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Cambridge, MA

Managing Complex Technical Projects

November 15-16, 2018

Managing complex technical projects is a massive integration effort at many levels. Product and production plans must be integrated into components, components into subsystems, subsystems into systems and systems into quality products.

Traditional project management does not provide the kind of detail required today to both accelerate product and service development and improve product and service quality in the 21st century. Managing Complex Technical Projects presents a revolutionary design structure matrix (DSM) that MIT researchers use to determine which tasks within each phase of a complex project should or should not be performed concurrently. The DSM method is already applied in a number of corporations.

MIT researchers developed the DSM modeling approach to learn how to solve problems facing large-scale projects. After field-testing DSM in dozens of organizations and industries around the world, they found that it successfully streamlined the development of a wide array of projects including:

  • Complex automotive components systems and subsystems
  • Aerospace configuration design
  • Concept development and program roll-out
  • Electronics and semi-conductor development
  • Equipment and machine tool development
  • Plant engineering
  • Construction projects
  • Complicated service development and delivery projects

Through lectures, exercises, interactive discussions, and teamwork, participants in the program learn how to use DSM to map complex and often highly-technical procedures into simple arrays. Most important, they learn how to solve five key problems that confound complex project management: iteration, overlapping tasks, architecture, decomposition and integration. In Managing Complex Technical Projects, participants learn to:

  • Better document existing procedures
  • Reduce complexity
  • Share data with confidence
  • Facilitate project flow
  • Expose constraints and conflicts
  • Design iteration strategically

Cambridge, MA

Supply Chain Strategy and Management

November 15-16, 2018

Led by world experts, this practice-oriented program investigates a robust MIT framework for better managing supply chains in today's rapidly changing markets. Participants will explore:

  • The next big trend in supply chain strategy, and the key skills required to be successful
  • How to better structure a company's supply-chain strategy
  • Guidelines for making strategic sourcing and make-buy decisions
  • How to integrate e-business thinking into supply chain strategy and management
  • How to blend recent developments in information systems and communication technology with sophisticated decision support systems and create a comprehensive strategy for manufacturing and logistics
  • "Clockspeed benchmarking," a tool for deriving critical business insights and management lessons from industries with the highest obsolescence rates of products, process technologies, and organizational structures (industrial "fruit flies")
  • How to assimilate sustainability into your supply chain strategy
  • Why all advantages in fast clockspeed environments are temporary

Many participants attend this program along with Developing a Leading Edge Operations Strategy.

In the past, supply chain practice has been primarily tactical, but this program presents a new and innovative approach to supply chain design, which will enable program participants to better understand:

  • The role of supply chain design in business strategy and why, if not linked, your supply chain design can undo a company's entire business strategy
  • Forces that influence supply chain structure?how supply chain structures change; how supply chain structures and industry structures overlap; and how these structures are affected by the speed of change in a given industry
  • Integrating supply chain design with product and process development
  • Connecting supply chain design with supply chain management and logistics
  • Supply chains in the age of e-business

One of a Series: MIT Holidays

MIT Closed - Thanksgiving Day

November 22, 2018

One of a Series: MIT Holidays

MIT Closed - Day after Thanksgiving Day

November 23, 2018

One of a Series: MIT Holidays

MIT Closed - Christmas Day

December 25, 2018

Greater Boston Executive Program

March 7, 2026 - April 25, 2016

The Greater Boston Executive Program (GBEP) prepares high-potential professionals for executive leadership. By incorporating new research concepts and management practices, this intensive, eight-week program helps executives to enhance their people management skills, leadership capabilities, and ability to direct and carry out necessary organizational changes. Participants will learn how to apply findings from the behavioral sciences to build stronger organizations and graduate better equipped to lead change, organize for innovation, and manage an increasingly technical workforce. The program’s frameworks and modules are complemented by the small class size, close student-faculty interaction, and the diversity of topics and participant backgrounds.


The course will be held on eight consecutive Mondays (9:00 a.m. – 5:00 p.m.) beginning March 7, 2016. Participants who complete the program will receive both a GBEP certificate of completion and an MIT Sloan Executive Education Certificate in Management and Leadership.


Course curriculum is divided into three main topic areas:


Leadership
The leadership-focused sessions will introduce participants to MIT’s Four Capabilities Leadership Framework, a powerful tool for understanding and integrating four critical components of leadership—sense-making, relating, visioning, and inventing. This segment of the course will develop the participants’ ability to practice these capabilities through cases, experiential exercises, role-plays, videos, and self-assessments.


Organization Change
Organizations are changing rapidly in an increasingly uncertain world; dealing with these changes requires new skills and attitudes on the part of managers. This segment is concerned with the strategic, political, and cultural aspects of leading individuals and groups within and among organizations. Understanding how organizations and groups behave and change is necessary if managers are to act effectively in their current and future positions. Participants will engage in case discussions, small group problem solving exercises, and a computer simulation designed to provide insight and skill when leading organizational change.


Strategic Human Resource Management
While employees have always been central to the functioning of organizations, today they have taken on an even more critical role in the building of a firm’s competitive advantage. The effective employment of human resources in order to improve company performance is the essence of human resource management. This segment of the course approaches personnel and HRM problems and challenges from the general manager’s standpoint, combining up-to-date research findings with case materials and views HR theory and practice in light of current and emerging trends in the workplace.

Greater Boston Executive Program

March 7, 2026 - April 25, 2016

The Greater Boston Executive Program (GBEP) prepares high-potential professionals for executive leadership. By incorporating new research concepts and management practices, this intensive, eight-week program helps executives to enhance their people management skills, leadership capabilities, and ability to direct and carry out necessary organizational changes. Participants will learn how to apply findings from the behavioral sciences to build stronger organizations and graduate better equipped to lead change, organize for innovation, and manage an increasingly technical workforce. The program’s frameworks and modules are complemented by the small class size, close student-faculty interaction, and the diversity of topics and participant backgrounds.


The course will be held on eight consecutive Mondays (9:00 a.m. – 5:00 p.m.) beginning March 7, 2016. Participants who complete the program will receive both a GBEP certificate of completion and an MIT Sloan Executive Education Certificate in Management and Leadership.


Course curriculum is divided into three main topic areas:


Leadership
The leadership-focused sessions will introduce participants to MIT’s Four Capabilities Leadership Framework, a powerful tool for understanding and integrating four critical components of leadership—sense-making, relating, visioning, and inventing. This segment of the course will develop the participants’ ability to practice these capabilities through cases, experiential exercises, role-plays, videos, and self-assessments.


Organization Change
Organizations are changing rapidly in an increasingly uncertain world; dealing with these changes requires new skills and attitudes on the part of managers. This segment is concerned with the strategic, political, and cultural aspects of leading individuals and groups within and among organizations. Understanding how organizations and groups behave and change is necessary if managers are to act effectively in their current and future positions. Participants will engage in case discussions, small group problem solving exercises, and a computer simulation designed to provide insight and skill when leading organizational change.


Strategic Human Resource Management
While employees have always been central to the functioning of organizations, today they have taken on an even more critical role in the building of a firm’s competitive advantage. The effective employment of human resources in order to improve company performance is the essence of human resource management. This segment of the course approaches personnel and HRM problems and challenges from the general manager’s standpoint, combining up-to-date research findings with case materials and views HR theory and practice in light of current and emerging trends in the workplace.

Greater Boston Executive Program

March 7, 2026 - April 25, 2016

The Greater Boston Executive Program (GBEP) prepares high-potential professionals for executive leadership. By incorporating new research concepts and management practices, this intensive, eight-week program helps executives to enhance their people management skills, leadership capabilities, and ability to direct and carry out necessary organizational changes. Participants will learn how to apply findings from the behavioral sciences to build stronger organizations and graduate better equipped to lead change, organize for innovation, and manage an increasingly technical workforce. The program’s frameworks and modules are complemented by the small class size, close student-faculty interaction, and the diversity of topics and participant backgrounds.


The course will be held on eight consecutive Mondays (9:00 a.m. – 5:00 p.m.) beginning March 7, 2016. Participants who complete the program will receive both a GBEP certificate of completion and an MIT Sloan Executive Education Certificate in Management and Leadership.


Course curriculum is divided into three main topic areas:


Leadership
The leadership-focused sessions will introduce participants to MIT’s Four Capabilities Leadership Framework, a powerful tool for understanding and integrating four critical components of leadership—sense-making, relating, visioning, and inventing. This segment of the course will develop the participants’ ability to practice these capabilities through cases, experiential exercises, role-plays, videos, and self-assessments.


Organization Change
Organizations are changing rapidly in an increasingly uncertain world; dealing with these changes requires new skills and attitudes on the part of managers. This segment is concerned with the strategic, political, and cultural aspects of leading individuals and groups within and among organizations. Understanding how organizations and groups behave and change is necessary if managers are to act effectively in their current and future positions. Participants will engage in case discussions, small group problem solving exercises, and a computer simulation designed to provide insight and skill when leading organizational change.


Strategic Human Resource Management
While employees have always been central to the functioning of organizations, today they have taken on an even more critical role in the building of a firm’s competitive advantage. The effective employment of human resources in order to improve company performance is the essence of human resource management. This segment of the course approaches personnel and HRM problems and challenges from the general manager’s standpoint, combining up-to-date research findings with case materials and views HR theory and practice in light of current and emerging trends in the workplace.

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