technology from DeVry Institute of Technology in Phoenix, Arizona, and is currently working towards a Masters in Business Administration at Santa Clara University.Writeup is to be supplied later.


After-dinner Talk: The Business Case for Faster Time-to-Market: When It Works & When it Doesn’t Work

Presented by Robert Marv Patterson, President, Innovation Resultants

In their quest for continued growth and more competitive performance in the marketplace, businesses often focus their efforts on speeding up the product development cycle. This strategy has received so much attention and endorsement that one might think that faster time-to-market (TTM) will always save the day. But is this true? What are the fundamentals that link TTM to business success? Are improvements in this area of performance always a worthwhile investment?

Marv Patterson’s talk will present a unique perspective that describes product innovation as an enterprise-wide business process focused on creating new value for customers. The factors in this system that generate business growth are outlined and the relationship of faster TTM to these growth drivers is described. These fundamental underpinnings are then applied to relevant business scenarios to illustrate when faster TTM helps a great deal, and when it hardly helps at all.

Marv Patterson is president of Innovation Resultants International (IRI), a management consulting firm dedicated to helping client companies achieve healthy business growth through more effective new product efforts. Armed with the knowledge accumulated through long product-development careers, Marv and his colleagues left the Hewlett-Packard Company (HP) in 1993 to launch IRI. Before leaving HP, Marv was responsible for improvement efforts focused on HP’s company-wide product-development performance. Since founding IRI, Marv and his colleagues have helped dozens of companies implement more effective new product programs. Through this experience, they have developed an unparalleled depth and breadth in their understanding of product innovation as an enterprise-wide business process. Marv is the author of two books on product innovation, Accelerating Innovation (John Wiley & Sons, 1997) and Leading Product Innovation (John Wiley & Sons, to be released in November 1999).



Sep 29, 1999

Management Forum: Obtaining Support, Recognition, and Resources for Your Project; Are You Effective in Communicating with Senior Management?

Presented by Diana John Barrett, Managing Partner, Design for Fast Cycle

In the pre-dinner workshop, John Barrett will lead a discussion on tools for “Obtaining Support, Recognition, and Resources for Your Project. Are you Effective in Communicating with Senior Management?”

It is not unusual to hear from project leaders and business development teams that they are de-motivated by the way their project is treated. They will cite reasons as: lack of support, inadequate staff, changing requirements, and lack of management investment. These problems often arise from a lack of awareness on the part of the project leadership and team members of some fundamental tools they can use to promote their project and obtain the support it requires. If changing this dynamic is important to you, join us to discuss some new approaches. We will start by looking at four perspectives of stakeholders in a project. Knowing your stakeholders’ needs and expectations is critical to making your project a success. Seeing it from “their” view is the starting point: Their needs define your responsibilities to deliver the desired product.
  • View from the top: Know your fans needs and perspective. This will enable their participation, which is essential in
     obtaining effective support and sponsorship, and avoiding micro-management.
  • View from the project: Performance specifications, resources, schedules and tradeoffs must be clear, accepted by
     all project team members, and viable to anyone the project impacts.
  • View from the outside: Customers and competition must be clearly and unambiguously defined and characterized
     up front, in terms of the project’s deliverables (internal & external).
  • View from the corporate operations: Cross-functional needs and expectations must be factored into all
     development and market plans, with an unambiguous commitment.

We will develop worksheets that describe how to look at these four perspectives of stakeholders in an effective manner. This will give you some practical application material to take back to your workplace.

Time permitting we will discuss eight “tools” that will enable effective processes for communicating your project’s benefits and needs with senior management, customers and co-workers, and for clearing the path for effective decision taking. To judge their applicability and potential impact, we will look at these tools from the viewpoint of someone outside the project. It is all about communicating pragmatically.

The workshop will be lead by John Barrett, managing partner of Design for Fast Cycle. John’s company leads clients in improving development capacity and effectivity. He treats development as a business process linking technical, commercial, and managerial issues. He has guided the renewal of product innovation processes for small and medium companies and the engineering division of a major computer manufacturer. He consults at HP in Time-to-Market training and development. His career as an engineering executive and designer of product development processes includes all aspects of computer systems and integrated circuit products in both startup and Fortune 500 companies. John has successfully directed cross-functional teams on complex projects and expedited the adoption of state of the art integrated circuit technology into computer products.

He is the past Chairman of the IEEE SCV Engineering Management Society, and has taught Project Management in the UC Berkeley extension program.


After-dinner Talk: Starting a New Company (and Living to Tell the Tale)

Presented by Dr. Earl McCune, President, Tropian Inc.

Entrepreneuring in Silicon Valley … sounds romantic. Joining the entrepreneur ranks almost seems a right for those in the Silicon Valley, given the number of new companies spawning in the area with dreams of becoming the next Intel, Microsoft, or Yahoo. Those who have actually taken the plunge and started a company, learn (hopefully quickly!) that there is much more to starting a new company than ‘becoming your own boss.’

The presentation focuses on issues that startup companies must contend with, based on the presenter’s real world experiences. In the time available this presentation can only touch on the myriad of issues likely (or certainly) to be encountered by the entrepreneur. Items and issues that need to be in place to get started such as marketing fundamentals, budgeting, company forms, legal existence, lifestyle requirements, budgeting, meeting payroll, budgeting items often overlooked, team building, budgeting, company general operating requirements, and, oh yes, budgeting, are discussed. Having a good product idea is assumed. A hard-nosed look at general requirements for securing investment capital – and broad issues on setting the price – are also presented.

The presentation will be given by Dr. Earl McCune, President of Tropian Inc. Earl is a veteran of several startup (and turnaround) companies, of which he was the primary founder of one, and cofounder of another. He founded The Digital RF Solutions Corp. in 1986, which did pioneering work in direct digital synthesis technology. Ten years later he co-founded what is now Tropian Inc., which provides radio transceivers that require between one-half and one-tenth the DC power of conventional designs. He has also been the Chief Engineer for Cushman Electronics under turnaround conditions. Following the merger of Digital RF Solutions with Proxim Inc., he was VP of R&D charged with developing frequency-hopping spread spectrum technology for the resultant company. He has been a member of IEEE since he was an undergraduate at UC Berkeley. During his career he has also taken time to complete Master’s study at Stanford, and a doctorate in Electrical Engineering at UC Davis.