TDR Trabajo Equipo Unsa

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION
CURSO CALIDAD TOTAL EN LA CONSTRUCCION-MAESTRIA GERENCIA DE LA

CONSTRUCCION
Rev.: 0
Fecha: 14/12714
INDICE
1.
PREMISAS...................................................................................................................................2
2.
OBJETIVO ...................................................................................................................................4
3.
DOCUMENTACION APLICABLE ..............................................................................................4
4.
DESCRIPCION DEL TRABAJO POR EQUIPOS .....................................................................4
5.
4.1.
Componentes del trabajo de equipo ..............................................................................4
4.2.
Trabajos taller desarrollados y a desarrollar por los equipo de trabajo...................4
ROAD MAPPING...................................................................................................................... 10
5.1.
Base terica de la TRM .................................................................................................. 10
5.2.
Procedimiento para desarrollar los TRM .................................................................... 12
6.
TEMAS TECNICOS APLICABLES AL CURSO .................................................................... 16
7.
CONCLUSIONES Y RECOMENDACIONES.......................................................................... 24
8.
ANEXOS ................................................................................................................................... 24
Profesor del curso Rubn Gmez Snchez S.
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CURSO CALIDAD TOTAL EN AL CONSTRUCCION-MAESTRIA GERENCIA DE LA
CONSTRUCCION
Rev.: 0
Fecha: 14/12714
1. PREMISAS
El curso se desarrollara bajo un nuevo enfoque, dicho enfoque fue explicado el da 13/12/13 y tendr
como base la siguiente relacin de tres variables, ver la figura:
Adems tambin se seal la otra relacin que ampla el desarrollo del curso:
Esta fue explicada con ejemplos claros relacionados a la vida real y ejemplos de proyectos de
construccin.
Como apoyo al curso se ha completado informacin de consulta o de lectura que ser motivo de
control de lectura y como referencia bibliografa para el desarrollo del curso a continuacin se
muestran las pantallas del DROPBOX ver imgenes.
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2. OBJETIVO
Orientar el desarrollo de los trabajos en equipo del curso CALIDAD TOTAL EN LA CONSTRUCCION,
para lo cual se detallara el alcance y requisitos del mismo.
3. DOCUMENTACION APLICABLE
3.1. Presentacin del curso
3.2. Material complementario de lectura alojado en el DROPBOX
4. DESCRIPCION DEL TRABAJO POR EQUIPOS

4.1. Componentes del trabajo de equipo
En forma resumida se detalla los componentes del trabajo a presentar por cada uno de los equipos
de trabajo conformados:
Un informe tcnico que describa y detalle el alcance de todo el trabajo encargado y detallado en
este sub numeral, este informe deber comprender lo siguiente:
a. El sustento y desarrollo del road map aplicable a la zona de trabajo del equipo de trabajo que
puede ser Arequipa o la zona.
b. El desarrollo de los trabajos taller desarrollado en las sesiones del da 13/12/14 desarrollado
en horario de la maana y tarde.
c. El desarrollo de los trabajos taller encargados mediante el presente termino de referencia y
que deben desarrollados hasta el 28/12714.
d. Una presentacin PowerPoint para el road map
e. Una presentacin PowerPoint para presentar todos los talleres desarrollados en dos bloques.
f. Un video de la presentacin del equipo que incluya las dos partes, por un lado la presentacin
de los talleres en dos bloques (en primer lugar) y segundo la presentacin de los resultados
del road map. Este video debe ser subido al Youtube y colocar el link en el informe del equipo
de trabajo.
4.2. Trabajos taller desarrollados y a desarrollar por los equipo de trabajo

Trabajo taller desarrollados
El equipo presentara cada uno de los talleres desarrollados en las dos sesiones realizadas el da
13/12/14, los cuales son:
Taller 01, aplicacin de las figuras mostradas en la presentacin 01 y bajo la aplicacin
del circulo de Deming.
Taller 02, control de lectura sobre dos artculos el primero relacionado con los adicionales
y el segundo con los riesgos en los grandes proyectos. En este caso los equipos de
trabajo debern explicar con un mnimo de tres ejemplos por lectura casos concretos de
sus proyectos o sobre proyectos con que cuente informacin directa o indirecta.
Taller 03, aplicacin del modelo de las lneas base y la gestin de riesgos, ver figura. En
este taller los coordinadores al final del mismo redactaron las conclusiones sobre el taller,
ver figura y fotografa.
Pgina 4
Trabajo taller a desarrollar entre el da 14 al 28/12/14
Los equipos de trabajo debern desarrollar los siguientes talleres que complementaran el
desarrollo del curso para lo cual emplearan los medios actuales de comunicacin: Facebook,
Skype, correos electrnico y dems herramientas TIC, los talleres que debern hacer sern los
siguientes y las fechas de subidas al grupo: CAMPAA DE PROYECTOS CONSTRUCCION
EXITOSOS, FACEBOOK link: https://www.facebook.com/groups/PROYECTOSEXITOSOS/
Taller 04, aplicacin de concepto de calidad segn la norma ISO 9000:2005, el
equipo de trabajo analizara como mnimo tres insumos de la construccin, ser necesario
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que precisen las normas tcnicas, reglamentos y cdigos que definan los requisitos. En
consecuencia, cada equipo deber completar tres tablas.
Para mayor facilidad completaran la tabla siguiente:
Imagen
del
insumo
En la fotografa se observa las cabezas de los pilotes plantadas en los

desarenadores de la C. H. Coca Codo Sinclair de Quito, Ecuador
N
CARACTERISTICAS
REQUISITOS
Pgina 6

Taller 05, identificacin de riesgos y desarrollo del anlisis cualitativo.
Para esto los equipos debern identificar por lo menos treinta (30) riesgos como parte de
la RBS (estructura de descomposicin de riesgos), estos riesgos sern distribuidos dentro
de los factores de riesgo ver figura:
Factores de
riesgos
Para poder identificar riesgos debern seguir los ejemplos mostrados a continuacin:
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Ejemplo de disparadores en riesgos:

1. Concepto de disparador: se trata de un variable y una metrica definida para tomar la decision
de intervenir con el plan de respuesta al riesgo, ejemplos:
2. Un riesgo posible, paralizacin por efecto de lluvias, disparador 1) nivel de precipitacion
pluvial, 2) metrica, valor maximo admisible 10 mmCA. Superado el valor del disparador entra
en accion el plan de respuesta al riesgo.
3. Un riesgo posible, fallas en los procesos de tuberias del gasoducto, disparador 1) juntas
rechazadas en el control por ultrasonido, 2) metrica, valor maximo admisible 4.5% de indice
de rechazos. Superado el valor del disparador entra en accion el plan de respuesta al riesgo.
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Estos son ejemplos de riesgos y de hechos evidentes, estos ltimos no son motivo de gestin de
riesgos.
La probabilidad ser definida como el equipo considere apropiado, ejemplo cual es la probabilidad
de lluvias en Arequipa en el mes de febrero: muy probable 0.95.
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Cmo afectara ms o cul sera el impacto del riesgo de suceder, en que lnea base afectara ms,
ejemplo siguiendo el caso de las lluvias afectara ms en el costo quiz generando incrementos de
costos que superen el 4% del monto del contrato; por lo tanto, el impacto ser de 0.8
Con la probabilidad y el impacto definido el equipo deber completar lo que corresponda en la
matriz Excel de riesgos.
Taller 06, gestin de riesgos empleando la matriz de riesgos (archivo Excel)
Culminado el taller 05 los equipos de trabajo debern completar todos los campos de la
matriz
Excel.
Link
de
archivo:
https://drive.google.com/file/d/0B49Tsv7N82EOUlVzbEhxdlJtczQ/view?usp=sha
ring
Taller 07, Taller de uso del software Riskyproject
Completado el taller 06 el equipo proceder a cargar el software con su proyecto de

estudio puede ser el mismo que trabajo desde el primer taller o elegir otro proyecto, pero
los riesgos identificados deben realizados para el proyecto de equipo.
Para el desarrollo de este taller se deben seguir las instrucciones de la presentacin,
ingresar
al
link:
https://drive.google.com/file/d/0B49Tsv7N82EOY1hMRWp2c2d2UVE/view?usp
=sharing
5. ROAD MAPPING
5.1. Base terica de la TRM
El Per como pas no puede ni debe darse el lujo de perder ms tiempo en orientar sus
esfuerzos de investigacin y desarrollo hacia la consolidacin de su desarrollo; por lo que, la
aplicacin de la TRM (Technology roadmap) se plantea como crtica.
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Se considera que uno de los mejores aportes de la TRM es identificar luego del compromiso de
los involucrados las necesidades que debe satisfacer a partir de determinadas inversiones para
trabajar y lograr realmente consolidar el desarrollo y competitividad de los sectores elegidos.
En las figuras se muestran las ideas centrales para explicar en qu consiste la TRM:
Vista 01: identificacin de las necesidades para un determinado sector o rea de inters.
35
Post Office Research - communicating & prioritising

Triggers /
issues
Time
Uncertain /
high impact
Germany
liberalised
Regulator
action?
Home shopping
EU
takes off
liberalised
New business Bespoke solutions Evolve
Market
trends
Existing products
& services
Grow express
business
Increasing transport constraints, 12% reduction

environmental pressure, tolls,
in emissions
etc.
European reach
Global reach
(Europe & NA)
Timed dated products

Changing mail mix (> packets)
Best practice Cost reduction & efficiency improvements Ongoing

Evolve
E capability
E-business fulfilment
Capacity & Evolve

Capabilities efficiency
improvement
Network Evolve
competence
Flexible & dynamic

distribution network
Intelligent transport technologies
Routing & scheduling
Research
activity
Materials handling
Track & trace
GAPS
?
Network
integration
Supply chain
E-access
Environmental
Key:
Requires investment
Colours relate to
existing subthemes
Vista 02: obsrvese un aplicacin de la TRM concluida se observan las brechas y acciones en el tiempo.
Vista 03: obsrvese la secuencia de pasos a seguir y la obtencin del entregable de la TRM: 1) Plan de
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implantacin, 2) Actividades para cubrir las brechas, estas son los proyectos que se requieren
implementar, y 3) Necesidad de integracin para el logro del objetivo final.
5.2. Procedimiento para desarrollar los TRM1

Los reportes diversos del mapeo tecnolgico en la literatura son generalmente
descripciones propias de la experiencia de una empresa determinada, combinadas con
algunos consejos acerca de la implementacin del mapa tecnolgico respectivo.
Willyard y McClees (1987), presentan en su trabajo la propuesta para la generacin de
mapas tecnolgicos de tecnologas emergentes y de producto tecnologa para Motorola;
Barker y Smith (1995) describen la tcnica propuesta para elaborar mapas tecnolgicos
tiles para la previsin de tecnologa en British Petroleum, Groenveld (1997) detalla el
procedimiento de un mapa de producto tecnologa generado para Phillips, Albright y
Kappel (2003) sealan las fases consideradas en la elaboracin de un mapa tecnolgico
de producto y otro de tecnologa, mediante el tratamiento de impulsores para la empresa
Lucent. McMillan (2003) explica la propuesta de un mapa de plataformas de tecnologas
emergentes para la compaa Rockwell Automation, McCarthy (2003) seala la
importancia de los mapas de ciencia y de tecnologas emergentes y muestra una
propuesta para la industria farmacutica; y Phaal, Farruckh y Probert (2004) quienes
proponen una tcnica denominada plan tecnolgico, empleado para elaborar el mapa
tecnolgico de la empresa Domino Printing Sciences.
Tales descripciones muestran diferentes plantillas y procedimientos de mapas
tecnolgicos recomendados como tiles en la prctica para otras empresas. Estas
variantes de mapas tecnolgicos identificadas, pueden clasificarse, de acuerdo con
Kostoff y Schaller (2001), en tres categoras:
1. Mapas tecnolgicos basados en expertos y
2. mapas tecnolgicos basados en anlisis de bases de datos y procesos de extraccin
de datos por computadora y
3. mapas tecnolgicos hbridos2.
Es importante sealar que en la literatura revisada, se detect que no existe un
procedimiento estandarizado nico para la elaboracin de mapas tecnolgicos, sino tres
procedimientos documentados:
1) El procedimiento propuesto por la Asociacin Europea para la Administracin de la
Investigacin Industrial (conocida como EIRMA, por sus siglas en ingls) para le
elaboracin de un mapa tecnolgico genrico,
2) la propuesta de Battelle Memorial Institute para la elaboracin de mapas de tecnologas
emergentes y
3) el proceso de mapas de producto tecnologa desarrollado por el Centro de
Manufactura de la Universidad de Cambridge, Inglaterra3.
Captulo 3 Mapeo tecnolgico.
En el artculo: Science and Technology Roadmaps. IEEE Transactions on Engineering Management. Vol. 48. No. 2. Mayo, 2002 pp.135
137.; Ronald N. Kostoff y Robert R. Scahller explican que en los procedimientos de mapeo tecnolgico basados en expertos, un grupo o grupos
de expertos apropiados se convocan para identificar y desarrollar atributos para los nodos y ligas del mapa por lo tanto, se requiere de un
proceso iterativo de consulta. Para una organizacin en la que la mayora de los componentes del mapa se ejercen dentro de la misma, se
pueden convocar a los actores con conocimiento relevante para elaborar el mapa, de lo contrario, se requiere de asistencia externa. En
cualquiera de los casos, se puede realizar unos anlisis retrospectivos, prospectivos o ambos, de la evolucin de procesos cientficos,
tecnolgicos o de aplicaciones (desarrollo de productos). La propuesta basada en el uso de metodologas de computacin, se utilizan anlisis de
bases de datos, de citaciones y lingsticos para identificar tecnologas y reas de productos; se estima y cuantifica su importancia relativa y se
hacen relaciones con otras reas previamente identificadas y evaluadas. Una vez que se tienen todos los atributos, se procede a generar una
red. Debido a que este procedimiento carece de interaccin con expertos; se considera conveniente un proceso hbrido basado en consulta a
expertos y uso de bases de datos, en caso de que stas existan.
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EIRMA document en 1998 un proceso de uso general para el mapeo tecnolgico en ocho
etapas, basado en la experiencia de mapeo tecnolgico realizado por veinticinco
compaas europeas.
Las etapas consideradas son:
1. Fase de preparacin del proyecto general de mapeo tecnolgico15
2. Establecimiento del equipo de trabajo
3. Plan preliminar para el proceso de mapeo tecnolgico
4. Procesamiento de las variables e informacin necesaria
5. Elaboracin del documento de trabajo (mapa tecnolgico)
6. Verificacin, consulta y comunicacin del mapa tecnolgico
7. Elaboracin de un documento opcional de toma de decisiones
8. Actualizacin del mapa tecnolgico
EIRMA enfatiza que el desarrollo de un proceso efectivo de mapeo tecnolgico dentro de
un negocio depende de una visin y compromiso para llevar a cabo un proceso
exploratorio e iterativo.
La propuesta de Battelle (Placet y Clarke, 1999) para la elaboracin de mapas
tecnolgicos de tecnologas emergentes est dirigida al desarrollo de un marco para tratar
y revisar un proceso de investigacin y desarrollo dinmico y complejo necesario para
lograr objetivos futuros para los negocios y el gobierno. Estos mapas, muestran
grficamente la manera en que se dirigen las actividades e investigacin hacia objetivos
que apoyan especficamente objetivos a futuro de mercado (negocio) o poltica (gobierno).
El proceso permite explorar rutas que va desde descubrimientos cientficos potenciales
hasta el sistema de aplicacin, con el propsito de cubrir las brechas entre el desarrollo de
capacidades tcnicas bsicas requeridas para actividades de investigacin y desarrollo
exitoso y la satisfaccin de los objetivos estratgicos del negocio que exige el cliente.
En su informe Placet y Clarke especifican claramente que existen diversos principios clave
para llevar a cabo el proceso de mapeo tecnolgico de tecnologas emergentes. Sin
embargo, ambos consideran etapas siguientes como bsicas en ste proceso:
1. Eleccin de destinos tecnolgicos. Se recomienda establecer objetivos estratgicos de
largo plazo, con los cuales pueden enfocarse esfuerzos hacia la estrategia del
negocio, a las tendencias de desarrollo y grado de avance cientfico y tecnolgico.
Esta etapa requiere de la formacin de un equipo de trabajo que involucre actores,
quienes conozcan la industria la que pertenezca la empresa y que puedan proyectar y
evaluar e identificarla importancia de varias unidades estratgicas de negocios; as
como factores tecnolgicos que probablemente afecten el futuro.
En esta etapa es necesario realizar un anlisis de la industria, las tendencias de
mercado y la evolucin de aspectos cientficos y tecnolgicos ajenos y propios,
generalmente de la empresa de base tecnolgica. Finalmente, se identifican los
diferentes destinos tecnolgicos ligando la visin de la empresa con factores de xito
El propsito de este trabajo no es entrar en una examinacin meticulosa de los procedimientos detectados, sino proporcionar al lector un
panorama general del proceso y de las fases consideradas en cada una de las tres propuestas. Para obtener mayor detalle de cada etapa puede
consultarse la bibliografa correspondiente (EIRMA, 1998, Placet y Clarke, 1999, Phaal, Farrukh, y Probert, 2001).
Pgina 13

del negocio y de xito tecnolgico identificados 4. La seleccin de destinos
tecnolgicos es un procedimiento basado en el consenso de los actores involucrados.
El resultado de esta etapa es la identificacin de necesidades u objetivos del negocio
que requieren desarrollos cientficos o tecnolgicos.
2. Identificacin y descripcin de rutas potenciales para lograr los destinos tecnolgicos.
En esta etapa se evalan rutas alternativas de tecnologas emergentes que permitan
lograr cada uno de los objetivos del negocio previamente identificados. Se sugiere
definir una jerarqua tecnolgica que parta del sistema productivo tecnolgico en
funcin de los procesos empleados en la empresa para obtener ciertos resultados
(productos, servicios u objetivos requeridos por polticas), plataformas tecnolgicas
(en diferentes etapas de desarrollo) que proporcionan ventajas competitivas o un valor
equivalente alto para que el gobierno logre el establecimiento de una medida poltica,
componentes de las familias de tecnologas y capacidades tecnolgicas. La estructura
(capas) del mapa de tecnologas emergentes se puede definir en base a la jerarqua
establecida.
3. Elaboracin del mapa tecnolgico (estructura y cursos de evolucin identificados).
Una vez definidas las capas y evaluadas las posibles rutas que muestren la evolucin
de requerimientos cientficos, tecnolgicos o un grupo de propuestas detectadas por
un estudio de inteligencia tecnolgica, se recomienda estructurar los mejores cursos
evolutivos que satisfagan los requerimientos del sistema de produccin5, partiendo de
la reunin de capacidades necesarias para desarrollar componentes crticos, crear
nuevas plataformas tecnolgicas e integrarlas con la tecnologa existente en la
empresa, con el propsito de conformar los elementos de nuevos sistemas
productivos. Como resultado se obtiene la evolucin integrada de tecnologas o
conocimientos cientficos emergentes, orientados a aplicaciones comerciales.
Con el propsito de definir el alcance del proceso de mapeo tecnolgico en trminos de
objetivos y recursos y para integrarlo en los sistemas y procesos de un negocio, se ha
desarrollado en el Centro de Manufactura de Cambridge un proceso que apoya la
iniciacin de rpida del proceso6 aplicado a la generacin de mapas tecnolgicos de
producto tecnologa (conocidos en la literatura simplemente como mapas tecnolgicos).
Este proceso comprende una serie de cuatro talleres que involucran a diferentes actores
de una corporacin pertenecientes a las reas de negocios, de mercado y tcnicas; junto
con recomendaciones para las etapas de planeacin del desarrollo del proceso e
implantacin de los resultados. La figura ilustra el proceso.
El concepto de factores de xito y sus ligas (identificacin de destinos tecnolgicos) con la visin del negocio puede
consultarse en Barrer, Derek; Smith, David. Technology Foresight Using roadmaps. Long Range Planning, Vol. 28. No.2, 1995. pp. 21 28.
En este contexto se entiende por sistema productivo a los medios por los cuales se transforman determinados recursos de entrada a un
proceso de conversin o transformacin, para crear bienes y servicios.
6
El proceso de iniciacin rpida es citado en la literatura en ingls como: Start up process for technology roadmapping (TRM).
Pgina 14
El primer taller introduce el proceso a los participantes y se enfoca a temas asociados con
la capa de mercado; se identifican los controladores externos (mercado) e internos
(negocio). Estos impulsores definen la motivacin para desarrollar productos y servicios y
proporcionan un medio para dar prioridad a la importancia de conceptos del producto o
servicio futuros. Adems, se determinan y evalan los elementos de desempeo del
producto (elementos de funcionales y de desempeo del producto que son o pueden ser
importantes para el cliente o negocio, que pueden ser entregados por la tecnologa), se
puede realizar un anlisis SWOT del rea en estudio y se identifican brechas de
conocimiento y mecanismos para reducirlas.
En el segundo taller se tratan aspectos que sern incluidos en la capa de producto,
incluyendo aspectos de servicios. Deben identificarse caractersticas del producto o
conceptos del servicio con potencial para cumplir con los controladores de mercado y
negocio. El objetivo es desarrollar una visin a futuro del desarrollo del producto, desde la
perspectiva del cliente (estrategia de producto). Se evala el impacto de los controladores
respecto a cada caracterstica del producto, utilizando la prioridad de cada impulsor por el
impacto que ste ejerce sobre cada caracterstica del producto. Finalmente, se normalizan
los resultados.
En el tercer taller se analizan alternativas para la capa de tecnologa del mapa. Se
identifican las alternativas con potencial para desarrollar las caractersticas del producto
definidas en el segundo taller. Tales alternativas o soluciones tecnolgicas se evalan en
trminos del impacto en las caractersticas del producto.
Al igual que en el segundo taller, se debe construir una matriz con las caractersticas del
producto en el eje horizontal y con las reas tecnolgicas agrupadas en el eje vertical.
Para cada rea tecnolgica se asigna un impacto en cada caracterstica del producto y en
trminos del potencial para poder entregarlas. Una vez que la matriz est completa, se
evalan las reas tecnolgicas haciendo uso de los valores obtenidos en la evaluacin de
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las caractersticas del producto, procedentes de la matriz generada en el segundo taller, y
de los valores de impacto.
Los resultados finales deben normalizarse. stos, permiten identificar reas las
tecnolgicas claves de mayor impacto a travs de las diferentes caractersticas del
producto.
Durante el cuarto taller, se analizan las perspectivas de mercado, producto y tecnologa
determinadas en los talleres anteriores son el propsito de estructurar un mapa
tecnolgico de producto - tecnologa.
En este ltimo taller se define el formato de mapa tecnolgico (se recomienda que el
horizonte de tiempo considerado sea a plazo medio y largo; incluyendo por lo menos dos
generaciones o versiones del producto), se identifican los principales hitos y se representa
grficamente la evolucin de hitos estratgicos, del producto y de las respuestas
tecnolgicas para cada rea identificada, en funcin de la evaluacin realizada, de las
brechas requeridas y de manera consensuada.
Los procesos descritos pueden apoyar el anlisis de diferentes actividades de planeacin
de una empresa. Debido a que cada organizacin es diferente en trminos de su contexto
particular de negocios, cultura organizacional, procesos de negocios, recursos disponibles,
tipos de tecnologa utilizados, etc.; las tres propuestas necesitan adecuarse a cualquier
aplicacin particular.
Diversos autores (Phaal et al (2004), Richey y Grinnell (2004), Grossman (2004), Wells et
al (2004) y Strauss y Randor (2004)) coinciden en que el proceso de mapeo tecnolgico
debe personalizarse; tomando en cuenta que el proceso para elaborar el mapa
tecnolgico de capas mltiples dependientes del tiempo, es la aplicacin ms flexible.
La personalizacin del proceso ms adecuado depende de muchos factores, entre los
cuales se incluyen: El nivel de recursos disponibles (actores, tiempo, presupuesto), la
naturaleza del tema a tratarse (propsito y alcance), informacin disponible (mercado y
tecnologa) y otros mtodos y procesos relevantes (desarrollo de nuevos productos,
benchmarking, investigacin de mercado, etc.).
6. TEMAS TECNICOS APLICABLES AL CURSO
El curso como se ha comentado representa un cambio importante respecto de las versiones
anteriores, solo como una idea de la nueva concepcin se presentan ciertas fotografas de los
trabajos realizados.
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7. CONCLUSIONES Y RECOMENDACIONES
7.1. El curso tiene una nueva orientacin hacia la relacin entre riesgos, calidad y gestin de
proyectos, como parte de este aspecto en las dos sesiones desarrolladas el da 13/12/14 se
trabaj la relacin incertidumbre, riesgos y calidad.
7.2. El trabajo a desarrollar por cada una de los equipos de trabajo generara una enorme inquietud
en cuanto a la mejora en los resultados de los proyectos.
7.3. En la reunin del da 13/12/14 se trabaj la matriz de riesgos desarrollada por la Cmara
Colombiana de la Infraestructura la cual podra ser motivo de tema de tesis de maestra, es
asunto de las decisiones de los participantes de la maestra.
7.4. La entrega y sustentacin de los trabajos ser el da 04/01/15.
8. ANEXOS
8.1.
8.2.
8.3.
8.4.
Modelo de informe tcnico modelo para el desarrollo del trabajo por equipo.
Presentacin 01 PowerPoint sobre TRM
Pgina 24

8.5. Presentacin 04 PowerPoint sobre TRM
8.6. Artculos sobre TRM
Pgina 25
INFORME TCNICO
BASE DE DATOS GPS
Juan Carlos Espinoza Guerra
Csar De La Jara Snchez
LISN
Junio, 2009
RESUMEN
En el presente reporte se presentan los avances realizados en el desarrollo de la base de datos GPS
del proyecto LISN. La estructura de la base de datos, as como los scripts, programas y herramientas
utilizadas sern descritos.
NDICE
1.
INTRODUCCIN .............................................................................................................3
2.
DESARROLLO..................................................................................................................3
2.1
Transferencia de datos al servidor central............................................................................3
2.2
2.2.1
2.2.2
2.2.3
Base de datos........................................................................................................................5
Estructura .............................................................................................................................5
Tipos de archivo...................................................................................................................5
Programas y scripts utilizados .............................................................................................6
2.3
2.3.1
2.3.2
Interfase web ........................................................................................................................7

Programas y scripts utilizados .............................................................................................7
Monitoreo de las estaciones. ................................................................................................8
3.
RESULTADOS ...................................................................................................................9
4.
TAREAS PENDIENTES ...................................................................................................9
BASE DE DATOS GPS

1.
INTRODUCCIN
El proyecto LISN (Low-Latitud Ionospheric Senson Netwok) cuenta actualmente con 40 estaciones
GPS que continuamente (cada 15 minutos) envan datos al servidor central, estos datos son almacenados en
carpetas temporales sin seguir una estructura y con distintos formato de nombre, por lo que el acceso a los
datos era una tarea tediosa.
Para realizar de manera adecuada el procesamiento y la distribucin de los datos a la comunidad
cientfica es necesario crear una base de datos con una estructura definida y siguiendo un estndar para los
nombres de los archivos.
Junto con la base de datos tambin es necesario contar con una interfase web que permita de una
manera sencilla realizar la descarga, visualizacin y monitoreo de los datos. A continuacin se detallan los
avances realizados en el desarrollo de estas tareas.
2.
DESARROLLO
2.1
Transferencia de datos al servidor central
Las mayor parte de estaciones GPS utilizan como programa de adquisicin GPS-SCINDA,
desarrollado por la AFRL (Air Force Research Laboratory). Este es un programa en real-time que genera y
guarda diferentes tipos de archivos dependiendo del receptor GPS que se este usando: Novatel o Ashtech.
Cada archivo contiene datos de una hora aproximadamente y es guardado localmente con el siguiente
formato YYMMDD_hhmmss.xxx, los tipos de datos generados son diferenciados por la extensin del
nombre del archivo.
Tabla 1: Formato del nombre de archivos horarios generados por GPS-SCINDA
YY
Ao, dos dgitos
MM
Mes (01-12)
DD
Da del mes (01-31)
hh
Hora del da (0-23)
mm
Minutos de la hora (00-59)
ss
Segundos de la hora (00-60)
xxx
Extensin del archivo (diferente por cada tipo de archivo)
Tabla 2: Tipos de archivos generados por GPS-SCINDA

Extensin
Contenido del archivo
*.scn
Estadsticas ionosfricas (S4, TEC y ROTI)
*.pos
Posicin del receptor
*.msg
Log de errores y mensajes de diagnstico
*gps.dat
Cintilaciones en formato usado por SCINDA
*pos.dat
Posicin del receptor en formato usado por SCINDA
*.obs
Datos observables (relaciones S/N, pseudo-rangos y fases)
*.uz, *.z12, *.nvd Datos binarios (la extensin esta basada en el tipo de receptor)
Cuatro de las estaciones LISN (Iquitos, Bogota, Leticia y Popayan) cuentan con receptores de la
marca LEICA para los cuales se utiliza un segundo programa de adquisicin: Leica S4, el cual genera y
guarda dos tipos de archivo:
Tabla 3: Tipos de archivo generados por Leica S4
Extensin
*.lb2
Datos binarios
*.txt
Dependiendo del tipo de receptor se envan diferentes tipos de archivos al servidor central (los
archivos llegan primero a un firewall donde se almacenan temporalmente, luego los archivos son ledos por
el servidor central), estos archivos son enviados cada 15 minutos y contienen datos de la ltimos 30
minutos, Los archivos que son enviados al servidor central tienen el siguiente formato NNN.xxx donde
NNN son tres caracteres que identifican a la estacin y xxx la extensin que indica el tipo de archivo.
Tabla 4: Archivos enviados al firewall del servidor central
Tipo de receptor
Novatel
Ashtech
Leica
Extensin
*.nvd
Datos binarios
*gps.dat
*pos.dat
Posicin del receptor en formato usado por SCINDA
*.obs
Datos observables (relaciones S/N, pseudoranges y

phases)
*gps.dat
*.lb2
Datos binarios
*.txt
Adicionalmente las estaciones que cuentan con la ltima versin de GPS-SCINDA (1.75) envan un
archivo en formato COMPACT RINEX que contiene datos de las ultimas 24 horas, este archivo se enva
una vez al da, con el siguiente formato NNN_YYMMDD.YYd.tar.gz.
Figura 1: Transferencia de datos al servidor central
2.2
Base de datos
2.2.1
Estructura
En la base de datos GPS, creada en el servidor central (capacidad actual de 4.7 TB), se estn
almacenado archivos diarios (con datos de 24 horas), por lo que estos solo se encuentran disponibles al final
del da.
En la estructura utilizada para el almacenamiento de los archivos se ha considerado informacin de
la estacin, la fecha y el tipo de datos que contiene el archivo.
Figura 2: Estructura de la base de datos GPS

Tabla 5: Formato de los directorios de la base de datos GPS
Directorio
Estacin
Cuatro caracteres que identifican a la estacin
Ao
Ao, cuatro dgitos
Mes
Mes (01-12)
binary: Datos binarios (Novatel y Leica)
rinex: Datos observables en formato COMPACT RINEX
Tipo de Dato
scint: Cintilaciones en formato SCINDA

posit: Posicin del receptor en formato SCINDA
obser: Datos observables
2.2.2
Tipos de archivo
Los tipos de archivo disponibles en la base de datos dependen del tipo de receptor de la estacin,
como se mencion antes cada archivo contiene datos de 24 horas y se ha usado el siguiente formato:
NNNN_YYMMDD.xxx.Z para el nombre.
Tabla 6: Formato del nombre de los archivos de la base de datos GPS

NNNN
Estacin, cuatro caracteres
YY
Ao, dos dgitos
MM
Mes (01-12)
DD
Da del mes (01-31)
xxx
Extensin del archivo (diferente por cada tipo de archivo)
Extensin del tipo de compresin utilizada (*.gz *.tar.gz)
Tabla 7: Tipos de archivos de la base de datos GPS

Extensin
2.2.3
*.YYd.tar.gz
Datos en formato COMPACT RINEX
*.scn.gz
*.pos.gz
Posicin del receptor en formato usado por SCINDA (solo de receptores

novatel)
*nvd.gz
Datos binarios de receptores Novatel
*lb2.gz
Datos binarios de receptores Leica
*.obs.gz
Datos observables (receptores Ashtech)
Programas y scripts utilizados
Como se mencion anteriormente, las estaciones GPS envan datos cada 15 minutos, por lo que ha
sido necesario el desarrollo de scripts que realicen el copiado, la concatenacin y cambio de nombre de los
archivos, que finalmente se almacenan en la base de datos. El lenguaje de programacin utilizado ha sido
PYTHON, un lenguaje fcil de aprender y comprender con la ventaja de ser gratuito.
"
get_gps.py.- Se encarga de leer los archivos que llegan al firewall y copiarlos en carpetas
temporales en el servidor, adicionalmente se agrega al nombre del archivo: la fecha y hora. Este
script se ejecuta cada 15 minutos.
"
create_daily.py.- Este script lee los archivos que guarda el script get_gps.py en las carpetas
temporales y realiza la concatenacin para obtener archivos diarios, durante la concatenacin se
elimina la duplicidad de datos que se genera al concatenar los archivos de 15 minutos que contienen
datos de 30 minutos.
"
daylynvd.- Este programa escrito en C, ha sido desarrollado por el Boston College, y es llamado
por el script create_daily.py para realizar la concatenacin de los archivos binarios de receptores
novatel (*.nvd).
"
nvd2rinex.- Programa en C, desarrollado tambin por el Boston College se utiliza para la creacin
de archivos en formato RINEX a partir de archivos nvd. Este programa es llamado por el script
create_daily.py.
"
rnx2crx y crx2rnx.- Estos programas se utilizan para la conversin de RINEX a COMPACT

RINEX y viceversa.
"
get_rinex.py.- Se encarga de copiar los archivos en formato RINEX que llegan al firewall a la
base de datos del servidor. El copiado se realiza siempre y cuando este contenga mas datos que el
archivo RINEX creado en el servidor (el archivo RINEX creado en el servidor puede estar
incompleto ya que no todos los archivos de 15 minutos logran llegan al firewall). Este script se
ejecuta una vez al da.
El control de la ejecucin de los scripts se realiza con el crontab del sistema operativo (Red Hat), y
cada uno de los scripts guarda un log para el control de errores.
2.3
Interfase web
Para el acceso a los datos se ha desarrollado una pgina web, desde la cual es posible descargar y
graficar los datos de los diferentes tipos de archivos (diarios). Tambin existe la posibilidad de descargar
todos los archivos correspondientes a determinado mes.
Para la navegacin de la base de datos la interfase web cuenta con combo boxes para seleccionar:
el pas, la estacin, el ao y el mes. Al seleccionar el mes se muestra el respectivo calendario con links (solo
en los das que cuentan con datos) que finalmente muestran los tipos de datos disponibles.
El acceso a la descarga de archivos solo ser posible si el usuario cuenta con una cuenta de ingreso (username y
password)
Figura 3: Vista principal de la interfase web
En la figura 5 se muestra una vista de la interfase web mostrando los datos disponibles, una vez
seleccionada una estacion y una fecha.
Figura 4: Datos disponibles de una estacion para una fecha dada
2.3.1
Programas y scripts utilizados

La pgina web ha sido desarrollada en lenguaje PHP y cuenta con scripts en PYTHON para graficar
los datos:
"
plot_s4.py .- Este script se utiliza para generar grficos de cintilaciones, es posible generar dos
tipos de grficos el primero grafica el ndice de cintilacin S4 junto con el ngulo de elevacin
contra el tiempo, y el segundo grafica el ndice de cintilacin en una vista skymap
(Azimuth/Elevacin).
plot_pos.py .- Se utiliza para graficar la posicin X,Y,Z del receptor respecto a una referencia que es este caso
es el promedio de X,Y,Z.
Figura 5: Grfico de la posicin del receptor
2.3.2
Monitoreo de las estaciones
Adicionalmente la pgina web muestra grficos histricos del estado de las estaciones, as como
estadsticas de su funcionamiento. Estos grficos se actualizan cada 15 minutos, los posibles estados de una
estacin son los siguientes (en el grafico cada estado tiene un color especifico):
"
Celeste: la estacin ha enviado datos segn lo esperado.
"
Azul: la estacin no ha enviado datos, posibles causas pueden ser una mala conexin a Internet,
cortes de luz mal funcionamiento de la PC.
"
Verde: La estacin ha enviado datos del mismo tamao durante la ultima hora, esto ocurre cuando el
programa de adquisicin ha dejado de funcionar (se cuelga).
"
Amarillo: La estacin ha enviado datos pero de tamao pequeo o cero, ocurre cuando el disco duro
de la computadora esta lleno o cuando el tiempo de envo de datos tarda mas de lo debido.
"
Marrn: No se tiene informacin disponible de la estacin, esto ocurre cuando el programa de

monitoreo encuentra una excepcin inesperada o cuando el servidor tiene algn problema.
Figura 6: Grfico histrico del monitoreo de estaciones
Figura 7: Estadsticas de funcionamiento de las estaciones
3.
RESULTADOS
El objetivo principal del proyecto se ha cumplido ya que ahora se cuenta con una interfase web,
desde la cual es posible acceder a la descarga, visualizacin y monitoreo de los datos GPS de todas las
estaciones LISN.
4.
TAREAS PENDIENTES
"
Se encuentra pendiente el desarrollo de programas que realicen la concatenacin de archivos

binarios de los receptores Leica(*.lb2), as como tambin de los archivos observables de los
receptores Ashtech (*.obs)
"
Tambin se esta trabajando en el programa que calcule el TEC a partir de los archivos rinex de la
base de datos, y que ser utilizado para mostrar los plots en la pgina web.
BIBLIOGRAFA
CARRANO, Charles S. GPS-SCINDA: A Real Time GPS Data Acquisition and Ionospheric
Analysis System for SCINDA. Scientific Report N X. Miami, US, AFRL, Atmospheric and
Environmental Research, Inc. 2008.
ANEXO A: GRFICOS DE CINTILACIONES DISPONIBLES EN LA

INTERFASE WEB
Figura 8: Grafico de cintilaciones y ngulo de elevacin vs time
Figura 9: Grfico de cintilaciones en skymap
Centre for Technology Management
UNIDO - Technology Foresight for Practitioners
Fast-start technology
roadmapping
Prague
Thursday 9th October 2003, 09:00 - 13:00
Dr Robert Phaal
Workshop aim
To provide:
An introduction to the theory and practice
of technology roadmapping
Agenda
09:00
Overview
09:10
Technology roadmapping - principles & practice
10:30
Break
11:00
T-Plan fast-start approach
11:20
Group activity - the bicycle of the future
12:30
Discussion - getting started
13:00
Review and close
Technology roadmapping principles & practice
Roadmapping - Planning for the Future

Time
M1
Market
M2
P1
Product
P2
P3
P4
T1
T2
Technology
T3
R&D
programmes
Resources
RD 1
RD 2
T4
RD 4
RD 3
RD 6
RD 5
Capital investment / finance

Supply chain
Staff / skills
Technology roadmapping process

Benefits
Facilitate the integration of new technology into the business

Support for company strategy and planning processes
Identify new business opportunities for exploiting technology
Provide top level information on the technological direction of the
business
Support communication and co-operation within the business
Identify gaps in market and technical knowledge
Support sourcing decisions, resource allocation, risk management
and exploitation decisions
High-level integrated planning and control
- a common reference / framework
Uncertainty / risk of
prediction / investment
Time is a key dimension

Short term
Operations
What to manufacture?
How many of each model?
What materials to order?
quantitative focus
Medium term
Long term
New (?):
- Markets
- Products
- Technologies
- Capabilities
- Organisational structures
- Distribution channels
- Competition
Innovation
Which products?
Which markets?
What cost?
Strategy
Which technologies?
qualitative focus
Time
Performance
Technology as a dynamic resource

New dominant
technology
(disruptive??)
Technology
discontinuity
Current
dominant
technology
Emerging
Pacing
Technology S curves
Base
Shape influenced by:

Market demand
Scientific knowledge
Investment / innovation
Key
Turbulence
Time
Adapted from Bower & Christensen, 1995
Strategic Postures
Time
Courtney et al (HBR, 1997)
3. Reserve the right to play

Performance
2. Adapt to the future

Performance
Performance
1. Shape the future
Time
Time
Evolution of long range planning approaches

1970
Strategic
planning
1980
Motorola develops
technology
roadmapping
approach
Co-evolution
Policy
1990
Take up in
electronics
sector
2000
Semiconductor
Technology Roadmap
Take up in
other sectors
- companies
- consortia
- government
Foresight
Forecasting
Science fiction
Futures & Scenario planning
2010
Roadmapping
approach
supports
integrated
strategic
planning
Technology roadmapping
Relationship to the strategic planning process
Market Information
Product-Market analysis
Product-Technology
Options Evaluation
Where are the

boundaries of
the roadmapping
process?
Roadmap
Creation
Defined
Targets
Project
Proposals
Technology Assessment
Identification of Technology
Available / Feasible / Possible
Source: EIRMA, 1997
Technology roadmapping
Two extremes
1. Market pull
2. Technology push
- How to reach a goal?
Planning
Market focus
Assumes product market opportunity
Deterministic
Convergent
Customer driven
- What opportunities could arise?
Technology focus
Looking for opportunities
Open ended
Divergent
The fast-start concept:

roadmapping as an ongoing process
Programme
management
Project
management
Synchronise
2
Forecasting
Persuade
1
Understand
Simplification
Competitive
analysis
Fast-Start
Resource
allocation
Measure:
Accuracy
and clarity
Product
planning
Portfolio
management
Measure:
Measure:
Aligned
priorities &
decisions
Ongoing
co-ordination
Roadmapping
influence
Corporate
planning
Kappel, 2001
(Lucent Technologies)
Flexibility of roadmapping
Flexibility is a key strength (and challenge) of the roadmapping
approach, in terms of:
The wide range of aims that roadmapping can contribute towards
The timeframe covered by the roadmap (past and future)
The structure of the roadmap (layers and sub-layers), which can be adapted to
fit the particular application
The process that is followed to develop and maintain the roadmap/s
The graphical format that is selected to present information and communicate
the roadmap
The set of existing processes, tools and information sources in the firm, which
the roadmap and roadmapping process need to integrate with
Types of roadmap: purpose and format

Purpose
Capability
planning
Format
Product
planning
Bars
Multiple layers
Table
Strategic
planning
Single layer
Long range
planning
Generic TRM
Knowledge asset
planning
Graph
Text
Pictorial
Programme
planning
Flow
Process
planning
Integration
planning
Generic roadmap - links resources to objectives

Layers connect:
Past
Market / Customers / Competitors /
Environment / Industry /
Business / Trends / Drivers / Threats /
Objectives / Milestones / Strategy
Products / Services / Applications /
Services / Capabilities / Performance /
Features / Components / Families /
Processes / Systems / Platforms /
Opportunities / Requirements / Risks
Technology /
Competences /
Knowledge
Other resources:
Skills / Partnerships / Suppliers /
Facilities / Infrastructure / Organisation /
Standards / Science / Finance / R&D Projects
Now
Plans
Future
Vision
Time
(know-when)
purpose
(know-why)
delivery
(know-what)
resources
(know-how)
Technology roadmaps
Examples of applications
Motorola
- To encourage business managers to give proper attention to the technological future
- To provide a vehicle for organising the forecasting process
- To communicate to design & development engineers and marketing personnel which
technologies will be required in future products
Lucas
- To provide integrated project planning for engineering systems
- To supply sound technological inputs to the budget process
Post Office Research Group

- To communicate the research plans to business sponsors
- To help focus and prioritisation of research activity
- To identify where expert knowledge is required in the future
Motorola Roadmap Matrix

- summary of product plans and technology forecast
Year
Tuning
Selectivity
1982
1983
Push button
Display
1985
1986
1988
LEDs
1991
Voice actuated
Data
Maps
3u CMOS
1u CMOS
Liquid crystal
Vehicular LAN
Fluorescence
Single wire
Digital modulation
PRODUCTS
1990
Digital signal processors
Paging
5u CMOS
1989
Touch pad - Synthesizers
SAWs
Stereo
Linear
1987
Push button - Synthesizers
Ceramic resonators
Subcarrier function
IC technology
1984
Glass fibre
500 kHz bandwidth
RECEIVER 1
RECEIVER 2
RECEIVER 3
Stereo
Plus:
Plus:
Scan
Personal
paging
Seek
NEXT GENERATION
FUTURE GENERATION
Plus:
A NEW SERVICE
Stock market
Road information
Remote
amplifiers
Remote controls
Super Hi Fi
Local maps
Lucas roadmaps - a required input to the budget process

97
External
Influences
98
99
00
01
02
03
04
05
06
External influences
4
1.
2.
System
Demonstrator
3.
4.
.
Component /
Sub-system
Market Trends
a)
b)
c)
Technology
Project
d)
.
.
Lucas Technology Road-map activity coding
Activity Description
Market Trends Addressed
Principal Participants/Collaborators
Project Status
External Funding Source
Time Window
Lucas - linking Technology to Business Planning

Business Planning
PP+TRMs
External :
Markets
Competitors
Technologies
...
GapAnalysis
Analysis
Gap
Gap
Analysis
Benchmarking
Benchmarking
Benchmarking
Forecasting
Forecasting
Forecasting
Acquisition
Planning
Make
Technology
Technology
Technology
Audit
Audit
Audit
Technology Base
R&D
Projects
Buy
Acquisitions
JVs
Licensing
Post Office Research - communicating & prioritising

Time
Triggers /
issues
Uncertain /
high impact
Germany
liberalised
Regulator
action?
Home shopping
takes off
New business Bespoke solutions Evolve
Market
trends
Existing products
& services
Best practice
Increasing transport constraints,

environmental pressure, tolls, etc.
European reach
Global reach
(Europe & NA)
Timed dated products
Grow express
business
Cost reduction & efficiency improvements
EU
liberalised
Changing mail mix (> packets)

Ongoing
Evolve
E capability
Capabilities
E-business fulfilment
Capacity & Evolve

efficiency
improvement
Network
competence
Evolve
Flexible & dynamic

distribution network
Intelligent transport technologies
Routing & scheduling
Research
activity
Materials handling
Environmental
Requires investment
GAPS ?
Supply chain
E-access
Track & trace
Key:
Network integration
Colours relate to
existing sub-themes
12% reduction
in emissions
Foresight Vehicle technology roadmapping initiative

The overall goal of the technology roadmapping initiative was
to support the aims of the Foresight Vehicle consortium, providing
a framework for ongoing investment in UK research partnerships,
focused on achieving sustainable wealth creation and quality of life
This required identification of market and industry trends and
drivers that impact future requirements for road transport in the UK,
and the associated technology needs and opportunities
The roadmapping process encouraged communication and
discussion within a creative workshop environment and the
roadmap provides a framework for continuing this more broadly
in the future
Road transport system: key themes

Social
Economic
Environmental
Political
Infrastructural
Technological
Social, economic and

environmental drivers
reflect the three
cornerstones of
sustainable development
Technology, policy and

infrastructure
enable or constrain
progress towards the
social, economic and
environmental goals
Foresight Vehicle technology roadmap: architecture

+5 years
Market /
Industry
drivers
+10 years
+15 years
Now
S
T
E
E
P
I
+20 years
Vision
Trends drivers, key issues and uncertainties
Performance
measures
and targets
Evolution of required and desirable functional

performance of road transport systems of the future
Technical
Group areas
Required and desired technological response,

including research requirements
Time
Foresight Vehicle technology roadmap: process

Engine and powertrain (E&PT)
Planning
(Oct 01)
Market
and
industry
trends
and
drivers
Road
transport
system
performance
measures
and targets
Hybrid, electric and alternatively

fuelled vehicles (HEV)
Consultation
Advanced software, sensors,

electronics and telematics (ASSET)
Synthesis
Advanced structures
and materials (FASMAT)
Design and manufacturing
Processes (DMaP)
Co-ordination, facilitation, data collection, analysis and structuring of information
10 month duration
10 workshops
More than 130 participants

More than 60 organisations
Reporting
(Sept 02)

Example
detailed roadmap content (1 of 28): Social trends & drivers
2002
2007
2012
80-85% of journeys
by car 39,40,103
75% of all journeys
are under 5 miles
and 45% are less
than 2 miles 31
Growth in personal mobility (70% of

drivers use car for leisure day trips
every week or month; 50% expect to be
making more by 2020) 42
Nearly one third of

UK households do
not have a car (13
million people) 31
Many different
stakeholder groups,
with different needs
from transport
system
Vehicles sold increasingly as

lifestyle choices ?
Increasing
complexity of
lives ?
Increasing female vehicle purchase /

ownership (women are more likely to
describe their cars as stylish, sporty or
fun) 42
Balance between
People and jobs
global, national
have moved out of
and local
the city and town
solutions ?
centres 103
Trend towards
career
downsizing for
improved
lifestyle ?
UK car-centric
culture
1999: UK leads
world in vehicle
theft (twice global
average at
2.5%); cost of
vehicle-related
crime 6bn 46,47
2000:
3,500 road traffic
deaths and 40,000
serious injuries in
UK, at an estimated
cost of 13.3bn
(40,000 deaths and
1.7 million injuries in
EU, representing a
cost of 2% of GDP)
8,37,39,40
Key:
Journey times increasing (70% longer

by 2016 in peak travel periods) 67
Increasing proportion of women in

paid employment (9.9 million in
1984 to 12.2 million in 1999) 73
More than half of drivers exceed speed
limits on motorways, dual carriageways
and residential roads 66
Individual
time
budget for
travel
remains
constant ?
Between 8 and
20% of carowning
households
experience
vehicle-related
crime each year,
depending on
region 41
Mobility & congestion
Increasing
concern about
crime, security
and safety
Lifestyle & attitudes
2031: 40% increase

in bus / coach
vehicle miles,
compared to 1996 1
2022: 70%
increase in journey
times in many UK
cities 1996 80
journeys 30
2010: 50%
increase in rail
passenger miles 30
Increasing
mobile
working
2010: 25% of UK
workforce
teleworking at
least two days per
week 57
Shift in social
attitudes to
speeding
Younger
generation more
IT-literate
2007: working at home becoming

common (currently more than 66% of
European organisations with more
than 500 employees already practice
teleworking) 28,39,40
Health, safety & security
New working /
living patterns
Legal issues and

frameworks ?
Shift from car ownership
to car access ?
Increased
use of car
pools ?
2015: 400 million

people live in
megacities of more
than 10 million
inhabitants 57
Social
attitudes
towards road
transport and
the
environment?
2016: 4 million (25%)

increase in housing (80%
single-person), increasing
demand for travel 1,67
Continued
growth of
cities and
towns, mainly
in South East
2022
2031: 57% increase in
UK road traffic,
compared to 1996 80,103
2012: Bicycle
2010: 20-50%
journeys
increase in European
31
road passenger and double
13,80
haulage traffic
Frustration with congestion and public
2010: 10% increase transport continues ?
(journey time no longer predictable)
in bus passenger
Increasing
leisure time 39,40
Demographics
2015: 150%
increase in
international air
traffic; 100%
increase in
domestic,
compared to
1995 1
2010: Passenger
numbers through
UK airports
increase by 50% 30
More residential traffic calming schemes

and pedestrianisation of town centres
Demand to
reduce deaths
and injuries on
roads
2017
2016: 25% increase in number

of UK households, 80% of
growth due to single person
households; 1.3% rural land
use predicted to change to
urban land use 39,40
2030: population
in the UK is
forecast to
increase by
3.3%, to 61
million 1,39,40,67,
after which it will
decline to 57
million by 2050 73
2030: 22- 27% of
UK population
over retirement
age, compared to
19% in 1998;
pension costs rise
from 4.5-5.5% of
GDP 1,25,39,40
2021: Households
in South-east
forecast to grow by
19% on 2001
levels 41
Vision
Cheap,
safe,
reliable,
clean
convenient,
comfortable
transport
for all
Example summary roadmap content:

Social trends & drivers
2002
2007
2012
2017
2022
Growing demand for mobility
Society
Congestion and pressure on infrastructure

Changing working and living patterns
Social attitudes towards

transport and the environment
Ageing population
Increased mobile and home working

More single person households
Continued growth of cities and towns
Continued growth of
South East
Consumer demand for greater variety, quality and performance of products and services
Increasing concern for health, safety and security
Cheap, safe,
convenient,
comfortable,
clean and
secure
transport
for all

Social performance measures & targets
Society
2002
Aim for
equitable
mobility
(same price
for same
journey for
all groups
in society)
2007
2005: 70% user
satisfaction with
all transport
modes (measure
of convenience)
2012
2010: 80% user
satisfaction with
all transport
modes
2017
2022
2020: 85%
user
satisfaction
with all
transport
modes
2010: Vehicle security (resistance to attack) 5

- Door locks: 5 minutes; Secure storage area in vehicle: 5
minutes
- Alarm systems: 5 minutes; Immobilisers: 20 minutes; Window
glass: 2 minutes
2005: Road
traffic noise
reduced by 3dBA
from 1998 levels
2010: Road traffic

noise reduced by
4dBA
2020: Road traffic noise reduced

by 6dBA;
Homologated noise reduction of
4dBA and 8dBA for light and
heavy vehicles, respectively
Vehicle
adaptability
Urban people
transport
Effective
selling and
customer
support

Hybrid, electric and alternatively fuelled vehicle technology
Hybrid, electric & alternatively

fuelled vehicles
2002
2007
2012
2017
2022
Hybrid, electric and alternatively fuelled vehicle technology development, leading to new fuel and power systems,
such as hydrogen and fuel cells, which satisfy future social, economic and environmental goals
Increasing
variety and
use of hybrid,
electric,
multi-fuel and
alternatively
fuelled
vehicle
technologies,
and
development
of fuels and
infrastructure
Continuous improvement in terms of range, life, safety and
Pilot trials and local

performance; development of legislation and standards
fuel distribution
infrastructure
development
trucks and buses first
50kW fuel cells
and subsystems
200kW fuel cells

and subsystems
for heavy vehicles
Use of hydrogen in IC engines, and with

fuel cells as auxiliary power units
Development of electrics, electronics and battery
systems for new engine and powertrain systems
Development of supporting technologies (storage systems, compressors,
air supply, reforming, materials, thermal management, etc.)
Hydrogen fuel
cell
technology
and
infrastructure
becoming
viable on a
large scale
?
Sustainable
vehicle fuel
and engine
systems, that
meet the
needs of
society,
industry and
the
environment
Faraday Partnership technology roadmapping

Aims:
To develop a first-cut technology roadmap for Faraday Partnership,
bringing together industrial and research communities
To collect, structure and share knowledge about recent and future
developments in markets and technology, together with requirements
and capabilities of future applications
To identify key emerging strategic issues, research challenges,
and way forward
Faraday Partnership technology roadmapping approach

Architecture
Now
Past
Trends &
drivers
Process
Plans
Future
1a) Map trends & drivers

1b) Map technology
1a
2a
2a
3
Applications
2b
Technology
1b
Vision
2b
2a) Application needs

2b) Application capabilities
3) Applications
- Map
- Research challenges
- Skills
- Way forward
Faraday Partnership technology roadmap process

Phase 1
Phase 2
Potential TRM modes
Detailed TRM
Summary TRM
Planning
1 day
Workshop
(knowledge
mapping &
strategic
review)
Review
meeting
Strategic TRM
Thematic TRM
Template TRM
Project TRM
Co-ordination, facilitation, data collection, analysis and structuring of information
Roll-out
Software for technology roadmapping

Software supports the roadmapping process, in terms of data storage
Integration and communication, particularly as the process matures
A number of systems are used:
MS PowerPoint or other graphics software
MS Project or other Gantt software
MS Excel or other spreadsheet software
US Office of Naval Research Graphical Modelling System (GMS) - free!
- http://www.onr.navy.mil/gms/gms.asp
The Learning Trust Geneva Vision Strategist - enterprise solution (Motorola)
- http://www.learningtrust.com
Useful references
Willyard and McClees (1987), Motorola's Technology Roadmap process, Research Management, Vol 30, No 5, pp13-19
EIRMA (1997) Technology Roadmapping - delivering business vision, Working Group Report No 52
Groenveld (1997) Roadmapping integrates business and technology, Research Technology Management, Vol 40, No. 5, pp. 48-55
Kostoff, R.N. (1997), Science and Technology Roadmaps, Defense Technical Information Center,
http://www.dtic.mil/dtic/kostoff/index.html
Garcia & Bray (1997) Fundamentals of technology roadmapping, Sandia National Lab, http://www.sandia/gov SAND97-0665
Schaller(1999) master roadmap bibliography: http://mason.gmu.edu/~rschalle/master.html
Kappel (2001) Perspectives on roadmaps: how organizations talk about the future, Journal of Product Innovation Management,
Vol 18, pp39-50
Research Technology Management - special edition on technology roadmapping, Vol 42, No. 2, March 2003 (5 papers, including
Domino Printing Sciences, Lucent Technologies, Roche and Rockwell Automation experience)
OEM Roadmaps - lots of links to (mainly) sector roadmaps: http://www.oemroadmaps.com
US Department of Energy guide to applying science and technology roadmapping in environmental management (Draft), DoE-EM50,
July 2000, http://emi-web.inel.gov/roadmap/links.html
Australian guide to developing technology roadmaps - technology planning for business competitiveness, August 2001:
http://industry.gov.au/library/content_library/ 13_technology_road_mapping.pdf
Industry Canada - Technology roadmapping - a strategy for success, including a guide for government employees:
http://strategis.ic.gc.ca/epic/internet/intrm-crt.nsf/vwGeneratedInterE/Home
T-Plan fast-start approach
Roadmapping challenges
50
Response (%)
45
40
35
30
25
20
15
10
5
0
Starting up
the TRM
process
Developing a
robust TRM
process
Roll-out of
the TRM
process
Keeping the
TRM process
'alive' on an
ongoing
basis
Other
Source: CTM survey, 1999
T-Plan aims
To support the start-up of company-specific TRM processes
To establish key linkages between technology resources and
business drivers
To identify important gaps in market, product and technology
intelligence
To develop a first-cut technology roadmap
To support technology strategy and planning initiatives in the firm
To support communication between technical and commercial
functions
http://www-mmd.eng.cam.ac.uk/ctm/pubs/TPlan/index.htm
T-Plan Applications
Sector / product
Aims
Industrial coding (x3)

Postal services (x10)
Security / access systems
Labelling software
Surface coatings
Medical packaging (x2)
Automotive sub-systems
Power transmission
Railway infrastructure (x3)
National infrastructure
Building controls
Road transport
Technical consulting (x6)
Automotive / Aerospace
Academic (x2)
Biochemicals
Satellite navigation
Food processing
Pneumatic systems
Emerging technologies
Automotive
Retail (x2)
Construction
Product planning
Integration of R&D into business; business planning
Product planning
Product planning
New product development process
Business reconfiguration
Service development & planning
Business opportunities of new technology
Capital investment planning and technology insertion
Research programme planning
New product / service opportunity; business reconfiguration
Defining the national research agenda for the sector
New product / service development, strategy
Corporate co-operation and synergy
Strategic planning
Research priorities / network development
Innovation strategy
Research priorities
Innovation opportunities
Business and product strategy
Global production strategy
Fast-start TRM process

Standard and Customised process
Roadmapping
Standard process
Planning
Integrated
product-technology
strategic planning
Roll-out
Customised process
General strategic
planning
Standard T-Plan process

Procedure: 4 half-day workshops
Workshop 1
Market
Performance
dimensions
Market / business
drivers
Prioritisation
SWOT
Gaps
Setting up
the process
Workshop 2
Product
Product feature
concepts
Grouping
Impact ranking
Product strategy
Gaps
Workshop 3
Technology
Workshop 4
Roadmapping
Technology
solutions
Grouping
Impact ranking
Gaps
Linking
technology
resources to
future market
opportunities
Gaps
Managing the process
Following on
from the process
Roadmap input data & structure development

Technology
Roadmap
Technology solutions
Technology /
Resources
Product features
Analysis
Grids
Product features
Business / Market drivers
Business /
Market
Product /
Service /
Production
time
Example Market-Product grid (Softco)

Market
Softco
Ranking:
2
4
6
7
5
7
10
=1
= -1
Cell scores x Driver priority

Normalised: max score = 10
8.3
4.9
4. Services
5.0
4.1
3.8
5. Data management
10.0
10.0
3.0
6. Labelling
9.6
9.9
9.5
5.9
5.8
2.5
8. Flexible implementation
6.8
7.5
10.0
9. Softco requirements
0.7
0.8
2.7
10. User friendly
3.2
4.2
5.2
7. Global solution
C. Time to market
8.7
3. Compliance
B. No. 1
1.1
A. Reusability
4.2
8. Future proof
4.7
7. Connectivity
2. Validated software
6. Ease of use
4.5
5. Leading edge
4.8
4. Globalisation
5.5
3. Cost of trial
1. Security
Product
Feature
Concepts
2. Integrity of trial
Softco
1
8
CRO
6
2
Major
Pharmaceutical
7
10
1 year after release
10
10
E. Improving bottom line
Market /
Business
Drivers
9
9
D. Motivation of staff
Major Pharmaceutical:
CRO:
1. Time to market of drug
Prioritisation:
(scale of 10)
**
* 1 for difficulty, 2 for size ** Payback later
0.7
0.8
2.7
3.2
4.2
5.2
Ranking:
=1
= -1
Cell scores x Driver priority

Normalised: max score = 10
CRO
Softco
6.8
7.5
10.0
Major
Pharmaceutical
5.9
5.8
2.5
10. User friendly
9.6
9.9
9.5
9. Softco requirements
10.0
10.0
3.0
8. Flexible implementation
5.0
4.1
3.8
6. Labelling
Technology
Areas
1. Security
Product
Feature
Concepts
8.7
8.3
4.9
5. Data management
*
4.7
4.2
1.1
4. Services
*
5.5
4.8
4.5
3. Compliance
Major Pharmaceutical:
CRO:
Sofco
2. Validated software
Prioritisation:
- from Grid 1
(scale of 10)
7. Global solution
Example Product-Technology grid (Softco)
1. Alliances
7.8
7.6
7.2
2. System architecture
10.0
10.0
10.0
3. Design
7.1
7.2
7.1
4. Soft technologies
6.9
6.8
6.5
5. Output technologies
6.4
6.4
6.3
6. Securing technologies
8.6
8.4
7.6
8.3
8.2
7.5
7. Core technologies (re-use)
**
* must have
** -ve re-use past, + re-use future
Example first-cut technology roadmap (Softco)
Year 0
Market /
Business
1. Security
Year 1
Phase 1
Competitor
threat
Time out
security levels
User
rights
Digitally
signed labels TA6
Phase 4
Phase 5 Year 3
Version 1
release Price: 10
-15K/seat
Competitor
threat? Market
launch
Legislation?
Phase 3 Year 2
Phase 2
Audit
trail
Digital signatured
audit trail TA6
Watermarked
forms & reports
Product Features
TA5 TA6
2.Validated
Software
Protocol
Randomised
design module design package
3. Compliance
Validated protocol
design module
Multi-language
database
TA7
6. Labelling
Labelling
Printer
XML data
libraries independent format
TA2
7. Global
Solution
TA2
Software
protection
User
documentation
2. Sys. Arch.
3. Design
4. Soft Tech.
5. Output Tech.
Legal
expertise
User-docs Far East TA1

XML data
WAP
language
import / export (Far East)
TA1
modules for UI
Multiple
Internet
platform
compatible
support
Web
enabled
Database partners
(harmonised phrases
& legislation)
CH / JAVA / CORBA
component architecture
Platform inde- Modular design
A
UML / OOD
spec. pendent design
Develop
Validatable Build
Dev.
Mngmnt
Test
eChem
sales
Team
team GNP procedures from
plan
tech.
model
(FDA)
source
stability leader
Report
generation
Protocol
design wizards
Enhanced
network of
contacts
Appoint
distributors
outside UK
On-line
tutorials
ERP
link
TCP / IP
CGI / ISAPI
ISO 9000
TickIT
Internet
updates
24 hour
support
Enhanced
development
team stability
Enhanced
report generation
Write once
technology
6. Securing Tech.
Scanning &
storage of
hand-written forms
Rapid &
Pipe ++
7. Core Tech.
Other
Resources
TA1
TA2
10. User
Friendly
Network of
contacts
Global
support
Label set
libraries
Windows
platform
TA2
support
Customisable
Domain expert
partner
Other bar- TA7

code types
Inter-site User-docs EU lang Email

security (EU lang) modules notifications
TA1 for UI
UNICODE
8. Flexible
Implementation
1. Alliances
Label
design
module
User group
& conference
Graphic
User formatrepresentation
ting tool
of R&S phrases for forms
Billing &
inventory
management
Statistical
analysis
Secure
archiving
Windows
Code 39 & 128 Blinded
printers:
PDF 417
labels
PS / PCLS / PDF
barcodes TA7
Enhanced
randomisation
Upgrade path
for existing
users
Multi-level
training
9. Company
Requirements
Technology Areas
Advanced
automation
Form TA5
printing
4. Services
5. Data
Management
Validated
Ver. 330
Validated
Ver. 2
Validated
Ver. 1
Database
escrow TA6
Biometric
passwords
Raise
x million
Recruitment
software &
management
New
building
TAx = link to Technology

Area x
Group activity the bicycle of the future
Biko: Introduction
Biko, a small traditional but well regarded bicycle manufacturer
has just been taken over by a large sports equipment and
clothing manufacturer, Sportco
The new owner has requested a technology roadmap outlining
how Biko proposes to develop its market offering over the next
10 years, and if convinced by their business case is willing to
make significant investment
A preliminary market review and SWOT analysis have resulted
in two areas of potential interest being identified:
1. Power assisted bicycles
2. High performance lifestyle bicycles
Biko: Instructions
Read handout & follow step-by-step guidance
Step 1: Market & Business
Step 2: Product & Service
Step 3: Technology
Technology
Product
Drivers
Now
Business Market
(Internal) (external)
Resources /
Other
+2y
+5y
Time
+ 10 y
Feedback
What lessons have been learnt about roadmapping?
How would you take it forward from here?
Discussion - getting started
Planning
(customisation checklist)
Context: scope, focus, aims and resources
Roadmap architecture
Process
Participants
Standard process:
- Follow the guide
Customised process:
- Creative and collaborative
design activity
Workshop scheduling
Integration: systems, processes & information
Preparatory work
Roadmapping design: an iterative collaborative process

Focus, scope, aims
Plan
Business need
Domain
knowledge
dialogue
Business
owner
Architecture
TRM process
owner
Process
Implementing roadmapping
Individual planning & discussion
See planning sheet:
Objectives, scope, stakeholders, architecture, process,
information sources, key issues, next steps
Individually (or with colleagues) work through planning sheet

- 10 minutes
Pull out key points for discussion
Roadmapping success factors

Response (%)
10
20
30
40
50
60
70
80
Clear business need

Desire to develop effective business processes
Company culture & politics supported
participation / progress
Right people / functions were involved
Commitment from senior management
Required data / information / knowledge available
Timing of initiative was appropriate
Clear and effective process for developing TRM
Effective tools / techniques / methods
Effective facilitation / training
Other
Source: CTM survey, 1999
Communication roadmaps
What is the message?
Who are you communicating to?
Information representation / graphic design challenge,
drawing on detailed TRM focus on the story and
big picture
Conclusions
Benefits of roadmapping:
A focus for integrated strategic planning
Can be applied in a wide range of contexts
Supports communication and network development
Challenges of roadmapping:
Not a magic bullet - initially more questions than answers likely
Maintaining the process - the real benefit lies in its ongoing use
The process and roadmap typically need to be customised
Review
Has the workshop met your expectations?
Will you give roadmapping a try?
Any questions?
Further support:
Contact us: Rob Phaal at rp108@eng.cam.ac.uk
TRM User Group: http://www-mmd.eng.cam.ac.uk/ctm/trmug.htm
Close
Example Biko output
Product
Style
Comfort
+2y
New owner
- Investment
Demonstrator
Designer look
Ergonomic
design
Technology
On-line design
Customised frame
Direct drive
design Materials /
mechanics
Chip-on-bike
Networked
factory
Automatic
mass customisation
Ergonomics
CADCAM
Visualisation
Security
Communications
Alliances: gear / drive; styling; electronics

Skills
Capital
Branding & promotion
+ 10 y
2nd Generation
Design your own bike
Moulded
seat
Networked
business
Time
Legislation: VAT off bikes; cycle paths, etc.
New Range
Expand range
Electronics
Resources
/ Other
Competition
Trends: leisure, health, disposable income
Technical
Internet
+5y
Sportco
500-1000
Super-bike
Business Market
(Int.)
(Ext.)
Drivers
Now
Technology Roadmapping
Two-Step Method
WUT - Spring, 2007
Technology roadmaps are quite useful for tying all the elements
of strategic technology planning together
New
Concept
Ideation
Technology
Roadmapping
Voice
of the
Customer
Stage Gate
Technology
Development
and Review
WUT - Spring, 2007
Intellectual
Property
Generation
Here, we illustrate a two-step roadmapping process
Step 1: Strategic Areas of Focus Roadmap

Step 2: Technology Roadmap
WUT - Spring, 2007
Example: Acme Trap Company Market Segmentation

Acme Trap Company makes two kinds of animal traps
(two fields of use):
Small animal traps (rats, mice),
Large animal traps (squirrels, foxes).
These traps operate in two general ways (two applications):
Kill traps
Live traps
Heres Acmes business
Acme Trap
Co.
Large
Animal
Small
Animal
Kill Traps
Fur hunters
Households,
food industry
Live traps
Zoos,
naturalists
No channels
to market
Acme views this as:
Strategic
Areas of
Focus
WUT - Spring, 2007
Step 1: Strategic Areas of Focus Roadmap - Example

Strategic Areas of Focus Pri.
2005
Q1
Q2
Q3
Small Animal Kill Traps
Useable Baits
5 Baits 10 Baits
Strategic
Kill Probability
90%
Release Force
1 Nt.
Set Force
.8 Nt.
Trap MTBF
30 Act.
Luring radius
10 Ft.
Small Animal Live Traps
Etc
Large Animal Kill Traps
Etc
WUT - Spring, 2007
Q4
2006
Q1
Q2
Q3
Q4
Areas of Focus
are primary growth
areas 95%
Identified by common
.75 Nt.
application/function
.5 Nt.
50 Act.
20 Ft.
Note: Essential to explicitly tie

Technology Roadmap to primary
growth areas. No value in
roadmapping dying markets!!

2005
Q1
Q2
Q3
Q4
2006
Q1
Useable Baits
5 Baits 10 Baits
Kill Probability
90%
Release Force
1 Nt.
.75 Nt.
Set Force
.8 Nt.
.5 Nt.
Trap MTBF
30 Act.
Luring radius
10 Ft.
WUT - Spring, 2007
Q2
Q3
Q4
95%
50 Act.
Note: Essential to
explicitly
20 Ft.to
tie Technology Roadmap
customer needs.
Directly from WHATs

on V-O-C QFD Matrix
QFD for Small Kill Traps:
QFD for
Small
Animal
Kill Traps
These go directly to SAF
portion of Technology
Roadmap
WUT - Spring, 2007

Pri.
2005
Strategic Areas of Add
Focustargets
Q1
Q2
Q3
Q4
2006
Q1
Q2
Q3
Q4
Useable Baits
5 Baits 10 Baits
Kill Probability
90%
Release Force
1 Nt.
.75 Nt.
Set Force
.8 Nt.
.5 Nt.
Trap MTBF
30 Act.
Luring radius
10 Ft.
95%
50 Act.
20 Ft.
Duration
3
impacted by
QFD Technical
Difficulty
WUT - Spring, 2007
QFD for
Small
Animal
Kill Traps
These go to SAF portion
of Technology Roadmap
WUT - Spring, 2007

2005
Q1
Q2
Q3
Q4
2006
Q1
End dates and

target
values
Q2
Q3
Q4
impacted by
Ideation
Useable Baits
5 Baits 10 Baits
Kill Probability
90%
Release Force
1 Nt.
.75 Nt.
Set Force
.8 Nt.
.5 Nt.
Trap MTBF
30 Act.
Luring radius
10 Ft.
WUT - Spring, 2007
95%
50 Act.
20 Ft.
10
QFD for
Small
Animal
Kill Traps
Where we need
Ideation session:
High Importance
and High Technical
Difficulty
WUT - Spring, 2007
11
High-Level View of Ideation Process

From
Technology
Roadmap
1. Planning
2. Preparation
3. Ideation Event
4. Post-Processing
Project Proposals
Stage Gate Processes
WUT - Spring, 2007
12
Use priorities to
Step 1: Strategic Areas of Focusdevelop
Roadmap
IP Generation strategy
2005
Q1
Q2
Q3
Q4
2006
Q1
5 Baits 10 Baits
Kill Probability
90%
Release Force
1 Nt.
.75 Nt.
Set Force
.8 Nt.
.5 Nt.
Trap MTBF
30 Act.
Luring radius
10 Ft.
Am
Large Animal
KillI Traps
WUT - Spring, 2007
Q3
Q4
Useable Baits
developing
IP in these
areas?!
Q2
95%
Makes the list

of patents
shorter
50 Act.
20 Ft.
Makes the list

of patents
longer
13
This is what
2005
Q1
we need
to do
2006
Q2
Useable Baits
5 Baits 10 Baits
Kill Probability
90%
Release Force
1 Nt.
Set Force
.8 Nt.
Trap MTBF
30 Act.
Luring radius
10 Ft.
3
OK! What next?!
WUT - Spring, 2007
Q3
Q4
95%
Q1
Q2
Q3
Q4
But we can
.75
notNt.do this
.5today
Nt.
50 Act.
20 Ft.
So how
will we
do this?!
14
Here, we use a two-step process

WUT - Spring, 2007
15
Functional Description
To create our technology roadmap, we start by identifying
functions common to all of our products/systems.
Many physical (non-software) systems can be described in terms
of these common functions:
Actuator
Sensor
Control
Power Source
User Interface
So, how does this apply to Acme traps?

WUT - Spring, 2007
16
We are going to map technologies by common functions.

So for this example, we need to identify functions that are common
to all types of traps covered in our SAF roadmap.
Control
Power Source
User Interface
Actuator
Sensor
WUT - Spring, 2007
17
Step 2: Technology Roadmap - Example
Technology
Power Source
Pri.
2005
Q1
Q2
Q3
Q4
2006
Q1
Q2
Q3
Q4
Group Technology Roadmap

subjects by functions
From previous diagram.
Sensor
Etc
Control
Etc
WUT - Spring, 2007
18
Technology
Pri.
Power Source
Q3
Q4
Q2
Q3
Q4
1
2
Large animal live traps
3
4
Sensing
Control
Q2
2006
Q1
Small animal kill traps
Etc
2005
Q1
Strategic Areas of Focus

are sub-groups in
Technology Roadmap
Sub-Group roadmap functions

by Strategic
Areas of Focus
3
Etc
WUT - Spring, 2007
19
Technology
Pri.
Power Source
Q2
Q3
Q4
2006
Q1
Q2
Q3
Q4
1
1
Dynamic modelling of spring structure
Composite spring
Solar-power generation and storage
4
Sensing
2005
Q1
Motor-driven actuation
Etc
Control
Etc
Show projects associated

with each function and
Strategic Area of Focus
WUT - Spring, 2007
Note: Technology
Roadmaps are not
Product Roadmaps!
20
This approach
explicitly
links technology
Step 2: Technology
Roadmap
- Example
development projects to strategic growth targets.
Technology
The object is to show the impact of NOT doing a

Pri. 2005
2006
project!
Q1
Power Source
Q2
Q3
Q4
Q1
Q2
Q3
Q4
1
1
Dynamic modelling of actuator mechanisms
Composite spring
4
Sensing
Control
Grouping by function also explicitly

shows potential synergies among
technology development projects.
WUT - Spring, 2007
21
Technology
Power Source
Pri.
Q2
Q3
Q4
2006
Q1
Q2
Q3
Q4
1
1
Composite spring
4
Sensing
Attraction
WUT - Spring, 2007
2005
Q1
OK, but where do these

priorities and dates
come from?
22

2005
Q1
Q2
Q3
Q4
2006
Q1
Useable Baits
5 Baits 10 Baits
Kill Probability
90%
Release Force
1 Nt.
.75 Nt.
Set Force
.8 Nt.
.5 Nt.
Trap MTBF
30 Act.
10 Ft.
This drives the

Luring
TRradius
priority
WUT - Spring, 2007
Q2
Q3
Q4
This drives the

TR date
95%
50 Act.
20 Ft.
We are doing Composite Spring project

3
on TR to achieve this
Kill Probability on the SAF Roadmap.
23
Technology
Power Source
Small varmint kill traps
Large varmint live traps
Pri.
Control
WUT - Spring, 2007
Q2
Q3
Q3
Q4
1
1
Composite spring
4
Sensing
2005
Q1
Input to
IP Generation:
Where 2006
do we
Q4
Q1
need
IP? Q2
Projects:
Output from
Ideation
24
High-Level View of Ideation Process
1. Planning
2. Preparation
3. Ideation Event
4. Post-Processing
To
Technology
Roadmap
Project Proposals
Stage Gate Processes
WUT - Spring, 2007
25
So What?!
What do I actually use the Strategic Areas of Focus
Roadmap and Technology Roadmap for?
You use them for:
Technology Gap Analysis

- Can I get there from here?
Technology Project Portfolio Rationalization

- Do I actually need to go there?
Start by laying the roadmaps down side-by-side
WUT - Spring, 2007
26
2005
Q1
Q2
Q3
2006
Q1
Q4
Q2
Small Varmint Kill Traps
Useable Baits
5 Baits 10 Baits
Kill Probability
90%
Release Force
1 Nt.
.75 Nt.
Set Force
.8 Nt.
.5 Nt.
5 30 Act.
This is pretty
Luring radius
6 10 Ft.
important
Trap MTBF
Small Varmint Live Traps
Pri.
WUT - Spring, 2007
20 Ft.
2005
Q1
Q2
Q3
Q4
2006
Q1
Q2
Q3
Q4
What do I need
Attraction
to work on?
How we
will do it
50 Act.
can we
do this?
Actuation
Sensing
What we
must do.
95%
Gap Analysis:
Q4
No!!
Technology
Large Varmint Kill Traps
Q3
Composite spring
2 we have a
But
project to do this.
3
27
Technology
Pri.
Actuation
2005
Q1
Q2
Q3
Q2
Q3
Composite spring
4
Sensing
Your
Boss: Why
Q4
are you working
on this?!

Attraction
Q4
2006
Q1
2005
Q1
Q2
Q3
Q4
2006
Q1
Small Varmint Kill Traps
Useable Baits
5 Baits 10 Baits
Kill Probability
90%
Release Force
1 Nt.
.75 Nt.
Set Force
.8 Nt.
.5 Nt.
Trap MTBF
30 Act.
10 Ft.
Project Portfolio
Luring radius
Rationalization:
Small Varmint Live Traps
Large Varmint Kill Traps
Why am I working
on this?
WUT - Spring, 2007
Q2
Q3
Q4
95%
50 Act.
You: Because this
is
essential to meeting 20 Ft.
your growth target on
schedule.
28
Technology Roadmapping - As a Two-Step Process:

Promised
1. Strategic Areas of Focus:
growth areas
Primary growth areas,
No value in roadmapping stagnant/declining areas.
- Grouped by market segments,
Likely to have common technologies.
- With performance targets, priority, and time scale.
What, when, how important.
- Derived from QFD matrix.
What we need to keep
growth promises
2. Technology Roadmap:
- Common technologies required to achieve growth,
- Plotted as stage gate technology development projects.
- Plotted by functions, not products!
- With project start/end dates tied to Strategic Areas of Focus.
WUT - Spring, 2007
29
Technology Roadmapping Process:

Purpose
Define and communicate technology directions, associated

opportunities, and resource requirements to all stakeholders (what,
why, how).
Explicitly highlight technology gaps (cant get there from here).
This is project portfolio rationalization.
This is the gap analysis.
Create a mindset and provide structure for conceptualizing and

capturing a technology vision for the future (means as an end).
This is a key cultural issue that supports stage gate process and
stimulates ideation.
WUT - Spring, 2007
30

Desired Strengths
Forces clear understanding and articulation of direction (no hand

waving).
Core technologies, projects, and linkages are all explicitly

documented.
Provides convenient portal/linkages to lower planning levels

(projects).
Hyperlinks allow navigation through complex relationships.
WUT - Spring, 2007
31

Potential Weaknesses
Easy to roadmap what we know, hard to roadmap unknown routes,
Can induce tunnel vision - is this where customers want to go?
We need a means of surveying unknown territories.
We need a means of incorporating the voice-of-the-customer.
Just a map - no built-in mechanism for driving to the end: New

technology transferred into new products.
We need a means to follow the map and keep us on course.
WUT - Spring, 2007
32
Notes:
Strategic Areas of Focus Roadmaps and Technology Roadmaps should
also be used at:
V-O-C discussions to control customer expectations (SAF only!).

- What are we working on?
- What are we not working on?
IP strategy and patent review meetings to direct disposition on IP.

- Why are we patenting this?
- Where is the patent for this?
Ideation sessions to frame context for topics.

- What are we ideating on?
- Why?
Stage gate review meetings to justify recommendations.

- If its not on the roadmap, then why should we do it?
- If it is on the roadmap, how can we kill it?
WUT - Spring, 2007
33
Technology Road Map

as
a
s a STI
STI Policy
Policy and
and R&D
R&D Priority
Priority Setting
Setting Tool
Tool
2014.8
Byeongwon Park
Sccience
ience and
and T
Te
ecchnology
hnology Po
olliicy
cy I n
nstitute,
stitute, R
Rep.
ep. K
Korea
orea
[1st Day]
- Basic concept of Technology Roadmapping

- TRM exercise : phase 1
Topic
Morning
1. Basic concept of Technology Roadmapping

- Introduction to TRM as a Technology Foresight Tool
- KoreaUs Experience in Technology Foresight and TRM
- Technology Roadmapping Process
Lecture
Afternoon
2 . TRM exercise : Phase 1

- Vision Building
- Environmental Analysis : Key Driver
Exercise
Content
[2nd Day]
Topic
TRM exercise : phase 2 & 3
Morning
3. TRM exercise : Phase 2

- Strategic Product Idea
- Functionality for a strategic product
- detailed functionality and alternative solutions
Exercise
Content
Afternoon
4. TRM exercise : phase 3

- Identification of Technology Alternative
- Key Technology and R&D target
- Technology Roadmap
B. Martin (1995):- Research foresight is the process involve

d in systematically attempting to look into the longer-term fut
ure of science, technology, the economy and society with the
aim of identifying the areas of strategic research and the
emerging generic technologies likely to yield the greatest ec
onomic and social benefits
L. Georghiou (1996):- Technology foresight is a systematic
means of assessing those scientific and technological develo
pments which could have a strong impact on industrial comp
etitiveness, wealth creation and quality of life
Foresight Handbook(2002): Systematic, participatory
process, involving gathering intelligence and building
visions for the medium-to-long-term future and aimed at
informing present-day decisions and mobilizing joint
actions
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(ref: Allan Dahl Andersen et al. 2013)
"
Vision
Management Strategy
Strategy Domain
What-Business/Product
Technology
Strategy
Who-Market
How-Technology
(ref : Tassey, 2004)
Environmental
Analysis
Business
Needs
Capabilities
Focused
Scenarios of
the Future
Team
Formation
Charter
Technology
Alternatives
Technology
Assessment
Technology
Strategy
Roadmaps
(Strategy)
Action Plans
Threats and
Opportunities
Competitive
Intelligence
Ref: SRIC-BI
Example Tools:
Technology
Intelligence
Capabilities
Scenarios
Technology
Assessment
Scenario A
Scenario B
Technology
Roadmaps
Technologies
Single Point
Forecast
Scenario C
Scenario D
Envelope of Uncertainty
Products/
Markets
Ref: SRIC-BI
9
9
Technology Roadmap (TRM) is a document that:

Identifies critical and supporting technologies for a broa
d family of core products over a medium to long period
(5-10 or more years)
Describes in broad terms the sequences of component
technologies, technology developments, and competen
cies needed for the key performance parameters of fu
nctionalities of the product family to improve over time
10
2004.9
airport
2014.8
54 min
49 min
37 min
Hotel
11
Place A
or, now
Roadmaps are used by travelers to decide among alternative

routes toward a physical destination
spot B
or, desirable
future
12
Vision
f
uf
fuf f rfrff ff
f
nsof
M1
Market
M2
P2
P1
Product
P3
P4
T1
f
ns of
T2
Technology
T3
R&D
programmes
RD 1
Resources
RD 2
T4
RD 4
RD 3
RD 6
f
RD 5
nsof

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Staff / skills
Time
From Phaal, Univ. Cambridge
nsof
13
Industry TRMs - used initially to assess and extrapolate the

direction of market driven requirements within an area of technology,
and later to identify R&D strategies to meet those requirements;
Science and technology TRMs used to select from among
emerging technologies;
Product TRMs - used by companies to identify the technical
processes, and accompanying risks and opportunities, associated
with the development of a specific product or service; and
Program TRMs - used by government and private-sector
organizations to evaluate how emerging issues might affect the
strategic direction of a long term program
Strategic Roadmaps used for high level strategy and policy
alternatives in STI (no explicit technology alternatives)
14
Case : Motorola Roadmap (1987)

- summary of product plans and technology forecast
Year
Tuning
Selectivity
1982
Display
1984
Push button
1985
1987
LEDs
Maps
1u CMOS
Liquid crystal
Fluorescence
Single wire
Glass fibre
Tech.
ch. Forecast
F recast
Digital modulation
500 kHz bandwidth
RECEIVER 1
RECEIVER 2
RECEIVER 3
Stereo
Plus:
Plus:
Scan
Personal
paging
Seek
Product Plan
1990
Voice actuated
Data
3u CMOS
Vehicular LAN
PRODUCTS
1989
Paging
5u CMOS
1988
SAWs
Stereo
Linear
1986
Ceramic resonators
Subcarrier function
tion
IC technology
1983
NEXT GENERATION
FUTURE GENERATION
N
Plus:
A NEW SERVICE
Stock market
Road information
Remote
amplifie
amplifiers
Remote controls
Super Hi Fi
Local maps
Source: Willyard & McClees, 1987
1991
- [Timeframe] fifteen-year assessment of the semiconductor industrys future technology requirements

cost-effective
effective advancements in the performance of the integrated circuit and the pro
products continuing the health and success of this industry.
- [Objective] cost
Sponsorship : 5 leading chip manufacturing regions)
Modeling and Simulation Technology Requirements: Capabilities
Richard Albright The Albright Strategy Group
18
19
Strategic planning process

a learning process
a consensus building process
(help to align and communicate the
business need)
Technology Roadmap
(TRM)
Graphical outputs of the

roadmapping process
groups view of how to get where
they want to go, in order to achieve
their desired objectives
- Need to understand its

relationship with other
business process such as
strategic Planning etc.
- Should Integrate with and
support these processes
20
a vision of the industry at a set time in the future;

what new types of products or services markets will require;
the enabling technologies to create those products;
the feasibility of creating the needed technologies;
the technological alternatives for achieving the needed
technologies;
how to address these technology needs through R&D;
the skills required to properly use the proposed technologies;
and
the educational programs necessary to acquire the required
skills.
21
Helps an industry predict the markets future technology

and product needs;
Defines the "road" that industry must take to compete
successfully in tomorrows markets;
Guides technology R&D decisions;

Increases collaboration, shared knowledge and new
partnerships;
Reduces the risk of costly investment in technology;
Helps the industry seize future marketing opportunities.
22
Boundary
of TRM ?
broad
Market Information
Product-Market Analysis
Product-Technology
Options Evaluation
narrow
Roadmap
Creation
Defined
Target
Project
Proposals
Technology Assessment
Identification of Technology
Available/Feasible
23
23
STEEPV
STE
EEP
EE
EPV
EPV
(Social, Technological,
Economic, Environmental,
Political, Value& Norm)
Brainstorming
Porters
Cross Impact Analysis Five Forces
For ideation
Delphi/Expert Panel
Technology Intelligence
(Bibliometrics, Scanning)
Vision
For ideation & Prioritization
Trends/Driver
Scenario
Market
Business
Innovation
System
Structure
(taxonomy)
Scalable
(hierarchy)
Scenario A
Single Point
Forecast
Product
Service
System
Scenario C
Scenario D
Envelope of Uncertainty
Technology
Resources
Portfolio
Linking
grids
Scenario B
Familiarity
Valuation /
Balanced scorecard
Strategic
Importance
1. Introduction and background

Mission and vision
Project objectives, goals, and intended
results
Scope and boundary conditions of the
roadmapping effort
The current industry: its products,
customers, suppliers and manufacturing
processes
Market trends and projections
Relevant constraint (regulatory,
stakeholder, budget, etc.)
2. Technical needs and capabilities

Targeted products
Functional and performance requirements
Current science and technology
capabilities
Gaps and barriers
Development strategy and targets
3. Technology development
strategy
Evaluation and prioritization of
technologies
Recommended technologies
4. Skills development strategy

Evaluation of skills needs at present,
and for recommended technologies
Recommended skills and program
enhancements to affect those
changes
5. Decision points and schedule

Budget summary
6. Conclusion
Recommendations
Implement recommendations
7. Appendices
Roadmapping process
Participants
25
Koreas Experience
-National Technology Road Map
26
. Introduction
Motivation/Objective
History
Approach
. NTRM Organized by Five 2012 Visions

1. Building and Information-Knowledge-Intelligence Society
2. Aiming at Bio-Healthtopia
3. Advancing E2(Energy and Environment) Frontier
4. Upgrading the Value of Major Industries of Korea Today
5. Improving National Safety and Prestige
. Conclusions
Expected Impact
27
A3 w v| 3
28
To Meet the challenge of rapidly advancing S&T in 21st century

To Focus R&D on strategically chosen areas for optimal
utilization of limited R&D resources
To Promote coordination and synergy among industry, academi
and government in technology development
To Build the national technology roadmap to the need of nationa

strategy and economic growth toward 2012
To Follow top-down vision-driven approach to the identification
of key technologies
29
History
02. 4. 18: Reported to NSTC(National Science and Technology
Council) the plan for NTRM
02. 7. 22: Reported the results of the 1st phase NTRM to NSTC
02. 8. 21: Started 2nd phase NTRM with 800 scientists & engineers
02. 11. 8: Conducted public hearings
02. 11. 28: Reported the results of the 2nd phase NTRM to NSTC
30
f
Analysis of Industrial Need
5 visions
13 Directions
49 Strategic Product/Functions
99 Key Technologies
NTRM
v Incorporate existing TRMs into NTRM with necessary modifications

v Handle basic S&T separately from NTRM based on bottom-up approach
v NTRM include Macro Roadmaps for strategic product/functions and
detailed TRM for chosen key technologies

InterGovernment
Coordination
Taskforce
NSTC Office
Project Team
Vision I
Committe
e
TRM team A
31
KISTEP
NTRM Head Council
Vision II
Committe
e
TRM team B
Vision III
Committe
e
TRM team C
Vision IV
Committe
e
..
Vision V
Committe
e
TRM team N
A3age`3u3H3i|| 3
32
Five National S&T Visions 2012
33
Building an informationy
knowledge-intelligence society
Aiming at Bio-Healthtopia
Advancing the E2 Frontier
Upgrading the Value

of Major Industries of Korea Today
Improving National Safety and Prestige
1. Building an Information-Knowledge-Intelligence Societyf

Meeting a variety of human needs in all areas of life by
making IT service more intelligent, mobile, and user-friendly
Anytime, Anywhere,
Any-device Communication
Innovation in Contents &

Service
34
Ambient Intelligence
ff
f
f f
f f
ff
Optical Internet Technology
High-Speed Wireless Multimedia Technology
Mobile Multimedia Contents Technology
New Semiconductor Device Technology
Anytime,
Anywhere,
Any-device
Communication
Digital Convergence
Intelligent Computing
Intelligent Network Technology

High Density Storage Technology
Wire&Wireless Integration System Device Technology
Ubiquitous Network
Digital Signal Processing Technology
Mobile & Wearable IT

Device
Tera-bit Optical Communication Elements Technology

Digital Broadcasting Technology
E-marketplace Technology
InformationKnowledgeIntelligence
Society
Innovation in
Contents &
Service
Contents
Next Generation Information System Technology
E-Commerce
S/W Standard/Design/Reuse
E-Finance Technology
Business Service
Information Search DBMS Technology

Digital Information Design Technology
Information Security Technology
Knowledge/Information
Security
Intelligent Man-Machine
Interface
Ambient
Intelligence
Movie/Video/Digital Media Standardization

Digital Contents Authoring Technology
Intelligent Robot
Game Engine Technology
Intelligent Home Appliance
Cyber Communication Technology
Intelligent Building/Home
Intelligent Transport System
Intelligent Medical System
Culture Original Form Restore Technology

Art Intelligent Technology
MEMS Technology
Home Network Technology
Intelligent Home Appliance Technology
Display Technology
35
Bio-Diagnosis Technology
Portfolio Analysis of Strategic Products and Functions

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modem
wideband CDMA modem
QAM,OFDM,Diversity,Turbo code
Power control, Smart antenna,

Interference, SDR
Technology
fHigh-speed packet modem

f
Fixed ATM/IP
Wireless IP core tech.

f
(QoS, Handoff, Resource management)
fNetwork
interworking(GW)
fDO/GPRS
f
Product
ff
IP-based RAN
with smart antenna
High-speed adaptive
RAN
Homogeneous network
Integration
ff
DO/DV/GPRS enhancements
Active core network
ff
ALL-IP core network
Adhoc, Bluetooth
ff PAN
fhigh-speed hot spot > 100 Mbps
2007
2002
2G cellular system
HMI/Hot Spot system
Cdma20001x EV system
Cdma20001x EV-DO/ EV-DV
W-CDMA system/ HSDPA
Importance
37
IP-based RAN
high
low

R&D strategy
2012
4G mobile comm.
basic research
international collaboration
applied research Outsourcing
2. Aiming at Bio-Healthtopia
Building a society with a high quality of life from meeting the
increased demand for high-quality therapeutic agents and timely
supply of new
diagnosis, prevention & therapy
New Drug
Discovery &
Development
38
Innovation in Disease
Treatment, Diagnosis
& Prevention
ff
f
New Drug
Discovery &
Development
Aiming
at
BioHealthtopia
f ff
f
Cardiovascular
Anticancer Agent
CNS
CN
Focused
Pulmonary
P
u
Area
Metabolism
Me
Immune System
Vaccines
Diagnostics
Innovation
in Disease
Treatment,
Diagnosis &
Prevention
Rehabilitation System
Medical Imaging System
Cell Therapy
Gene Therapy
Prognostic System
39
ff
High-Throughput Screening
Target Identification
Target Validation
Drug-Likeness Evaluation
Eva
Drug Candidates Optimizatio
Optimization
Mass Production
Formulation
Drug Delivery System
Safety & Efficacy Evalua
Evaluation
Clinical Studies
Lead discovery
Bio-Signal Analysis
Bio imaging
Bio-imaging
Bio Robotics
Bio-Robotics
Bio-chip
Bio
chip & Sens
Sensor
Biomaterials
Stem Cell
Gene Deliver
Delivery System
Physiological Function M
Monitoring
Bioinformatics
Application of Bio
Bioinformation

f f f f
CNS
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Gene
nx
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o
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40
f f
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3. Advancing E2(Environment and Energy) Frontier

Building a society that recycles and lives in harmony with nature and
making an efficient and stable energy supply & utilization system
corresponding to the international environment regulation
Pleasant and
Healthy Life
Supplying Efficient, Stable

and Clean Energy
41
ff
f
f ff
f
ff
Air-Pollution Reduction Tech.
Reduction of
Environment
al Pollution
Pleasant and
Healthy Life
Advancing
Energy/
Environment
Frontier
Recycling
System
Harmonizing
with
Environment
Management
of
Sustainable
Ecosystem
Supplying
Efficient,
Stable
and Clean
Energy
Efficient Use
of Energy
Acquisition of
Future Energy
Source and
High Value
Added Energy
Water Quality Management &

Sustainable Supply Tech.
Waste Reduction and Reuse Tech.
Clean Production Tech.
Environment-Friendly Material Tech.
Ecosystem, Soil Pollution,
Groundwater Restoration Tech.
Marine Pollution Assessment &

Reduction Tech.
Environmental Health Tech.
Small Cogeneration System Tech.
Energy Material Tech.
Energy Saving Process Tech.
Unused Energy Tech.

Bio-Energy Tech.
Hydrogen Energy Tech.
Smart Reactor Tech.
Solar Energy Tech.
Fuel Cell Tech.
42
Highly sustainable electric power

system

Acquisition of Future
Energy Source
and High Value Energy
Very
High
High
Economic
Impact
Reduction of
Environmental Pollution
Middle
Recycling System
In Harmony
with Environment
High
Efficient Use
of Energy
Middle
Management of
Sustainable Ecosystem
Low
Potential
For success
Very
Low
Very Low
43
Low
Low
Middle
High
Very High
Strategic Importance
4. Upgrading the Value of Major Industries of Korea Today

To pursue sustainable economic growth through strengthening the
international competitiveness of the current main and infra industries
Transportation Vehicles
and Systems of the Futuref
Advancing residential
and social infrastructure
Next Generation Manufacturing

and Mechatronics
Building New Material and

Component Industries
44
ff
f
f ff
f
ff
New Automotive System Technologies (Hybrid,
Intelligent, Fuel Cell)
Transportation Vehicles
and Systems of the Future
New Automotive Systems
High Value Added & Advanced Ship Technologies
New Ocean Transportation Systems
Marine Plants & Equipment Technologies
New Railway Systems (Korean Type)
High Seed & Light Rail Transportation System

Technologies
Integrated Transporting System Technology
Integrated transporting System

Advancing residential
and social infrastructure
Upgrading
Current
Main
Industries
User-friendly advanced
construction
Sustainable natural resources and
effective development of national
land
Intelligent Transporting System

Human Friendly Multi-functional Construction Tech.
Building Life Extending Tech.
Sustainable Water Supply and Management tech.
Oceanic Clean Energy Development Tech.
National Land Expansion and Utilization Tech.
Intelligent Manufacturing
ManufacturingSystem
System Technology
Next Generation
Manufacturing
and Mechatronics
Next Generation Manufacturing System
Clean Manufacturing
ManufacturingSystem
System Technology
Intelligent Robot Technology
Advanced Precision Machining System
Ultra Precision Machining System Technology

Nano Machining Equipments & Process Technology
New Functional Information

Materials/Devices
Building New Material
and
Component Industries
Nano Materials
Highly Functional Metals/
Ceramics/ Polymers/ Textile
Next Generation Materials/ Devices Technology for

Semiconductors/ Telecommunications/ displays/Packaging
Nano Materials Technology
Highly Functional Technology
Highly Functional Ceramics Technology
Highly Functional Polymers Technology
High Performance Multi Functional Textile Technology
45

f
f
ff
f f
f ff
uf ufuf
f
f
f uf
f
f f
f f f
ff
ff
f
f f
User-friendly
advanced
construction
f ff
f f
Economic
Impact
High
ff f
nfof
f
f f f
Sustainable natural resources

and effective development of national land
Middle
Low
Potential
For success
f
f
ff\f ff f
f f
46
ff
5. Improving National Safety and Prestigef

To build up technological capability in aerospace
and to establish national strategy in food supply
Entering into the Aerospace Age
Food security and Preservation of

Natural Resources
47
ff
f
f ff
f
Development of
Satellite
Entering into
the Aerospace
Age
Improving
National
Strategy
and
Prestige
Development of
Launch Vehicle
Development of
UAV
Development of
Helicopter
ff
Satellite System Development

Satellite payload Technology
LEO Satellite Launch Vehicle
Liquid Rocket Engine
Unmanned Air Vehicle System
UAV auto-pilot technology
Helicopter System
Advanced Helicopter Subsystem
Technology
High Quality and yield Crops
Food Security and

Preservation of
Natural Resources
Establishment of
Food
Self-Sufficiency
Establishment of
Bio-resources
Self-sufficiency
BT- based Highly Profitable Agriculture

and Fisheries Products
Development, Processing and
Preservation of High functional Foods
Environmentally friendly Technology for
Marine Cultivation
Bio-resources Preservation and
Utilization Technology
48
ff
f
Establishment of
Food Self-Sufficiency
Development of
Satellite
Economic
Impact
High
Development of
Helicopter
Development of
UAV
Middle
Establishment of
Bio-resources Self-sufficiency f
Development of
Launch Vehicle
f
f
f f
49
ff
Low
Potential
For success
A3V v
50
| 3
Expected Impacts f
Enhance the national R&D investment with the optimal utilization
of limited R&D resources
Promote coordination and synergy among industry, academia,
and government in technology development
Present guidelines for the selection and evaluation of governmen

R&D programs
To be incorporated in National S&T Plan(2002-2006)
Play a benchmarking role of non-governmental sectors S&T plan
51
Implementation
Incorporated in the National S&T Grand Plan(2003-2007)

Widely used in government ministry, Institute, and university
Play a benchmarking role of non-governmental sectors S&T plan
Presented guidelines for the selection and evaluation of government R&D programs:
MOST(21C Frontier Program etc.)
52
53
54
55
56
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60
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66
[Template] detailed functionality and alternative solutions
67
[Template] Performance Indicator and Target
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68
[Template] Identification of Technology Alternative
Technology Alternatives [1/2]
Key Technology and R&D target [2/2]
f f
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69
[Template] Technology Alternatives [1/2]
70
[Template] Key Technology and R&D target [2/2]
71
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Mid(+__ y)
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Many Thanks !!
Q&A
1.
Policy Advising through Analyzing Local & Global Industrial Policies

Promising Industries & Products Identification
Mid/Long-term Technology Acquisition Strategy Set-up
Investment Strategy Set-up Support through R&D Performance Analysis
Manpower Policy Set-up & Project Planning

Creative Engineering Education Innovation Support
SME s Manpower Support
Utilizing Industry-Academia Cooperation
Testing / Pilot Production Equipment Supply & Support

Overseas Technology Marketing Support for M&C SMEs
M&C Database Supply & Development Strategy Planning
Research Equipment for Original Industrial Technology

Total Management System & Mid/Long-term Roadmap
Industry-Academia-Research Network for shared-use Equipment
Bilateral/Multilateral International Joint R&D Support

Strategic Networking to Catalyze International Cooperation
Industrial Technology ODA aiming for co-prosperity
Technology Proliferation/Transfer Organization Support

National Technology Asset Utilization Support
Market-oriented Technology Financing Ecosystem Support
Regional Industry Policy Making

Region-specialized Industry Incubation by utilizing 18 Technoparks
City-Region Cooperation Zone Support
Policy Making re Mid-sized Enterprises Global Competitiveness

Globally Competitive Enterprises Support (eg. World Class 300 Project)
One-stop Service Provision through Global Cooperation Network
Innovation Planning
World Class 300
Regional Promotion
SME Incubation Center M&C Development Basic Plan
Creative & Convergence Concert
Industrial Technology Week
Manpower Policy
Technology-Humanities Convergence Factory
Regional Development Week
Process Enhancement
OECD Global Forum
Industrial Technology Culture space
Global M&C Industry Event
TECH+ Forum
1.
Table of Contents
I. Industrial Technology Innovation Plan

II. Manufacturing Industry Innovation Strategy
III. Technopark Incubation Policy
The paradigm shift in Industrial Technology policy

The sustainability of growth patterns is linked to the capacity to shift the production structure
toward sectors with higher increasing returns and higher dynamic capability
Sectoral contributions to growth from textiles to cars and electronics

1960s~80s
1960s~90s
1970s~90s
First phase
of
industrialization
Brand
development
Engine for next

generation
Made in Korea
Infant industry protection

- Restriction on imports/Supporting exports
Relax regulation on construction of factories

Support R&D activities &
the development of skilled
manpower
Increase competitiveness
- Wage fixed by law
- Export growing : 8.6%
Design stage to production

National car brands
- Hyundai, Kia, Daewoo etc
Govt. gradualist approach

- 60s : Import restriction to create
domestic demand and incentives
- 70s : Long term plan for promotion of
automobile industry
+ Mass production system
+ Vertical & horizontal integration of
large and SMEs
- 80s : Competition policies
- 90s : Industrial reconstruction
+ Private sector plays a leading role
Enacted the law of promotion

of the Electronic industry
Formulated the plan of
fostering the electronic fields
Govt. played a pivotal role
- 60s : Assembly by low waged labor
- 70s : National champions selected
+ Samsung, LG and Hyundai
+ Government R&D program support
- 80s : leapfrogging stage at DRAM
- 90s : Dynamic growing at DRAM
+ Generic technology for next generation
+ Highly skilled manpower to sustain
competitiveness
12
13
14
(%)
15
16
17
18
19
II
IV
III
20
21
22
23
24
25
Table of Contents

1. Paradigm Shift in Manufacturing Industry

Technology Convergence
- Googles Automatic Driving System (IT, S/W)
- Zipcars Car Sharing (Service)
- LED Vegetation Plant (Agriculture)
Low Cost, Batch Production and Flexible Manufacturing

- GEs Engine Nozzle 3D Printing (3D Printing)
- BMW Britains Customized BMW Mini Production
Global Value Chain

- Uniclos Function Spreading
Design (Tokyo New York), Manufacturing (China, Vietnam), Various (Marketing)
It is time to consider an evolutionary change in the

manufacturing industry to adapt to the paradigm shift.
Key Nations Policy Trends

After the global financial crisis, the importance of manufacturing was
spotlighted in key nations.
Germany : Industry 4.0
- Industry 4.0 Platform
- 200 mil. EURO Investment in Smart Factory Development
USA : Remaking America

- Reshoring with Shale Gas
- Establishing 45 Manufacturing Innovation Research Institute
China : National Innovation (
- 7 Strategic Industry Incubation

- Global Innovation Leading through Innovative Technology Development
Japan : Industrial Revival Plan (

- Industrial Competitiveness Strengthening Law Enactment
- Regulatory Reform for New Industries
Target
Creative Economy Realization through Manufacturing Industry Innovation
Directions
- Create Value-added & Competitive Edge through Convergence with IT and S/W
- Create Business Environment for Manufacturing Industrys Innovation
3 Strategies
Building Core Capacity for Nations
Key Industries
6 Challenges
Sophisticating Material & Components
Strengthening Soft-power in Manufacturing
industry
Creating New Manufacturing Industries

with Convergence
Innovating in Processing through Convergence

with IT and S/W
Convergence Growth Engine
Strengthening Manufacturing
Innovation Infrastructure
Supplying Customized Manpower and Location

Creating the North-eastern R&D Hub
Strategy 1.
Building Core Capacity for Nations Key Industries
Challenge 1. Sophisticating Material & Components

Core Material & Components Development by Key Industries
10 World Class Materials Development by 2019

- Heavy R&D Investment on Material Development
- Risk Reduction of Industrial Material Development through Connecting with Military
Material Development
100 Leading Components Development by 2025

Examples
Automotive
- Automatic Parking
- 360 Degree Sensor
Petrochmistry
Shipbuilding /
Marine Plant
- Underwater Noise measuring

- Drillship Components
Steel
General
Machine
- Smart Machine Tool Modules

- Automatic Operation Modules
Semiconductor
/ Display
Conglomerates-SMEs Joint Development
- Ultra High Temperature Durability

- Smart Film Material
-Titanium
- Eco-friendly Automotive Steel Sheet
- 450mm Semiconductor Material
- High-definition Visual Sensor Modules
Private-Public Investment Network
Challenge 2. Strengthening Soft-power in Manufacturing

Industry
Engineering Competitiveness
- Manpower Training through Engineering Specialty Postgraduate Courses
- Young Manpower Dispatch to Overseas Design Postgraduate Courses
Convergence with Design

- Design Convergence R&D in Machine, Shipbuilding, etc.
- 6 Regional Design Center Set-up
Core Embeded S/W

- 300 Manpower Training per Annum through Progressive Education System
(High School College Work)
Conglomerates-SMEs Joint Development
Private-Public Investment Network

7
Strategy 2.
Creating New Manufacturing Industries with
Convergence
Challenge 3. Innovating in Processing through Convergence

with IT and S/W
Smart Factory
Zero Waste Factory with Sophisticated and Optimized Production Process , Enabled by IT, S/W, IoT, etc.
- Smart Factory Promotion

- Private-Public Manufacturing Innovation Fund Raising (Approx. 100 mil. KRW)
3D Printing Manufacturing
- 6 Regional Manufacturing Innovation Center to Promote SMEs 3D Printing Use
- 3D Printing Education for Current Workers & Prospective Business Founder
Meanwhile, simultaneous effort to industrialize high value-added must be made.
Challenge 4. Convergence Growth Engine
13 Future Growth Engine Development

- Life Cycle Industry-Academia-Research Ecosystem by Industrial Sectors
- Heavy R&D Investment by 2020
- Other Technical Area (Manless Aviation, Biomimetic Device, etc.)
Energy-related New Industry Based on IT

- Private Investment Plan Announcement by KEPCO and Other Energy Guzzling
Enterprises
- Market Basis Building to Support Creative Business Model in Private Sector.
11
Strategy 3.
Strengthening Manufacturing Innovation
Infrastructure
Challenge 5. Supplying Customized Manpower and Location
Sectoral Professional Manpower Training & Supply

Including Female Resource Utilization
- Customized Manpower Training through Universities specialized in Each Sectors and
Industrial Convergence
- Industrial Manpower Training System Reform
- Female R&D Manpowers Career Break Prevention
3D Printing Manufacturing
- 25 Outdated Industrial Complex Renovation
- Business-Academia Convergence Complex Establishment
13
Challenge 6. Creating the North-eastern R&D Hub
North-eastern Asia Technology Cooperation Network

- Promising Industrial Sectors, Climate Change Mitigation & Adaptation, Energy, etc.
- International Joint R&D Program (EUREKA, Eurostar 2, etc.)
- North-eastern Asia R&D Hub Strategy Set-up
Global Enterprises R&D Center Invitation

- Income Tax Break for Foreign Technicians, Office Rent Subsidy, New R&D Program, etc.
- Foreign R&D Center Luring Activities
SMEs Technology Acquirement Channel Diversification

- SMEs On-site Technical Bottleneck Resolve through GRIs, Universities and Technoparks
- Conglomerates Dormant Technology Transfer to SMEs through Technical Bank (2015)
14
Table of Contents

What is a Technopark?
A Technopark helps improve regional and national competitiveness by concentrating

technological capabilities from public, private and academic pillars
Concept and Roles of Korean Technopark
TP* as a Leveraging Tool towards Competitive Enhancement
Definition
Technopark refers to an
industrial and
technological complex
Personal, material and
technological resources
are gathered into a single
place, integrating
businesses / academic
institutions / research
facilities and
governments
Regional
Industry and
Policy
Planning
Fostering
Small-butStrong
Businesses
Nurturing Regional
Industries and
Strengthening National
Competitiveness
Stronger
Cooperation
among
Related
Parties
Key Functions of Technoparks in Korea

* Technopark
Source: Korea Technopark Association
Technopark Main Functions
Technopark is aimed at providing multiple functions such as Biz Start-Up, R&D, R&D
Commercialization, Industrial Production and more
Regional Innovation System based on Technopark
Technopark-Leading Regional Development Concept
Integrated Support
Government
Policy, Information,
Resource, Coordination
Policy
Consultation
Input
Financial
Support
Technoparks Main Functions
Policy Support
Biz Start-Up Support
Industry
Growth
R&D
Regional
Development
+
Education & Training
Academy/Institute
Technopark
Private
Advanced HR supply,
R&D Innovation
Regional Innovation Hub,

Regional Biz Innovation
Commercialization,
New Tech Dev.
Collaborative R&D
Technology Transfer
+
R&D Commercialization
+
Industrial Production
+
Test-Bed
R&D Funding
Technopark,
Innovation hub for Regional Development as well as
Regional Hub for Natioal & Global Innovation
Source: Deloitte Analysis
Technopark is conceptually differentiated between

Business Incubator, Science Park and Research
Park in terms of its integrated functions. (Biz StartUp support, R&D and Commercialization)
Korean Technopark at a Glance
Korea operates 18 technoparks nationwide covering a wide spectrum of industries and

accumulated expertise
Development of Technopark in Korea
History of Technopark Evolution
18 TPs Currently in Operation

05~
Private-led
Development
00~04
97~00
Public-driven
Development
Incubation
Established
ground for
industrial
development
Support via
both
legislation
and financing
Promoted
balanced
development
across region
Support via
financing
mostly
Reinforced
technical
support and
global window*
Stand-alone
TPs with less
public
facilitation
Gyunggi Daejin
Bioenergy, Media,
Fabric, LED, etc.
Gangwon
Bio, Medical Equip.,
Plasma, etc.
Seoul
Manufacturing Equip.,
Convergence, etc.
Chungbuk
Bio, Semiconductor,
Fuel cell, etc.
Songdo
Autoparts, Bio, Nano,
Digital design, etc.
Daegu
Nano, Bio, Mobile, IT
convergence, etc.
Gyunggi
Electronics, Bio,
Autoparts, Robot, etc.
Pohang
Nanoelectronics,
Metal, Energy, etc.
Chungnam
Electronics, Culture,
Autoparts, Bio, etc.
Gyoungbuk
Machinery, IT,
Life science, etc.
Daejeon
IT, Bio,
High-tech parts, etc.
Ulsan
Auto, Chemical,
Shipbuilding, etc.
Jeonbuk
Machinery, Bio,
Culture, Tourism, etc.
Gwangju
LED, Optical,
Autoparts, etc.
Busan
Marine, Video, IT,
High-tech Future, etc.
Jeonnam
New material, Bio,
Shipbuilding, etc.
Jeju
Bio, Beauty, Water,
MICE, etc.
Gyoungnam
Aerospace, Robot, IT
convergence, etc.
* In 2010, Korea Technopark Association was officially invited to Thailand Science Park for launching and co-operating Korea Technology Business Incubator
TP Planning and Operation
TPs cover current major, next generation and soft industries, and experts with higher
academic backgrounds are leading their development
Current State of Korean Technopark
Industry Coverage of Korean TPs
Skillful Manpower
Headcount
TP
Industry
Automobile
Shipbuilding
ICT
Electronics
Fiber
Chemical
Energy
Machinery
Honda
LED Display
IT convergence
Bio
Nano
Robot
New Material
Contents
755
Current
Driving
Force
Industry
541
52.2% of
Total
321
Workforce
99
Next
Gen.
Industry
Soft
Bachelor
Master
Ph.D
Other
1,716
Total
Achievement & Impact of Korean Technopark
Korean TPs have successfully contributed to regional / national economic growth via
expansive support to participating SMEs
CAGR (06~09)
TP Impact to Private Sector

Beneficiary #
Total Revenue
63.3%
68.5%
126,000
30,000
952
2006
61.3%
29
4,142
Outcome
Employee #
Tril. KRW
2009
2006
2009
2006
2009
Infrastructural Aid
Technology
Commercialization
Network Development
Other Supports
Avail. Hours of Equipment
Tech. Transferred
Forums Held
Participant Companies #
44.0%
80.3%
31.7%
52.6%
Pillars
322,300,000
1,303
570
107,900,000
2006
217
402
37
2009
2006
2009
2006
Note: Data after 2009 is not collected and/or published by the responsible entity (Korea Technopark Association)
1,429
2009
2006
2009
Koreas Integrated Experiences in Industrial Complex and Technopark
Furthermore, Korea can be the best role model for Peru by setting an integration of
technopark model and Industrial Complex model
Koreas Integrated Experiences in Industrial Complex and Technopark
Petrochemical, Textile Complex
Parts & Materials Complex
Banwol, Sihwa, Namdong
Ulsan, Guro
1960
1970
1980
1990
Export-Centric Industrialization
By Industrial Complex
Pohang, Changwon, Gumi
Steel, Machinery, Electronics

Complex
Gunsan, Daebul, Asan
Machinery, Logistic Machinery

Complex
1995~
Creative Technology Innovation

By Technopark
Evolution Pathway of Korean Technopark
Koreas Technoparks have gained a reputation as a successful development model by

converging H/W and S/W innovation
Korean Technopark Best Practice for Convergence model between H/W & S/W Innovation
High
Through well-balanced innovation between

H/W & S/W, Koreas Technoparks evolved
with great performance and achievement
Key Project 1:
Promoted effective utilization of regional

infrastructure
Reinforcement
for regional
Hub function
Trained technopark human resource for

capability reinforcement
Level of Innovation
Phase 2:
S/W focused
Innovation
Build regional innovation resource analysis

database
Linked to regional innovation support

organizations
Best Practice for Convergence model

between H/W & S/W Innovation
Trained well educated technical personnel
Key Project 2:
Low
Phase 1:
H/W focused
Innovation
Low
High
Level of Convergence
Tech-based
company
incubating
Supported new technology based venture

companies including post business incubating
Operated technical management support
association
Established integrated platform for technical
management support association
Promoted tech-invest market
Korea-Vietnam Incubator Park
47
Korea Uzbekistan Textile Technology Park

1. Policy Support
Textile Industry Policy Consultation
Textile Business Incubating Policy Consultation
2. Technology Support
Technology Transfer
Technical Services to Firms
Pilot Production
3. Human Resource Training

Field Engineering Training
Job Seekers Training
4. Cooperation Networking
Biz to Biz Cooperation
Technical Cooperation
1.
The key of strategy and policy planning targeting of industry, product and technology
Industry
Industry
value chain
Enterprise
Plan
Do
See
Advanced Intelligence Tool

Industry
technology
monitoring
Technology
Technology
Roadmap
50
R&D Planning Scope, Position, Difference

R&D
Planning
-
Technology forecast /
potential technology
exploration
Forecast of future
society/market
Industry value chain
Patent, paper analysis
Portfolio analysis
Resource analysis
Technology acquisition
strategy
Budget allocation
Technology roadmap
R&D planning in private sector

R&D planning in public sector
Plan
Program planning
Project planning
R&D Project
Management
Technology
development strategy
Technology
development
management
Team leadership
Human resource
management
Information collection
management
Intellectual property (IP)
management
Same in private and

public
Commercializ
ation
-
Business model
Entrepreneurship
Technology
acquisition/integration
Technology evaluation
Technology finance
Production
management
Technology marketing
management
Industry-academicresearch cooperation
M&A, foundation, care
Business model
including service
innovation, reflecting
recent trend of
servitization
51
2. Fundamental Question - Why do we need R&D planning?

Improve R&D investment productivity
Tuning the objective and the strategy

Moving Target
Patriot Missile
Customized
research
Expert based
Researcher/patent agenttechnology licensing expert/

PM expertR&D planning expert
Information based
Strategy information monitoring

Information analysis-DB system
Picture: Dr.
, Division of R&D Policy, Korea Institute of Bioscience and Biotechnology(KRIBB)
Tool based
P analysis tools
52
World R&D Investment (current PPP)
$ 1 trillion
Million USD
400% increase over the past 30 years
Reference: OECD Statistic
World R&D (Nation base-PPP)
Million USD
Multi-polarization
5 R&D
powerhouses
USA
Japan
China
Germany
Korea
Reference: OECD Statistic
A company should choose technology to challenge, and clearly set the application area
Company should investigate and summarize a wide range of target
technologies to be innovated
More than 7,300 future technologies were announced in the last 5
years KISTI (2012.12), White paper on future technologies 2013
- Introducing 500 future technologies
55
Improving R&D investment productivity
the concern of the manager
The probability of success is only 4.5%

The probability of innovation succeeding is lower than
winning a slot-machine game
Success
Fail
Reference
Source: Dr. Jae-ho, Hyun, Technovation Partners, Dec. 011

56
The difficulty of planning

1 out of 3,000 ideas become commercially
successful
Pharmaceutical companies normally

begins with 6,000-,000 ideas
(unwritten)
Patents become crown jewels

with a success possibility less than
1%
300 Ideas Submitted

125 Small Projects
Significant Developments
4 Major Developments
Same process in every
1.7 Launches
company in the world

Competition between
developed technologies
Reference
57
Reference 2 The importance of R&BD planning
problem of Japan
World s 2nd science and technology power, but continuous decrease in industrial power for last 10 years
- Low rank in contribution rate of TFP (Total Factor Productivity) among major countries
- Decrease of private enterprises R&D profit rate
- The power of basic science technology is not effectively transferred to new product and market
development
The competitiveness of science and technology is not related to industry, leading to a failure
The fall of Japanese companies in the rapid growth stage of the market
- Dominant status of Japanese companies in the initial stage of product development falls
in the global mass distribution stage
Share
DVD
player
Liquid crystal
panel
DRAM
Memory
Japan s
manufacturing
industry has
inherent structural
problem
Car
navigation
Solar
power
panel
- Excellent technology creates the market

(limitation of technology-driven strategy)
- Insufficient response to the change of
product architecture
(more industry-specific strategies are needed)
Year
58
1.
1. Items included in general planning (simplified key points)

Planning Horizon
Planning Environments
Vision
Goals / Objectives
Strategy
Tactics
Required Resources
Budget
Range of time that is subject to planning
Internal and external circumstances (background, atmosphere)
Establishment of future direction
Specific performance that should be achieved
Long-term means to achieve desired result
Means in current and next year

Necessary facilities, equipment, personnel, etc. for strategies
and tactics
Resource costs
60
2. General new product development process and its problems

Question Which is the difficult part? Why?
Idea review
Market analysis
Not watching
customers
carefully
Not
suggestin
g good
ideas
Evaluation,
decision
Determining
improperly
Planning
Research,
development
Having
weak
developmen
t capability
Prototype, test
Mass
production
Easily modifying
customer
evaluation
Development
Failure
61
3. In R&D planning, filtering through investigation, analysis and evaluation is critical

Only One Technology
Number One Business
check
Technology
seeds
marketing
Source: International Patent Licensing Seminar 00
(SHARP, Kenji Ohta)
62
4. TRM (Technology Roadmap) process

Step1 External macro environment analysis
Business
Step2 Industry and competition analysis

Step3 Vision development and future image
suggestion
Step4 Business strategy (product, system, strategy

determination)
Step5 Technology portfolio analysis and target objective

Technology
specification
Step6 Technology strategy(technology acquisition or

standardization) determination
Step7 Roadmap development
Usual
case
5. Procedures and techniques of R&D planning, roadmap planning
Future research
Procedure
of R&D
Mega trend analysis
planning
and
roadmap
planning
Industry/Competition analysis (Toolkits)

Technology analysis (Toolkits)
Portfolio Selection analysis
64
6. Visualization of R&D planning process

Process funnel
Macro
environment
analysis
Global
industry
and
competition
analysis
Target vision
derivation
Top Brand
derivation
Tech Tree
design
Capability,
strategy
analysis
Target
product
derivation
Concept Shaping
Future Study
Portfolio analysis
Patent analysis
Target
technology
derivation
Technology
acquisition
strategy
R&D Planning New Business and New Technology Exec. Process (Case of S company)
Business
opportunity
navigation
Business domain
derivation/Entity
determination
6 months
Month 1
Month 6
Macro environment
analysis (every 3 years)
Strategic
themes
derivation
Technology domain/task selection
Commercializ
ation projects
6 months
New business/
promoting
subject
determination
Business
strategy
establishment
Launch
deliberation
Management/e
valuation
3 months
Month 12
Strategy
execution type
Month 15
Technology
acquisition
subject
determination
Necessary
technology
acquisition
strategy
GTO
(Global Tech Outlook)
Business task
performance
Project
planning
Task
performance
Launch
deliberation
Strategy lead
type
Pioneer Research
Opportunity Research
Creative Individual Research
Transfer
Transfer
Complete
evaluation/
transfer
evaluation
66
7. Three Critical Factors to Successful R&D Planning
Concept/Vision
Shaping
Information
Portfolio
selection
67
Addition Important factors in R&D planning
3P analysis
Which is included in planning toolkit, but to emphasize in

terms of information input for analysis,
3P (Paper, Patent, Product) analysis
Paper and patent analyses are now generalized as

quantitative and objective methods
Product analysis is still difficult, because it requires
comprehensive and qualitative analysis on market,
environment, competition and company (selection of
target product/technology)
68
. Core competencies of planning in developed countries MBTI Analysis

Market
Business
Technology - Intelligence Analysis
Intelligence platform that pursues strategic business

opportunities and supports R&BD planning for increasing
success rate of commercialization
- Avoiding sporadic promotion
- Integrated platform
- Competitive Intelligence
Making information collection & analyzing system, process,
and method intelligent
- Intelligent decision making
Korea reached the level of developed countries in terms of R&D investment and
technology level. However, there are difficulties resulting from waste of R&D funding in
the early stage of the planning.
69
1.
Table of Contents
I. 13 Industrial Engine Project

II. Green Strategy Roadmap (09)
72
73
74
75
76
Table of Contents
I. 13 Industrial Engine Project

II. Green Strategy Roadmap (09))
Background
World Class Green & Advanced Country
Action Strategy utilizing Green Tech. as New Growth Engine

Green Sector Market & Industry Trend, Technology Acquirement,
Strategic Product & Service, Industrialization Strategy, Policy Advisory
27 Focused Technologies
Green Technology Development, Green Market Preoccupation,

Green Industry Vitalization Infrastructure
27 Focused Technology (Jan. 2009)

27 Focused
Technology
Focused
Area
75
Candidates
Green Technology Data

Experts Advisory
3 Contributive Factors
- Economic Growth
- Environmental Sustainability
- Strategic Importance
Strategic Importance Adjustment

Technology Capacity,
Investment Order of Priority
Energy
sources
Energy
Efficiency
Industry & Space

Greening
Environmental Protection,,
Resource Circulation
Non-siliconized,
Solar Battery,
Improved Lightwater Reactor
Lighting LED,
Green IT,
Secondary Cell
Battery
Low-polluting
vehicle, Ecology
Space
Substitute Water
Resource, Climate
Predict, CCS
27 Key Technologies
Nonpolluting
Economic
Activities
Virtual Reality
Green Technology for Low Carbon Green Growth
Challenges
Energy
Fossil Fuel Exhaustion, Mass Energy Import
Solution
Energy Self-reliance
(Solar Battery, Atomic Energy, Lighting LED,
Smart Grid, etc.)
Energy Consumption Increase Rate per Person : 5.8%
Climate Change and Adaptation

Korea s Average Temperature Increased by 1.5
(Whole World : 0.74 )
15~40% Lives extinct when Earth s Average
Temperature rises by 2
Low Carbon Green Industry

Carbon Cap-and-Trade,
Growing Green Industry (300 bil. KRW by 2020)
Developed Nation s Green Technology Race
Environment Protection
(Climate Predict, CCS, Water Management,
Toxic Material Management)
Low Carbon Industrial Structure

(Smart Logistics, Ecology Space, Virtual Reality)
4 / 27
Green Technology Development / Industrialization Roadmap

Directions by Technology
Original Technology Development
Limit breakthrough Technology (Non-silicon Solar Battery, Hydrogen Production/Storage)
Technology to Demonstrate and Supply

Technology Demonstration Complex & Commercialization (Fuel Cell, Smart Grid)
Technology as Short-term Growth Engine

Green Export Industry through Localization & Price Edge (Secondary Battery, LED)
Technology for Industrial Infrastructure Building

Hardware Infrastructure Building (Hydrogen Storage, Smart Grid)
Competitive Energy Source securing (Biomass, Uranium)
Technology for International Cooperation

International Joint R&D (Atomic Fusion , Climate Predict, Low Energy Intensive Building)
International Standard Leading (Green IT, Smart Transport, Smart Gird, Hydrogen Storage)
Green Technology Development / Industrialization Roadmap

2008
2009
2010
2011
2012
2013 ~ 2020
Improved light-water
Reactor
Commercialization
Bio Transport Fuel

High-efficiency Fuel
Cell
Demonstration
& Supply
Silicon Solar
Battery
Commercialization
2021 ~ 2030
APR+(1500 Mwe)
Base Technology
Fuel Commercial
Production
(450,000~1,800,000 TOE)
Home system
(1 kW)
Atomic Fusion
Demonstrator Set-up
(>1 GW )
Crystalline Silicon,
Silicon Film
Solar Battery Module
Base Technology /
International Cooperation
Energy
Source
Technology
KSTAR, ITER Equipment Production & Operation Technology
Non-silicon Solar Battery

Eco-friendly Plant Growth
Stimulation
CIGS, Dye-sensitized &

Organic Solar Battery
Module
(18,15,10% Efficiency
Respectively)
Base Technology
Original Technology
/ Platform Set-up
6wt% Hydrogen Storage
Eco-friendly Fast Reactor Nuclear Fuel Cycle System
Base
Technology
Customized Bio Seed

Hydrogen Storage Technology
(Gas: 9wt%, Liquid: 17wt%)
Base Technology
Fast Reactor Demonstrator

(300MWe, 100tHM/y)
11 / 27
1.
Procedures and techniques of R&D planning, roadmap planning
Future study
Procedure
of R&D
Mega trend analysis
planning
and
Industry/Competition analysis (Toolkits)
roadmap
planning
Technology analysis (Toolkits)

Portfolio Selection analysis
86
Visualization of R&D planning process

Process funnel
Macro
environment
analysis
Global
industry
and
competition
analysis
Target vision
derivation
Top Brand
derivation
Tech Tree
design
Target
product
derivation
Capability,
strategy
analysis
Concept Shaping
Future Study
Portfolio analysis
Patent analysis
Target
technology
derivation
Technology
acquisition
strategy
1. Various methods of future research

Collection of Futures
research methodologies
all over the world
Introducing 3
methodologies
Explaining each
methodologies in 30-40
pages
Published in 2011
www.millennium-project.org
2. Long term innovation wave perspective

Kondratieff cycles long waves of prosperity
Note : 1. Asia is not included.
. The environment of innovation has changed
3. Techno-Economic Paradigm Shifts

Bubble prosperities Collapse & recessions Golden ages
INSTALLATION PERIOD
GREAT
SURGE
Year
country
1st
11
Britain
2nd
1
Britain
15
rd
3 Britain / USA
Germany
Bubble prosperity
TURNING
POINT
Collapse & Recessions
Canal mania
Railway mania
173 7
14 50
Infrastructure bubbles
of first globalisation 10 5
(Argentina, Australia, USA)
4th
10
USA
The roaring twenties
5th
11
USA
Internet mania
and financial casino
Europe
12 33
USA
12 43
2000 &
2007/
-????
DEPLOYMENT PERIOD
Golden Age prosperity
Maturity
The Great
British leap
The Victorian Boom
Belle poque (Europe)

Progressive Era (USA)
Post-war
Golden age
Global Sustainable
Golden Age ?
Source : Carlota Perez(2002), Technological Revolutions and Financial Capital The Dynamics of Bubbles and Golden Ages
Understanding the essence of future innovation by comprehending the big flow of the world
The resource productivity should be increased more than four times to respond to population growth
Innovation in ecosystem is
needed
Source : Carlota Perez(2002), Technological Revolutions and Financial Capital The Dynamics of Bubbles and Golden Ages
12/14/2014
91
4. Future forecasting with collective intelligence Long-term
Co-work of 3,000 future researchers as

millennium project
Original paper 10,000pages,
2012 State of the Future (2011)

www.millennium-project.org
File download 40$
Extracted Korean version, 2012.12
(Korean representative, UN Future
Forum)
5. Scenario Planning
Developed by RAND corporation in 10s. Originating from famous future
researcher/military strategist Herman Kahn s future-now thinking
technique.
- RAND(Research and Development): Institute established by US military after WWII.
- Both scenarios and Delphi are from Defense area
- Nonprofit corporation
- Studying on 1,000 topics per year
SRI(Stanford Research Institute): introducing Long-Range Planning around the same time
- Creating scenarios with various methods
- Naming selected desirable future as official future
In the early 10s, world top-level Fortune 100 companies adopted scenario planning after
oil shock but it was confused with storytelling and could not give the answer for the
future short lived
After mid 10s, Porter (15) suggested Five Forces theory in planning Consulting
firms developed specific methods for scenarios
Reference: T. J. Chermack(011), Scenario Planning in Organizations How to Create, Use, and Assess Scenarios
93
Scenario Planning vs Single Point Forecast
Single point
forecast
Today
Range of
uncertainties
Trends
time
Center for Technology Management, Cambridge Univ.

94
Scenario Planning Steps

1. What problem are you trying to solve?
2. Gather information
Advanced work
3. Identify driving forces

4. Identify critical uncertainties
5. Create scenarios
6. Compose the stories
7. Scenario application
. Identify key indicators
Deriving driving
forces
Cross-analyzing
driving forces
Scenario planning
. Monitor key indicators

10. Update scenarios and strategies
There are many versions of this process:

Royal Dutch/Shell and Global Business Network,
The Futures Group
Being similar, but each has different emphasis
point and sequence technique
Source: Mark Polczynski(2009)
95
Progress of Scenario Planning as a System
not just storytelling

Scenario planning is composed of 2
types one including only Env.
Scanning (forecast) level, and one
including Planning (plan) level
Scenarios are composed of

Global/macro scenarios and local
scenarios
source: Chermack(011)
96
Scenario case- mid-term

Forecasting and diagnosing the world s future for 10-15 years,

explaining the reason and level of a big phenomenon
Representative case Global Trends 20XX

National Intelligence Council (NIC)
2020
2025
2030
announced in 2004
announced in 200
announced in 2012
Provided to policy makers in US administration and Congress

(Preparing beforehand and reporting to the US president when taking
office)
5 versions have been announced from 1
97
NIC, Global Trends 2025
A Transformed World
Chapter 1 The Globalizing Economy

Back to the Future
Growing Middle Class
State Capitalism
Bumpy Ride in Correcting Current Global Imbalances
Multiple Financial Nodes
Diverging Development Models, but for How Long?
pp.
Q. Why do they show this

information and
emphasize it?
Chapter 2 The Demographics of Discord

Populations Growing, Declining, and Diversifying-at the Same Time
The Pensioner Boom Challenges of Aging Populations
Persistent Youth Bulges
Changing Places Migration, Urbanization, and Ethnic Shifts
Demographic Portraits Russia, China, India and Iran
Chapter 3 The New Players

Rising Heavyweights China and India
Other Key Players
Up-and-Coming Powers
Global Scenario I A World Without the West
Chapter 4 Scarcity in the Midst of Plenty?

The Dawning of a Post-Petroleum Age?
The Geopolitics of Energy
Addition: Technology
Breakthroughs by 05
98
A Transformed World
Water, Food, and Climate Change
Global Scenario II October Surprise
Chapter 5 Growing Potential for Conflict

A Shrinking Arc of Instability by 2025 ?
Growing Risk of a Nuclear Arms Race in the Middle East
New Conflicts Over Resources ?
Terrorism Good and Bad News
Afghanistan, Pakistan, and Iraq Local Trajectories and Outside interests
Global Scenario III BRICs Bust-Up
Chapter 6 Will the International System Be Up to the Challenges ?

Multipolarity without Multilateralism
How Many International Systems ?
A World of Networks
Global Scenario IV Politics is Not Always Local
Chapter 7 Power-Sharing in a Multipolar World

Demand for US Leadership Likely to Remain Strong, Capacities will Shrink
New Relationship and Recalibrated Old Partnerships
Less Financial Margin of Error
More Limited Military Superiority
Surprises and Unintended Consequences
Leadership Will Be Key
99

Alternative Worlds
Megatrends
Game-Changers
Potential Worlds
100
6. Technology Foresight
Future study method more specialized in science

technology
More in-depth method than Delphi (Science

technology forecast)
- Technology Forecast
Technology Foresight
The British Government had been

continuously conducting future research from
14
http//www.bis.gov.uk/foresight
Future study is a
duty of the
government in
Europe and
America
Many experts study, present and debate on the common

topics
- Future issues, future image, impact of future, future design
and etc.
a lot of accumulated presentation materials (in public)
- long term view(20-0 years from now)
Technology Foresight process and toolkits
A lot of detailed toolkits exist

more at http//hsctoolkit.bis.gov.uk/The-tools.html
102
First Round of Foresight (14 - 1)
Second Round of Foresight (1 - 2002)

Current Phase of Foresight (2002 - )
- 14 projects completed until now
. Migration and Global Environmental Change (2011)
. International Dimensions of Climate Change (2011)
. Global Food and Farming Futures (2011)
. Land Use Futures (2010)
. Mental Capital and Wellbeing (200)
. Powering Our Lives Sustainable Energy (200)
Management and the Built Environment (200)
. Tackling Obesity Future Choices (2007)
. Detection and Identification of Infectious Diseases (2006)
. Intelligent Infrastructure Systems (2006)
. Brain Science, Addiction and Drugs (2005)
. Cyber Trust and Crime Prevention (2004)
. Exploiting the Electromagnetic Spectrum (2004)
. Flood and Coastal Defense (2004)
. Cognitive Systems(2003)
Current Projects
. Reducing the Risks of Future Disasters

. The Future of Manufacturing
. The Future of Computer Trading in Financial Markets
Potential Themes for New Foresight Projects

.
.
.
.
.
.
.
.
.
.
.
Ageing society
Environments for health
Exploiting the quanta
Intelligent buildings
Learning for life
Open-source creativity
Personal environmental impacts
Resilience managing future shocks
Resource depletion
Sustainable energy management
Water management
1.
What is Mega Trend?

Trend : A general direction in which something tends to move
Making Changes or Develop Something
-. Micro Trends : small changes in the short term. Sympathetic consumers
-. Fad: Most relatively short-lasting changes within one year, fashion
-. Trend : Movement which lasts from 1 to 5 years..
-. Megatrends: trend lasts more than 10 years, a huge change.
Futurist John Naisbitt

Megatrends (1982) :
Post-industrial society, global
economy, decentralization, networked organizations in modern society etc.
From Macro to Micro How To Take Mega Trends from Information to Analysing New Opportunities
Mega Trend Analysis Process
Review of Mega Trend Research

Global
Consulting Firm
Foreign Organization
Deloitte
AT Kearney
Roland Berger
Ernst & Young
Mckinsey & Company

Boston Consulting Group
Investment Bank
/ Infomediaries
Research
Institute
KISTI (Korea)
KISTEP (Korea)
KIET (Korea)
Global
Company
DuPont
BASF
Alcatel-Lucent
10
UN
NIC(U.S.)
IMEMO(Russia)
METI(Japan)
NISTEP(Japna)
CSIRO(Austrailia)
Credit Suisse
Morgan Stanley
ROBECO
Economist
Economist Intelligence
Unit
Frost & Sullivan
PEST
Framework
PESTLE Framework
Political
Economic
Social
Technological
Legal
Economic
Leveling
/Regrouping
Considering Characteristics
of Organizations
Mega Trend Derivation
Level & Units of Trend
Analysis Framework
Identifying Influence on
Industries & Regrouping by
Technology Identification
Purpose
Regrouping by Technology
Development Driving
Factors
Strategic vision establishment process of German company Siemens

Magazine
Pictures of the Future by Siemens
- Biannual magazine published from Fall 001

- Introducing major technology trends + research in Siemens
- Future prospects 10-0 years from now
- ,000 researchers + more than 1,000 partners every year
http://www.siemens.com/innovation/en/publications/index.htm
The greatest among public future research

- Famous for its strategic vision establishment
- Explaining future prospects in scenario text
- Providing superior images about the vision
Book Trends and Scenarios(Trends und Szenarien als Werkzeuge zur Strategieentwicklung)
by Ulf Pillkahn
109
Strategic vision establishment process of Siemens

Scenarios of each
business area/business
department
Strategic
vision
Combining extrapolation
and retropolation
Business
plan
Extrapolation
(roadmap based)
Strategy
Customer
Current
business
Competition
-product
-technology
-Consumer
demand
Retropolation
(scenario based)
-New product
-technology
-New customer
demand
Resource
Energy
Power Generation/Transmission
Power Distribution/
Compression, Expansion &
Ventilation/
Mechanical Drives/Services
Industry
Automation/
Building Technologies/
Drive Technology/
Lighting (OSRAM)/Mobility
Scenario
(future
image)
Mid-term
Population
change
Technology
development
Economics
Climate
change
Healthcare Infra
Healthcare IT
Medical Imaging
Therapy System
Short-term
Society
Environment
Health/med
ical
Capability
Current
Important
component/driving
force/mega trend
Policy
Long-term
* Specific year differs according to the characteristics of business area

http://www.siemens.com/innovation/pool/en/strategie/method/0_0_methode_index_fo__lg_11.jpg
PoF, Fall 2012
Germany
in
2050
Energy
system
111
Future research of IBM
Tools to predict technology and business trends
Global Technology Outlook

Provided in text format
providing several issues
short but
Global Innovation Outlook

Provided in video format
- IBM TV
http//www.ibm.com/ibm/gio/us/en/index.html
112
Global Technology Outlook (IBM)

Petascale Analytics Appliance and Ecosystem
2011 Outlook
(11 pp.)
Natural Resources Transformation & Management

Internet of Things
Frontiers of IT
- A paradigm shift from calculators to learning systems
Managing Uncertain Data at Scale
2012 Outlook
(15 pp.)
Systems of People
Outcome-based Business
Resilient Business and Services
The Future of Analytics
The Future Watson
113
IBM - a Smarter Planet

Suggesting the future of Smart Sensors
5 in 5 (5 predictions that will change our lives in 5 years)
Touch You will be able to touch through your phone
Sight A pixel will be worth a thousand words
Hearing Computers will hear what matters
Taste Digital taste buds will help you eat smarter
Smell Computers will have a sense of smell
Reference: Korea Electronics Technology Institute
http://www.ibm.com/smarterplanet/us/en/ibm_predictions_for_future/ideas/index.html
114
10. Technology Review of MIT

MIT has been introducing near-future technologies and
topic technologies through its Technology Review
Magazine from 2001.
Selecting 10 Emerging Technologies
Selecting technologies being studied worldwide, and
expected to have high socioeconomic effect after 5 years
Selection method conference at MIT (history of 150 years
+ close and frequent cooperation of business and academy)
Free email service but need to pay for special report
http://www.technologyreview.com/
MITs 10 Emerging Technologies (2012)
116
Trend of MIT s 10 Emerging Technologies (2004 2012)

Increasing trend of convergence technology
MITs
10
Emergi
ng
Techno
logies
04
06
08
10
12
Power Grid Control
Diffusion Tensor
Imaging
Surprise Modeling
Cloud Programming
3D Transistors
Microfluidic
Optical Fibers
Cognitive Radio
Probabilistic Chips
Social TV
Facebooks Timeline
IT
BT
NT
Conv.*
Distributed Storage
Pervasive Wireless
Reality Mining
Real Time Search
Faster Fourier
Transform
Universal Translation
Universal
Authentication
Offline Web
Applications
Dual Action Antibodies
Egg Stem Cell
Bayesian Machine
Learning
Stretchable Silicon
Atomic
Magnetometers
Engineered Stem Cell
Crowd Funding
RNA Therapy
Nuclear Reprograming
Cellulolytic
Enzymes
Mobile 3D
Nanopore
Sequencing
Personal Genomics
Epigenetics
Connectomics
Implantable Electronics
Ultra-efficient
Solar
Nanowires
Comparative
Interactomics
Wireless Power
Green Concrete
Lightfield Photography
T-Rays
Nanomedicine
Graphene Transistor
Solar Fuel
Solar Microgrids
Synthetic Biology
Nano-Bio
Mechanics
Nanoradio
Light-trapping
Photovoltaics
High-Speed Materials
Discovery
Others
117
11. Forecasting research in many countries

Forecasting in
dimensions(perspectives)
Media Business Drivers in 2020
Social values
User & Audience Behaviour
Social Media
User & Audience Interfaces
Media Content
Gaming
Media Companies & Their
Features
Media Technology
Professional Journalism

Source : Media Scenarios 00 Version Tivit

Next Media Programme, Giesecke et al. 010
Secondary source : Media Vision 00, 011
118
12. Utilizing studies in international organizations

Energy Technology Perspectives
IEA(International Energy
Agency)
Reports of
international public
organizations are
important sources
for future research
119
13.
Utilizing materials from foreign governments

METI, Japan, new industry, new market for the future (2012/03/02)
Building an
Energy
management
System
120
15. Korea begins future outlook on technology 10 potential technologies after 10 years
Cancer Bio Marker Analysis
Automatic Voice Interpretation
Bio Plactic
4G+
Superconducting Power
Transmission
Digital Holography
Super Flu Vaccine
Natural Agrichemical
Investigation by 41 experts,
KISTEP, March 01.
Samsung SDS, ICT Mega trend, every year
Spin Transistor
Microbe Fuel Cell
KISTI, 10 Potential technologies in the future (01)

121
Wrap up
For enhancing R&D planning, the research area should be

expanded to future research
- the research should be further and deeper (Lee Gunhee,
2013.04.05)
Much effort should be taken to upgrade information sourcing

- Intelligence is required for new product planning
In R&D planning, need to a lot is especially important

- Evaluation can be conducted by anyone, anywhere, anytime.
- Planning ability becomes the criteria dividing advanced and
less advanced organizations
122
Especially, at this point heading for Golden Age Innovation Period,

R&D investment and
increases
the number of researchers
continuously
Knowledge should be gathered for Cross Impact Analysis

which cross-impacts technology and economy, industry and
society
- Technology Intelligence
- Future foresight on industry, economy, society, human and
environment
- Data Intelligence
- Should watch the potential, not focusing only on current
business values and economic analysis
123
1.
Major mega trends

Framework(STEEP)
Social
Technological
Economic
Environmental
Political
125
Mega Trends
Contents
S1 : Demographic Change
Pop. grwth, Generation Y, middle class, women etc.
S : Aging Society
The elderly, young , socialization/developing countries, Health Consciousness
S : Urbanization
Mega Cities, Mega Regions, Mega Corridors
S4 : New Consumer
Digital Consumer, Pro-sumer
T1 : Digitization
IT/digital tech inc electronic control,. Digital D printing
T : ICT Convergence / Smart
Cyber Security, Cloud, Big Data, Smart Grid/Factory, Smart materials
T : Bio based technology
Biosimilars, biomass, bio-chemical, etc.
T4 : Energy Efficiency
Renewable Energy, Energy Storage
T5 : Robo Slaves
Manufacturing, Military, Security, Transportation
E1 : More Globalizing
Global trade, FDI, New Trade Zone, Global Operation
E : BRICs and Beyond
BRICs, Next Eleven rise and new markets
E : Knowledge based Competition
Advanced manpower augmentation, advanced manpower competition
E4 : Peak Oil
Rising prices, fossil fuel reduction
E5 : Other Commodity Challenge
Water resources, and food shortages and rising prices of grains
En1 : Warming Earth
Continued global warming greenhouse gas increases
En : Ecosystem at Risk
Sea rise, ice shelf reduction
En : Natural Disaster
Sudden increase in the threat of natural disasters
P1 : Resource Nationalism
Resource Cartel, Resource Nationalism
P : Global Power Map Change
Power of developing countries, lasting conflicts, terrorist threats intensified
P : Global Regulation
Expand joint response to a variety of tasks such as human rights issues /

child hunger, especially environmental issues
Each Sub-Trend was derived from each sectors of STEEP Framework.

A Sub-Trend and Framework are not independent but interactive to bring out changes.
S : Aging Society
Ageing Population and Health Issue
Various Demographic Issues
S: Urbanization
Growing Needs for Mega Buildings
T5 : Robot Slaves
Growing Needs for Robots
S4 : New Consumer
Growing Needs for Energy, Water, Food,
Basic Material
E4 : Peak Oil
New Generation Consumer familiar

with IT Tech. & Environment
Development
of Efficient
Energy Use
Weaponization of
Natural Resources
Growing Importance of Knowledge

Globalization of Human Resource
T : ICT Convergence/smart
Digitalization of
Manufacturing Sector
T1 : Digitization
New Energy Tech.

Development
Globalization through Manufacturing

Digitalization
Weaponization of Natural Resources
Global Operation &

Controllability through IT Tech.
Developing Nation s International Status

Improvement in Globalization
T :Bio Technology
En1 : Warming Earth

126
Hardening Global Regulation on

Environmental Issues
Eco-friendly Energy Source Development
Eco-friendly & Ecoecology Medicine

Development
Mega Trend direct, indirect and linkage to industries by degree

Mega Trends
Framework(STEEP)
Social
S : Aging Society
S : Urbanization
T1 : Digitization
textiles
T : Bio based technology

T5 : Robo Slaves
E4 : Peak Oil
En1 : Warming Earth
Environmental
Political
shipbuilding
plant/engineering
Economic
automotive
S4 : New Consumer
T : ICT Convergence / Smart
Technological
15 Industries*

Production system
Production
Metal / materials
Chemical process
robotics
bio
Medical device
RFID/USN
Knowledge service
Nano convergence
IT convergence
* Compared with other industries, IT convergence industries and nano fusion industries are industrial zones that could affect technology Trend.
127
CO2
Type
,
Trend
Mega Trend s Influence on an Industry (Example)

EN
Environment
Pollution
Industries
Influenced by
Mega Trend
EN
Ecosystem at
Risk
Le/Re
Global
Environment
Regulation
EN
Peak Oil
Insufficient Oil Supply

Oil Price Increase
Chemical
Processing
Automotive
Vehicle CO
Emission Cut
Electronic
Vehicle
CO Emission
Free Vehicle
Existing
Internalcombustion
Emission Cut
Fuel Efficiency
Improvement
Hybrid
Engine
Exterior Material
Change
Carbon
Fiber
High-toughness
Steel Sheet
Weight
Reduction
Nonferrous
Metals
Substitute
Engine Block
Material Change
Steel
Casting
Aluminum
Casting
128
Industries
Indirectly
Influenced by
Mega Trend
Metal Material
Industry
Wellness
1.
What is Technology Roadmap?

1
What is Technology Strategy?
of
Uncertainty
Knowledge gaps
Complexity
3. Historical background change of relationship between strategy and R&D planning

2nd generation R&D
1st generation R&D

(From the late 1C to 150~60s)
-Research center managed by scientists

-Breakthrough oriented research(R&D for
study)
- Success case Du Pont research center
(inventing nylon)
(~170s)
- Expanding project management methods

(R&D for management)
- Focusing more on meeting business needs
(Aiming at business efficiencies)
4th generation R&D
(after10~)
3rd generation R&D

(10s~early 10s)
- Enterprise integrating technology

management through strategy planning
and technology roadmap(R&D for strategy)
- Applying the concept of portfolio
(balancing high and low risk projects)
-Developing by mutually connecting customer

needs and technological capability (R&D for
value creation)
-Aiming at innovation through development of
architecture and capability
-Expanding the role of R&D (leader of
discontinuous innovation)
Reference: Fourth Generation R&D , William L. Miller and Langdon Morris, 1

Third Generation R&D: Managing the Link to Corporate Strategy , Roussel P, Saad K, Erickson T., Arthur D. Little, Inc. 11, Harvard
Business School Press
133
History of Technology Roadmap (History of roadmap in business)

Philips
Motorola
Introducing roadmap concept to academia in 1987
(but already made in 1982)
Introducing On-Line TRM named Vision Synergy, in
the early 2000s
Paper based TRM Digitalization TRM
Evolution to On-line Creation TRM
Albright Group
Suggesting various methodologies regarding TRM in
business perspective
Reporting the effect of TRM which connects technology
planning and business strategy in the late 1990s
Suggesting various concepts of TRM with Motorola
case
- Global platform based product roadmap
- Source science/technology roadmap
- Convergence technology roadmap
Suggesting TRM which shares product and technology

strategy in 1997
Suggesting TRM which encompasses both business and
technology domain by integrating product and
technology (Following Timeline)
Samsung Advanced Institute of Technology
Constructing technology roadmap with advisory of

SRI(Stanford Research Institute) after learning the
concept of TRM for the first time in Korea, 1999
Learning detailed TRM construction methodology
after 2000. Technology planning by linking TRM with
Technology Tree
134
Diffusion of Technology Roadmap

TRM development in Government(US, Canada, Germany, Japan and Korea)
and international agencies
Examples of Roadmap Guidance notes
US Department of Energy guide to applying science and technology

roadmapping in environmental management (Draft), DoE-EM50, July 2000
Australian guide to developing technology roadmaps - technology planning

for business competitiveness, August 2001
Industry Canada - Technology roadmapping - a strategy for success,

including a guide for government employees
Intermediate level organizations also provide roadmap guidance notes

European Industrial Research Management Association
www.eirma.org Working Group Report
135
The first roadmap Motorola Roadmap Matrix (12) - Car Radio

Source: Willyard & McClees(1987), Motorolas technology roadmap process, Research Management, Vol.30, Issue 5, pp.13-19
Year
Tuning
Selectivity
12
13
Push button
Display
15
16
10
5u CMOS
11
Data
Maps
3u CMOS
1u CMOS
Liquid crystal
Designing
human dream
Fluorescence
Single wire
Digital modulation
PRODUCTS
Voice actuated
Paging
LEDs
Vehicular LAN
SAWs
Stereo
Linear
17
Ceramic resonators
Subcarrier function
IC technology
14
Glass fibre
500 kHz bandwidth
RECEIVER 1
RECEIVER 2
RECEIVER 3
Stereo
Plus
Plus
Scan
Personal
paging
Seek
NEXT GENERATION
FUTURE GENERATION
Plus
A NEW SERVICE
Stock market
Road information
Remote
amplifiers
Remote controls
Super Hi Fi
Local maps
136
Evolution of Roadmapping at Motorola (on-line roadmapping system)

Motorola s software
Vision Strategist
0.1 million projects
Richey, J. and Grinnel, M.(004), Evolution of Roadmapping at Motorola, Research Technology Management, 47(), -41.
137
2. Difference between general project planning and Technology Roadmap

Lecture
Market-Driven (vs. Technology-Driven)
Portfolio Analysis
Selection
Action Plan Deployment toward a Goal
138
Meaning of market-driven
Focus moving from R&D planning
to R&BD planning
Planning more focused on technology

technology
market
market circumstance than
non-linear sight for pursuing innovation

less portion of technology analysis, and more portion of industry/market
analysis
ex) Conducting patent analysis, but bigger emphasis on the market
maturity of patent technology
ex) Considering both significance and feasibility
Research which presets the target and further analyzes technology (not
conducted in an exploratory way)
139
Portfolio analysis
meaning of selection
Not planning a single project, but planning multiple, package projects

Planning with process of selections based on relative evaluation
Selection process of the optimum technology among various technologies is
important (with criteria such as technological importance, marketability)
Portfolio selection methodology can be applied in general strategy planning
(not limited to TRM)
Developing portfolio of object(target technology) along time horizon

Not planning on a short term, single project, but planning for the mid-long
term
140
3. Recent trend of Roadmap

Traditional roadmaps
Developing in order of future market product- technology - project
Recent roadmaps
Developing in order of Future insight
project
market
product
technology
Tends to require more advanced and broader future insight

Therefore, tends to more focus on preliminary steps of R&D planning
(Reinforcing marketability and business value in the later part of R&D
planning)
(4th generation R&D, Techno-Economic Paradigm, Open Innovation, Design-driven Innovation, Siemens PoF, Era of
$1 trillion R&D investment, Centurial change in world economic power, the era of Big Data .)
141
4. Example of TRM results

[Industry source technology roadmapping
Industry development scenario and Micro-roadmap]
142
T-Plan aims
To support the start-up of company-specific TRM processes
To establish key linkages between technology resources and

business drivers
To identify important gaps in market, product and technology
intelligence
To develop a first-cut technology roadmap
To support technology strategy and planning initiatives in the firm
To support communication between technical and commercial
functions
Source: Dr. Robert Phaal
143
Cambridge s T-Plan standard process comprising 4 workshops

Market
Product
Technology - Charting
001
144
4 Steps of the standard T-Plan process

1. Identification of market and business drivers
2. Generation of product feature concepts
3. Identification of technology solution options
4. . Charting of milestones, product and technology evolution
145
Standard T-Plan process
Workshop 1
Market
Performance
dimensions
Market / business
drivers
Prioritisation
SWOT
Gaps
Setting up
the process
Workshop 2
Product
Product feature
concepts
Grouping
Impact ranking
Product strategy
Gaps
Workshop 3
Technology
Technology
solutions
Grouping
Impact ranking
Gaps
Managing the process
This basic guide needs to be customized properly
Workshop 4
Roadmapping
Linking
technology
resources to
future market
opportunities
Gaps
Following on
from the process
Cambridge Univ.
Center for Tech Mgt
146
2. Main Frame of Technology Roadmap

Flow of planning Market
Product
Technology
Identifying core products by market and product analysis, needs

analysis or demand forecasting
setting them as target of the
roadmap
analyzing components and functions of core system
M2
P2
P1
Product
P3
P4
T1
Technology
Resources
TRM is a mid-long term

technology strategy based on
Time
future market forecast
M1
Market
R&D
programmes
R&D layer
T2
T3
RD 1
RD 2
T4
RD 4
RD 3
RD 6
RD 5

Supply chain
Staff / skills
Source Robert Phaal 2004
147
4. Success/failure factor of roadmap construction
T-Plan Fast Start to Technology Roadmapping

2001
planning your route to success, p.60 Univ. of Cambridge, Institute for Manufacturing,
148
5. Important tips for TRM construction

Enlisting an independent process coordinator with the relevant
expertise and methodological skills
Search fields for innovations and future markets linking megatrends to technological developments and application potential
Participation of dedicated industry experts and high-ranking
decision-makers
Broadening the technological perspective participation of users
and external experts
Generating knowledge from different perspectives
How should uncertainties be dealt with? Visions of the future and
wildcards
Taking account of possible side-effects and risks
Using various forms of visualization as communication tools
Opening up to social stakeholders
The active, target-group oriented transfer of results
Integrated Technology Roadmapping, Institute for Futures Studies and Technology Assessment, 00
149
Group discussion and Tips are needed for operation

Case
In 2005, the UK Ministry of Defense requested a Defense
technology innovation roadmap from Cambridge
University
Each element had different colors, which enabled easy
understanding of roadmap
Making facilitators(who understand the purpose of the
roadmap ) to work together during the construction
process
Using color
notes
Standing
Conference
Small tips brought big improvement

150
Various forms of roadmap

Multilayer
Bar
Table
Flow chart
Graph
Graphic(image)
151
3. Toolkits for roadmapping

STEEPI
(Social, Technological,
Economic, Environmental,
Political, Infrastructural
Trends & Drivers)
SWOT
(Strengths,
Weaknesses,
Opportunities,
Threats)
Innovation
System
Structure
(taxonomy)
Scaleable
(hierarchy)
Porter s
Five Forces
Market
Business
Foresight
Technology Intelligence
Scenario
Product
Service
System
Technology
Resources
Portfolio
Patent
&
Value Chain
Analysis
Valuation /
Balanced scorecard
Cambridge Univ.
Center for Tech Mgt
152
1. Detailed process and methodologies in TRM construction

STEEP analysis
Step1 Analyzing external macro environment
Market analysis
Trend analysis
Step2 Analyzing industry
Competition analysis
Value Chain analysis
Step3 Designing vision for development

and suggesting future image
SWOT analysis
Patent analysis
Step4 Business strategy (determining

product, system and strategy)
Step5 Analyzing technology portfolio
and refining the target
Tech Tree analysis

Portfolio analysis
Step6 Determining relevant technology strategy such as

technology acquisition or standardization
Step7 Developing roadmap
153
2. TRM construction process in MOTIE

Phase
Phase
Environment analysis Industry analysis

1. STEEP Analysis
2. Demand market trend analysis

500
400
00
00
100
Addressable
40%
Product C
0%
Product B
Product A
0
1 1 1 000 001 00
Phase 1, 2
close link
50%
Phase
Phase
Vision and target Industrialization strategy Roadmap construction

5. SWOT analysis
. Top Brand selection
Market Share
11. Tech. Tree analysis

Theme
1st Function
2nd Function
Product A
Product B
0%
10%
Product C
0%
1 1 1 000 001 00
3. Technology trend analysis
6. Industry vision establishment
. Value chain analysis
12. Portfolio analysis

Bet
Draw
Phase 3, 4
close link
Patent analysis
includes two times
of
macro, micro
analysis
Phase
Fold
4. Prior patent analysis
7. Future image design
10. Industrialization strategy
In
13.TRM construction
time
Triggers
Drivers
Capability
gap
Technology
Every content in each stage is interworking.

Order can be changed. Same method can be
used both in large loop and small loop
Q. What is the difference with general

business strategy planning?
3. Industry/competition analysis toolkits used in roadmap planning

Environment Analysis (PEST, STEEP, STEEPI or PESTO)
Analysis on Policy(P), Economy(E), Environment(E), Society(S), Technology(T),
Infrastructure(I), Options(O)
Identifying megatrends and key drivers
Industry Analysis
(Analysis on structure and trend of market, industry and competition)
Market Size & Market Share

Industry Competition (competitor) Analysis
Industry Value Chain Analysis
SWOT Analysis (Strength, weakness, opportunity, threat)
Concept Shaping, Naming to Top Brand
155
4. Technology analysis toolkits used in roadmap planning

Technology Forecasting (Delphi, Scenario, S-curve)
TRIZ (Theory of Inventive Problem Solving)
Technology Tree (Micro TRM construction)
Patent Analysis (Source analysis, competition analysis)
Growth/Share Matrix (portfolio analysis)
Technology Portfolio Matrix Analysis
Technical importation Analysis (depending on purposes)
..
156
1. Environment analysis PEST or STEEP Analysis - Key Drivers Analysis
Social
Economic
Social, economic and

environmental drivers reflect
the three cornerstones of
Environmental
Political
Infrastructural
Technology, policy and

infrastructure
enable or constrain progress
towards the social, economic
and environmental goals
Technological
Cambridge Univ.
Center for Tech Mgt
157
Macroenvironment analysis
S
Society perspective
case of automobile
Policy perspective
Major variables expected to lead the
Emphasis on convenience and

safety of automobile
Focus on making automobile
into office and living space
change of automobile industry are

tightening
of
environmental
regulations and energy depletion
Increased needs for safety and

convenience according to the
impact of aging society
internal
combustion
Eco-friendly,
Highly safe/highly emotional,
Highly convenient,
Low CO2
T
Technology perspective
Intensified competition on low
cost car technology
development for entering
emerging markets
Technology convergence for
high value added car
development to respond to
environmental regulation
Plans before 7 years ago.

Environmental regulation
was the biggest focus at
that time. now smart
and energy are added
Stagnation of growth in developed

country markets(US, EU)
High oil price, unstable housing market
stagnation of US and EU
Rapid growth of emerging markets such
as China and India
Enlargement of emerging market because
of economy growth and low cost car
market generation
Economy perspective
engine
Low-emission car
Zero-Emission car
Planning capability>
How earlier was this
forecast made than the
competitor?
Case Impact analysis of social changes (Mega trend) on the car industry
Step4 Extracting functional requirements in technical perspective which satisfies the needs resulting
from the change factors
[ Example of functional requirements from changing factors ]
Mega trend
Future
Decreasing population, but birth rate

maintaining certain level
Population change
Continuous increase of foreigner prop

ortion due to the increase of multicul
Functional requirements
Enhancing stability
Reinforcing the driving

supporting fuctions
tural family
Emphasis on
well-being, welfare
and safety
Continuous investment on new regen

eration energy (solar energy or etc.)
Continuous increase of eco-food dem
Reducing CO2,enhancing
fuel efficiency
and
Diversification of life style and living
Customized design
space due to individualization

159
2. Market analysis
Lecture 11
Because the concept of market can be defined in many ways, the stat
market size also can be defined in diverse forms.
Professor Hermann Simon (author of Hidden Champion , 2007)
- It is quite difficult to classify market and to estimate the market size
- The definitions of market are usually multidimensional, not onedimensional.
- Especially, for new markets, it is more difficult to get accurate
information about the market size.
- To overcome the limitation of objective and quantified market
information, one should take a step nearer the market and the
customer
(Hidden Champion, 2007, pp.123-124)
160
Estimating the market size

Developing the forecast method
What happens to growth rates in five years?
Compound Annual Growth Rate CAGR
CAGR
Current size
1/
n
Initial size
n = years
Classified into contents related to real growth and nominal growth

Should select proper methodology considering the required time and accuracy
Should follow these core steps after developing the methodology
Development and record of hypothesis
Data collection
Estimation of market size
Verification and correction on the estimated market size
161
3. Corporate (Competitor) Analysis
Competitor s corporate overview and history

Establishment, overview of the business, organization in charge of business, vision,
ownership structure etc.
Organization structure
Number of employees and subsidiaries
Key financial information
Flow, history, pro forma financial information
Market position
Market share, geographic market, target customer segmentation
Product portfolio
Main product, price layer
Data source>
Annual report
Analyst s report
Website
Online survey
International firm DB
Interview
Trade association
Industry review
Journals
Industry Expert
Basic understanding of competitor itself and

corporate behavior
Light on the strengths and core competencies
The relationship between the industry value chain

Key suppliers and customers, distribution channel
Understanding of strategic position (for its

providing product/service, using channel)
Recent trends in R&D
Identifying the strengths and weaknesses of

each company within the industry
latest news
Strategic issues and action
Checking the defection in portfolio and

corporate capability
162
4.
M. Porter
Five Competitive Forces Model
Porter, M.E. (10) Competitive Strategy, Free Press, New York
Method for analyzing the corporate environment or

industry structure
Hypothesis There are five competitive forces in the
industry
- 3 threats of substitute, rivalry among existing firms
and new entrants
2 bargaining powers of suppliers and buyers
More sophisticated alternative of SWOT analysis
In TRM, this model is utilized to analyze the status, competitive environment or trends
comprehensively in the industry level, rather than the corporate level.
163
Five Competitive Forces Model
Porter, M.E. (17) How Competitive Forces Shape Strategy, Harvard business Review, March/April 17.
Porter, M.E. (10) Competitive Strategy, Free Press, New York, 10.
Porter, M.E. (200) The Five Competitive Forces That Shape Strategy, Harvard business Review, January 200
164
5. SWOT analysis

SWOT analysis is one of the first methods of strategic analysis, developed by Learned,
Christensen, Andrews, Guth at Harvard University in the 160s (origin of SWOT varies
some say that SWOT was developed by Humphrey at Stanford University)
Basic competitive position and strategy are decided by looking inside for strengths and
weaknesses and looking outside for threats and opportunities
Concept of SWOT analysis
Looking inside
Looking outside
weakness
strength
opportunity
threat
Strategic
decision
165
Elements and process of SWOT analysis
Factor in each cell can be replaced by various alternatives
Analysis factors in SWOT analysis

Helpful to Objective
Internal
analysis
External
analysis
Credibility
Reputation, Image
Economy of Scale
Patent (Original Technology)
Cost-competitiveness, Quality
Strength
Opportunities
Harmful to Objective
Rapid Market Growth

Changes in Customer Needs & Market
Economic Boom
Deregulation, Taxation Change
New Distribution Means
New Technologies
Strengths can be derived

from Opportunities
Note Optimism and
Pessimism
SWOT
Analysis
Strategic Absence
Junk Patent, Poor R&D Investment
Limited Distribution Network
High Prime Cost
Obsolete Products
Production Ability Lacking
Weakness
Threats
New Market Competitors

Substitutes Goods
New Technology
Tightened Regulations
Economic Downturn
Foreign Trade Barrier (Export & Import)
Is considered after
reviewing ,
Finding critical factor
166
6. Technology/product trend analysis (Technology development competition trend analysis)
Technology/product trend analysis is

to identify the potential of various new technologies under development which may
have direct/indirect influence on industry in current or future in the early step
to respond to development trends of various technologies
Targeting majorly on core technologies with big ripple effects

Including technologies expected to have big influence in the future, which is not currently applied in
the products
Generally, in Korean TRM, there is one stage for organizing and presenting technology trend.
Technology
trend
Product
trend
Market
trend
Competition
trend 167
. Analyzing industry value chains

Academic History of the Value Chain Approach
Value chain Approach comes from Michael E. Porter s book

Competitive Advantage (15)
Born in 14,
Professor of
Harvard university
Subdividing and analyzing corporate(organizational) activity into a series of valuecreating activities
168
Michael E. Porter s Value Chain Model (generic)

Primary Activities
Support Activities
Firm Infrastructure (General Management)
SUPPORT
ACTIVITIES
Human Resource Management

Technology Development
Procurement
PRIMARY
ACTIVITIES
Inbound
Logistics
Operations
Outbound
Logistics
Sales &
Marketing
Service and
Support
169
Porter s Model can be extend into the Value Chain System

Supplier value
chains
Part
Channel value
chains
Buyer value
chains
Organisation s
value chain
Material
Equipment
Rear industry
Industry Value Chain
Front
industry
170
Industry Value Chain
Utilized as industrial map
Recent attempts to introduce in R&D planning, roadmap planning,

technology commercialization planning
- Determining the position of the company in the industry
- Enabling in-depth analysis of competition
- Enabling in-depth analysis of industrial development of a country
- First introduced in research report Innovate Korea by Ministry of Knowledge and
Economy in 00
- Full scale introduction in the energy technology roadmap in 00
- Not yet introduced in Japanese METI roadmap
Analysis form
- System Structure/Manufacturing Process/Tech Tree + Player

- Classifying key components for distinguishing transaction (business) areas
Potential for future development
- When combined with patent analysis, this can create new planning techniques
- Value Chain + Patent Analysis + Player Analysis
- Utilizied in comparative analysis of global business, international competitiveness of
global companies
171
1. Tech Tree
Selecting main products(top brand, theme) through environment analysis and strategy analysis
tech tree construction constructing realistic micro TRM
2 step Process
(1) area/product theme
purpose(definition)
function component technology derivation
(2) Grouping component technologies
core technologies, grouping
target product selection
Tech Tree does not solely depend on expert opinion, rather, it

systematically analyzes market needs and identifies which
technology is required to reach expected level of performance based
on technological principles/methods and creativity
Product(System) Architecture Design is a core competence
- It is important to reflect changing technologies via a rolling plan
and simultaneously clarifying them for future products
172
Constructing a Tech Tree

Deriving the objective function, and then the element technologies of each area
shaping to a target product/technology
Objective function
Basic function
Secondary function
3 primary functions
Secondary function
3 primary functions
Element
technology
1
3 primary functions
Secondary function
Analysis
target
3 primary functions
3 primary functions
Basic function
Secondary function
3 primary functions
Element
technology
2
n primary function
n primary function
n primary function
3 primary functions
Target
product
1
Element
technology
5
Target
product
2
Basic function
Objective function
Problems need to be well defined.

Otherwise it causes catastrophe. (KAIST
)
173
Case Tech Tree of highly integrated semiconductor
Theme
highly
Integrated
Semiconductor
Objective function Basic function

High Capacity
Mass Information
Storage
Mass Information
Management
Secondary function
3 Primary function
Small Capacitor Use
Thin-film Gate Oxide Creation
High-K Material Cap Use
Thin-film Cap
Electrons Spin Use
Spin Direction Control
Rerroelectricity Use
Retention Increase
Exchange Bias Soupling Increase
Element technology
Target
product
Interface ThinFilmization
Technology
High Capacity
Semiconductor
Aerosol
Evaporation
Technology
Phase Transition
Material Use
Quantum Dot Use
Mass Information
Reproduction
Ultra
Fast Information
High Speed
Storage
Polarization Direction Use
Interface Control
Signal Control
Technology
High Precision
174
Evaluation of core technology Stage

Technology evaluation defines parameters which control the performance
characteristics of higher function, and uses it as evaluation criteria
Selecting immediately measurable indicators in the laboratory, not quantitative comparison like
5% compared to developed countries
Evaluating current level of competitor or world top level company, and comparing it with the level of
its own
175
Decision of technology acquisition method Stage

Deciding on the technology acquisition method based on results of core
technology evaluation
- Internal development, co-development, entrust development,
outsourcing
Types of acquiring technology externally
- Joint venture
- Consortium
- Technology exchange agreement
- User-supplier relations
- R&D contract
- Licensing
Method
Technical lev
el
Emergency
Investment s
cale/level
Lifecycle sta
ge
Technical im
portance
Internal developm
ent
High
Low
Big
Early stage
Core
Low
High
small
Later stage
Peripheral
Co-development
Entrust developme
nt
Outsourcing
176
Expressing the result of Tech Tree by linking to Technology Roadmap

The objective function in Tech Tree is an important function concept which determines the business
value of the research theme(product/technology)
and utilizes this as trend keyword and organizes core technologies
177
2. Patent Analysis
Data Mining technique and visualization technology enabling patent mapping in 2-3
days (took 6- months before)
Patent Data Mining
Time-series analysis
Quantitative analysis using
bibliometric information
Patent
Mining
Patent Text Mining
Concept Mapping
Concept Clustering
Citation Analysis
178
2-1. Classification of patent search by purpose
Effort
Cost
State-of-the-Art Search
Identifying state-of-the-art technology
trends, trends of competitive
technology and R&D theme, analysis
on industry/company, investigating
research institute/researchers
Searching if the company is infringing other

company s patents
Infringement Search
Searching for deciding

patentability
Patentability Search
Right-to-Make Search
Searching for patents near
expiration date
Continuing Search
Validity Search
Licensee Search
Searching for invalidating

patents involved in lawsuit
Searching for licensee organization
Monitoring of new patent
R&D planning
R&D
Patent application
Business
Licensing
Patent litigation
Summarized by Dr. Moo-woong Kim (KRIBB)

179
3-1. Techniques used in Portfolio selection Growth/Share Matrix

High market share does not always mean high return
good market power vs bad market power
Bad: lowering price for increasing sales, but not generating profit
Good: leading the market, and generating much profit
Relative market share
Cost is determined depending on the relative market share

Production cost of a product gets lower as increased relative market share lowers production
cost per unit and increases margin
Gap, rate of return are more important as selection criteria
The Boston Consulting Group(established in 163), introduced [market

growth with relative market share] matrix (BCG matrix) for corporate
management strategy
After then, other consulting firms suggested various combinations of matrix
Introduced in today s R&D planning for portfolio assessment system
180
BCG Growth/Share Matrix (Product Portfolio Matrix)

Characteristics of market cash flow by area
High
Star
Balance of cash
flow
(+,- both Possible)
Market growth
Cash Cows
Generate cash
Low
Dilemma
Starting point of
most businesses
Demand high
investment
Dogs
barely generate
cash, or generate
loss
High
Note: this is not

market size
General strategic flow
Low
Flow of strategy
Flow of cash
181
3-2.
Technology Portfolio Matrix
Technology Portfolio Matrix suggested by Booze & Allen. Application of BCG s Product Portfolio Matrix
Technology portfolio analysis

high
Bet
Draw
Techni
cal
import
ance
Initial stage (challenge)

- High added value, but high risk in technology
development. Uncertainty in product s market
demand and lifecycle
Growth stage (R&D investment)

- High add value
- Can create bigger demand by technology
innovation
Fold
Cash In
Declining stage (abandon/reduction)

- Market is formed, but low technologies are
applied
Maturity stage (maintenance/protection)

- Development of original technology is
completed, and is in production progress.
Decrease of technical importance
low
Technical maturity
high
Q. How this can be interpreted in terms of the Dynamic Innovation Model?

182
Portfolio analysis selecting core technology
Source: Bio Division Candidate, 00 Strategic

Technology Development project (Aptamer)
1.
2.
3.
4.
Main category
Discovery and application
of Aptamer
Sub category
SELEX
Aptamer Conjugation
Diagnosis-body fluid analysis
Post Translational Modification, protein
complex
5. Metabolite and harmful materials
6. Membrane proteins
7. Point-of care
. Imaging
. Aptamer drug
10. Building block, enzyme production
Technology portfolio analysis
Market portfolio analysis

high
high
4
4
Market
growth
Technology
importance
6
1
2
10
10
low
high
low
Technology maturity
high
183
3-4. TRL(Technology Readiness Level) of NASA, US

TRL is an evaluation criteria for measuring the maturity level of relevant technologies for
producing/operating the system, composed of core component technology or a combination of
component technologies during technology development
Consists of steps from basic experiment (step 1) to commercialization (step )

Currently utilized as criteria for determining R&D period and budget size
Range of development support
Range of support is flexible
184
Guideline for TRL(Technology Readiness Level)

Step
Technology Readiness level
Description
TRL 1
Basic principles observed and rep

orted
This is the lowest "level" of technology maturation. At this level, scientific research begins to be translated into appl
ied research and development.
TRL 2
Technology concept and/or applic

ation formulated
Once basic physical principles are observed, then at the next level of maturation, practical applications of those ch
aracteristics can be 'invented' or identified. At this level, the application is still speculative: there is not experimenta
l proof or detailed analysis to support the conjecture.
TRL 3
Analytical and experimental critical

function and/or characteristic proof
of concept
At this step in the maturation process, active research and development (R&D) is initiated. This must include both
analytical studies to set the technology into an appropriate context and laboratory-based studies to physically valid
ate that the analytical predictions are correct. These studies and experiments should constitute "proof-of-concept"
validation of the applications/concepts formulated at TRL 2.
TRL 4
Component and/or breadboard vali

dation in laboratory environment
Following successful "proof-of-concept" work, basic technological elements must be integrated to establish that the
"pieces" will work together to achieve concept-enabling levels of performance for a component and/or breadboard.
This validation must be devised to support the concept that was formulated earlier, and should also be consistent
with the requirements of potential system applications. The validation is "low-fidelity" compared to the eventual sys
tem: it could be composed of ad hoc discrete components in a laboratory.
TRL 5
System/subsystem model or protot

ype demonstration in a relevant en
vironment (ground or space)
At this level, the fidelity of the component and/or breadboard being tested has to increase significantly. The basic t
echnological elements must be integrated with reasonably realistic supporting elements so that the total applicatio
ns (component-level, sub-system level, or system-level) can be tested in a 'simulated' or somewhat realistic enviro
nment.
TRL 6
System/subsystem model or protot

ype demonstration in a relevant en
vironment (ground or space)
A major step in the level of fidelity of the technology demonstration follows the completion of TRL 5. At TRL 6, a re
presentative model or prototype system or system - which would go well beyond ad hoc, 'patch-cord' or discrete co
mponent level breadboarding - would be tested in a relevant environment. At this level, if the only 'relevant environ
ment' is the environment of space, then the model/prototype must be demonstrated in space.
TRL 7
System prototype demonstration in

a space environment
TRL 7 is a significant step beyond TRL 6, requiring an actual system prototype demonstration in a space environm
ent. The prototype should be near or at the scale of the planned operational system and the demonstration must ta
ke place in space.
TRL 8
Actual system completed and 'fligh

t qualified' through test and demon
stration (ground or space)
In almost all cases, this level is the end of true 'system development' for most technology elements. This might incl
ude integration of new technology into an existing system.
TRL 9
Actual system 'flight proven' throug

h successful mission operations
In almost all cases, the end of last 'bug fixing' aspects of true 'system development'. This might include integration
of new technology into an existing system. This TRL does not include planned product improvement of ongoing or
reusable systems.
185
Source: Mankins(1995) TECHNOLOGY READINESS LEVELS A White Paper, Office of Space Access and Technology, NASA
1.
1. Roadmapping in Korea
Sep. 200
4st Integrated Technology Blueprint (35 areas incl)

3rd Integrated Technology Blueprint (31 areas incl)
2nd Integrated Technology Blueprint (31 areas incl. 10,36 core technologies)
e-TRM (web-based planning system, www.mae.or.kr)
1st Integrated Technology Blueprint (26 areas, ,316 core technologies)
Jan. 200
Strategic TRM (15 areas incl. semiconductors)
Jul. 2007
Integrated TRM (21 areas)
May. 2007
6th MCTRM (10 areas incl. chemical materials)
Aug. 2006
5th MCTRM (10 areas incl. chemical materials)
Jul. 2006
2nd ATRM (6 areas incl. propelling equipment)
Jul. 2006
5th ITRM (20 areas incl. NIT materials)
Nov. 2011
Oct. 2010
Oct. 200
Aug. 200
May. 2006
Oct. 2005
Jan. 2005
1st Energy TRM (10 areas incl. local energy)

4th MCTRM (10 areas incl. robotics)
1st Aerospace TRM (6 areas incl. propelling equipment)
Oct. 2004
4th ITRM (5 areas incl. next generation display)
Sep. 2004
3rd MCTRM ( areas incl. semiconductor manufacturing equipment)
Aug. 2003
2nd MCTRM (7 areas incl. electric materials)
Jun. 2003
3rd ITRM (12 areas incl. SoC semiconductors)
Aug. 2002
Jul. 2001
Sep. 2000
Growth Stage
( 05 onwards )
1st
Material & Components TRM (6 areas incl. electronics)
2nd ITRM (6 areas incl. multimedia)
1st Industry TRM (6 areas incl. wireless communication devices)
Initial Stage
( 00~ 04)0
Why ITB?
8
Green Growth Strategy
Strategies for New Growth Engines
Steer towards a new development strategy

through new growth engines
Support both core industries and knowledge

service industries
Provide a better quality of life with a better

environment
Integrate technology between manufacturing

& service industries, IT and core industries,
energy and environment industries
Participate on an international level to prevent

global warming
Diversify policies that consider market

conditions and the various stages of growth
Integrated Technology Blueprint
will lead to R&D projects that are strategic, provide continuity and
achieve competitive advantage
Scope & Application
SCOPE
A technology strategy platform that integrates industry, IT, and energy

Provides an integrated direction on MKE s 14 core strategic areas as well as R&D investment portfolios
Integrated Technology Blueprint Roadmap for R&D program R&D planning
A systematic approach to be utilized as a guideline for planning, evaluating and funding R&D projects for the next 10 years
APPLICATION
Integrated Technology
Blueprint
Technology Roadmap
for R&D programs
R&D project planning
Prog.#1
PATENT
Industrial generic Technology
STANDARD
INFRA
R&D project #1
Prog.#2
R&D project #2
Prog.#3
R&D project #3
Core Applied Technology
Development Technology
Process
10
Analysis
Analyze megatrends for the 14 strategic areas and derive a core technology
system
(A joint effort involving 4 individuals using a bottom up approach, resulting in the formulation of
,1 core technologies)
Propose annual core technology R&D goals for the next 10 years (through 2017)
Linkage
Link the system with ongoing projects and major roadmaps (Review R&D projects
for the last 7 years)
Link patent analysis results with those of U.S., Japan and the EU
Classification
Integration
Classify and rate technologies by marketability, generic, R&D capability

Categorize R&D strategy by timeline (short/medium/long term) and
international cooperation
Discover links between core technologies of different areas (Determine supply-demand
relationship between technologies and provide possible seed technology scenarios)
Allocate roles for individual R&D program
Result
R&D Strategies of Core Technologies
11
Technologies By Industries
Core Technologies
Category
High
class
Middle
class
Low
class
Robot
22
Bio
Medical Device
Industry
Shortterm
R&D
Mid-term
R&D
Longterm
R&D
Intl
Cooperation
Total
67
11
177
35
223
11
37
23
76
31
131
13
55
36
100
18
154
Automobile
29
73
51
198
49
299
Shipbuilding
15
41
21
115
31
167
New & Renewable energy
10
40
120
124
222
53
404
28
139
77
370
38
488
Display
75
57
243
37
345
Semi-conductor
27
96
59
215
13
295
Info & com Media
ICT Media
11
47
164
102
606
65
773
Next Generation Mobile

Communication
37
79
449
46
574
Communication Network
BcN
19
72
27
331
32
395
Robot
BioMed Appliance
Delivery System
New Renewable energy
Electric & Atomic Power
Electric Power
Nuclear Power
E-info Device
Result
R&D Strategies of Core Technologies
12
Technologies By 6 functions
Core Technologies
Category
High
class
Middle
class
Low
class
Metal
56
Chemistry
Textile
Industry
Industrial Material
Shortterm
R&D
Mid-term
R&D
Longterm
R&D
Intl
Cooperation
Total
77
69
208
44
326
23
101
29
214
43
287
13
39
59
137
20
216
Industrial tech fusion
IndustryTechnology Convergence
40
139
68
340
234
646
Knowledge Service
Knowledge-based Service
41
129
75
382
25
482
Production base
17
63
130
466
196
794
Production System
27
104
16
278
41
335
Green Manufacturing
13
41
25
133
14
172
Information Security
19
99
38
282
15
337
S/W
40
179
128
459
29
10
626
U-Computing
14
79
29
210
31
270
Energy Efficiency
31
97
21
273
16
311
Greenhouse Gases
10
27
59
24
86
Natural Resources
13
41
15
138
27
180
136
621
2,191
1,372
6,681
1,207
56
9.316
Purity product base
S/W
Computing
EnergyResource
Total (26 Industries)
Application
Apply to Design Long & Mid term R&D Portfolio
13
Maximize Efficiency of R&D Investment of MKE

Before
Material Generic
Technology
Fundamentality of
Technology
Fundamentality of
Technology
Next Generation
After
R&D Program
R&D Program
Materials &
Components
Technology
Regional
Technology Cluster
R&D Program
Industrial Generic
Technology
Impact
R&D Program
R&D Program
Regional
Technology Cluster
R&D Program
R&D Program
Intra
Industry
Material Generic
Technology
Inter
Industry
Intra
Industry
Impact
Materials &
Components
Technology
R&D Program
Inter
Industry
Application
14
Semi Conductor
Display
Low-resistance transparent
Conductive Oxide Material
Technology
Transparent conductive oxide

alternative material
technology
High transmission BIPV

module technology
Light weight thin glass

substrates manufacturing
technology
Chemistry
High optical absorption
low-price Si material
technology
High efficiency
photoelectric conversion
technology
Si material technology by
gas reaction method
New &
Renewable
Energy
Nano Thin Film Silicon
Solar Cell(14% efficiency)
Manufacturing
Base
High efficiency
multilayer film coating
technology
Silicon coating
technology
Antireflection film
coating technology
3. Comparison of On-Line Roadmap Development
Korean Technology Roadmap site

- www.mae.or.kr
Maps for Advanced Era (hawk in Korean)
World s first real-time support of e-TRM
planning by government, 00
Japanese Technology-Strategy Map site
- www.nedo.go.jp/roadmap KAMOME(seagull in English), 00
Just offering relevant information online
198
4. MOTIE TRM Maps for Advanced Era

2013
Beyond Opportunities
Connect via Explorer

Not available from Chrome
www.mae.or.kr
Free signup, view available

Roadmap commissioner can
access Planning Space
Plenty of reference materials
199
Current R&D planning system of MOTIE I

R&D process of MOTIE
Preliminary work
Policy
Mid-long
term plan
R&D support work
Project
planning
Evaluation,
management
Post work
Performance
diffusion
R&D strategy
establishment,
demand survey
and project
planning
Operating project
bank
Contents
Agency
MOTIE
KEIT, KETEP,
KIAT
KEIT, KETEP,
KIAT
Reference: KIAT, KEIT, KETEP, Office of Strategic R&D Planning
KIAT
Current R&D planning system of MOTIE I

IndustryTop-Down
planning
technology
roadmap
KIAT
Technology
Bottom-Up
Project
planning
KEIT
demand survey
planning
KEIT
-
KIAT industry-technology roadmap(Top-Down) Presenting promising items and R&D strategies

needed for industrial development, focusing on the change of market and technology
depending on macro-environmental change
* Roadmap planning(KIAT) : conducted in January-July
KEIT Technology demand survey(Bottom-Up) Conducting technology demand survey to

reflect the needs of private(consumer) before promoting project planning every year, and
utilizing the result in project planning
* Technology demand survey(KEIT) : conducted in July-August
201
1.
Industrial Environment Analysis Process
Programs
Contents
Industrial Fundamental Technology
Key Basic Industries Capacity Building / Promising

Industry Incubation
Development
Materials & Components Technology
Development
Global Excellent Technology Innovation
SME Technology Development
Others
Core Components Original Technology

Development
SMEs Globalization
SMEs Technologies & Products Development

Support
Technology Development for Promising Market
Preoccupation & Import-substitution
203
Industrial Environment Analysis Process

Long Term
Short Term
Strategy Oriented
Demand Oriented
204
204
1. Industrial Fundamental Technology Development Program

Purpose
Develop and secure the world leading technologies that supports new
market creation
2. Materials & Components Technology Development Program

Purpose
Develop innovative base technologies for core materials and components
industry development and world procurement market access
Core M&C Competitiveness Building : WPM(World Premier Materials), Core Material Original Technology,
Strategic Core Material Technology Development, Core Military Material Development
Convergent M&D Development : Consumer-linked R&D, Venture-style Professional Technology R&D, Investor-Linked R&D
205
3. Global Excellent Technology Innovation Program

Purpose
Assist SMEs to develop core technological capabilities to strengthen
global competitiveness
Section of Detailed Program
1. Main / New Industry
2. IT
(1) Advanced Technology Center
(9) Promising IT Industry / IT Convergence Field
(2) Textile Life Stream Cooperation

(3) Marine Leisure Equipment Development
(4) Personal Vehicle
(5) Cutting-edge Research Equipment Technology
(6) Clean Production Infrastructure Technology
(7) Professional Design Technology
(8) Creative Industrial Technology
206
4. Manufacturing Equipment Tech. Development Program

Purpose
To foster technical competitiveness for industrial machineries in 7
new growth engines
(Semiconductor, Display, LED, Green Transport, Bio, Medicine, Broadcasting Equipment)
5. Aerospace Materials Development Program

Purpose
To foster technical competitiveness of Aeronautic components
207
6. Intelligent Car Development Program

Purpose
To foster technical competitiveness of intelligent mobility solution
7. Super Material Convergent Product Development Program

Purpose
To foster technical competitiveness of functional textile
208
8. Design Firm Capability Development Program

Purpose
To foster design firms innovative & creative capabilities to develop
innovative products
9. Quality of Life Technology Development Program
Purpose
To offer technologies to increase the wellbeing and life of publics for

209
10. Core Medical Equipment Development Program

Purpose
To develop technologies to bring life supporting medical devices to
market faster
11. Industry Converge in Promotion Program

Purpose
To bring together tech. capabilities to create new converging
products and streamline approval process
To Facilitate distribution and use information related to industry
convergence
210
12. Industrial Standardization & Certification Program

Purpose
To support product safety, testing, standardization for more
efficient R&D
To protect public interest by supporting measurement and testing
13. Future Flagship Program

Purpose
To develop technologies with potential to lead to new industries and
ecosystem
- Risk reduction in high-risk industrial sectors211through large-scale government-led
innovative R&D programs
1.
Technology Transfer
Tech.
commercialization
Technology Business
Incubation
Technology Commercialization fund
Commercialization
investment
Support Foreign Technology Marketing Expenses
Tech. market
Construct technology
market data
Technology Registration
Management System
TV
Verification
Idea evaluation
TS
Tech. supply N/W
Technology transfer
agent
TM
Build technology transfer

database
Create the foreign technology

transfer network
Create the domestic
technology transfer network
Issue TBS
TI
Technology transfer
institutions
Support technology
transfer expenses
Support technology
evaluation expenses
Support
commercialization
loans
Training Technology
Transfer/evaluation
professionals
Technology evaluating institutions/

professionals pool
Develop the
technology/company
evaluation model
Research &
Business Development
Technology Transfer Policy

Korea has developed diverse programs for technology commercialization. And some the programs provided
insights to other developing countries. Economic growth of Korea depends on the policy related to technology
and technological innovations. In this regard, Korean government places great emphasis on stimulating
technology business and on promoting climate conducive to technology market.
Open Innovation
R&D
A&D (acquisition & D)
C&D (connect & D)

Other firms
market
License, spin out,
divest
Our new
market
Internal
technology base
Internal/external
venture handling
External technology insourcing
External technology base
Our current
market
1. The purpose & scope of the policy
Technology transfer and commercialization support
Purpose
Improve efficiency of national R & D

To grow technology innovation of SMEs and venture companies
External
Technology
Scope
Existing
Technology
R&D
Process
R&D
Technology
resources
Commercial
ization
process
Product
Commercialization
Business
process
Market
Growth
2. Necessity of government support

The cost of Commercialization is more 10~100 times than R&D
(USA, The Department of Commerce)
It takes 10years to make profit from developing 1 technique
(Stanford TLO)
Division
Current state
National R&D Investment
World No.6 ($45billion, PPP)
R&D/GDP
Israel 4.40%> Korea 4.03%(World No.2, 2011)

Sweden 3.40%> Finland 3.%> Japan 3.26% > Denmark 3.06%
Technology transfer rate
Canada31.1% > korea 26.0% > USA 25.% > EU 22.% (2011)
Budget
USA(SBIR) 2.5% > Korea 0.% (2010)
R&D
Investment
R&D
Commercialization
3. Progress of support policy
000 Establishing technology transfer promotion law

001 Establishing KTTC / Operating NTB (Network for Tech-Biz)
001 Appointing technology transfer/assessment institutes
00 Establishing and supporting RTTC (Regional technology transfer center)
00 Supporting TLO(Appointed 1 universities, 10 research institutes)

Forwarding R&BD(R&D & Business Development)
00 Making legal ground of patent trust management
(Technology transfer promotion law)
00 New growth engine fund, EEN

010 Establishing MOT(Management of technology), Operating green certificate system
Establishing intellectual discovery, creating technology holding company
01 Operating policy of company specializing in commercialization
01 Creation of Death valley fund(DVF)
1. TLO(Technology licensing office)
Supporting TLO, appointed 1 research institutes like KETI

(Korea Electronics Technology institute), etc (01)
(within 0.billion won per institute)
Supporting 11 technology holding companies like Seoul university technology

holding company, etc
(within 0.15 ~ 0.5 billion won per institute)
Supporting consortiums like Chungnam+Gangwon , Jeju TP, etc (01)
2. Supporting international cooperation
Global cooperative
Network construction
Excellent technique
development
Support for
global consulting
Excellent coperation
Overseas expansion
Organizing GCC (Global Commercialization Center)

- Supporting total support system like market research according to technology,
marketing, consulting, etc.
- Finding excellent technology corporations that wanna oversea expansion 11cases,
conclusion of a contract 1cases
EEN technology registration 1cases, Technology intercession 45cases,

conclusion of a contract 15cases(01)
Analyzing international technology trend/strategy Establishing strategy of local

industry Export of techniques
3. Support of operating patent asset

IP Incubation
Establishing and operating an Intellectual discovery
Technology trust and gratuitous donation
(Gratuitous donation) cases (54 )

(Technology trust) cases (01 ) (01)
Build up IP business infra
Operating a IP business specialist fostering system

Operating a global IP business forum
Supporting establishment of Intellectual Property Right roadmap
4. R&BD(Research and Business Development)

Life Cycle>
[The early stages of commercialization]
[R&D]
Research
Development
Government
R&D funding
Technology
development
Prototyping
Market
test
Commercialization
Death Valley
Production
[Growth]
Marketing
Corporate
growth
Venture-Capital funding
Cash Flow
(Time)
Death Valley Fund

R&D
Achievements
Commercialization of R&D Achievement
Business
Expansion
Support funds for commercialization and special consulting

Government
Leading
Raise the value of developed technologies and companies
Create new industries and markets

Create new jobs
Dynamic force
for creative
economy
5. R&BD(Research and Business Development)
Businesses with the capacity to promote the commercialization and key

technologies required for commercialization of excellent business model
performed by the consortium
Businesses with the capacity to promote the commercialization and

key technologies performed by organizing industry academic research
consortium (within 5billion won/years, Less than 0 % of total project cost)
Institutions carried out to support the commercialization of the technology of SMEs
6. New growth engine fund
Expedite innovation and commercialization of technology and grow globally

competitive SMEs
Induce investment from private sector domestically & globally to promote
a substantial increase in high-quality jobs.
Investment Theme
High-tech Convergence
Green Technology
Bio Technology
R&BD
GP
Established time
Total fund size
STIC
00. June
KTB-Meritz
00. Aug
Lindeman Asia
011. Oct
100
IBK-AUCTUS
00. Aug
15
KDB-Daewoo
00. Dec
100.1
Hanwha-OBP
010. Dec
KDBC
011. Nov
50
L&S
011. Oct
40.
Total
27.6
7. Death Valley Fund Overview
Name
Death Valley Fund
Size
KRW 5 billion (approx. US$5 million), One fund

* Government : KRW 1.5billion, Private : KRW 5.5billion
Primary Goal for

Investment
Focus a investment on SMEs in commercialization process after

governmental R&D project
* more than 0% of total fund size should be invested on primary goal
* at most KRW billion could be invested per company
Term
years total term, years investment term

* years extension is available
Operation Purpose
Facilitate development of SMEs by raising the commercialization

success rate and creating new jobs
. Operating R&D commercialization supporting bank

[Cooperation system]
MKE
Target for
support
BANK
60% deposit
R&D
supporting
institute
IBK
Guarantee
about 10billion
won loan/year
Guarantee rate
(5% 0%)
Operating
profit
Prime rate
Professional
consulting
2013 R&D funds

About
3,300billion won
Woori
40% deposit
about 120billion
won loan/year
SMEs
(success in
technology
development)
Guarantee fee
0.3%p reduction
Korea
technology
finance
corperation
. Nurturing MOT Professionals
Fostering CTO of enterprises
Making a international internship system and reinforcing a school-work links

(Form a MOT infra) Forming a management of technology group
(Industry, Academic, Research)
Fostering of specialist on technology management
10. Global Curriculum
Overview
Support system : Performing through 4 institutes
Object : Venture, Public research institute
Purpose Global practical skill + Networking

Reinforcement of global practical skill
- Benchmarking of Global leading technology commercialization
: Learning methodology of SRI, Steinbeis, Oxford
: Benchmarking of global enterprises
: Provide Case-Studies
Support for networking building
- Local technology commercialization institutes
(ex. WOIS, SRI, Oxford university, Steinbeis, etc.)
- Operating EEN(Enterprise Europe Network)
. New Growth Engine Strategy (1)
Increase EVA
by 12% every year
Create jobs
64
(KRW Trillion)
37
144
222
'0
350
(10,000 persons)
'13
'1
'0
'13
230
'1
230 1
Alternative Energy
Low-Emission Energy
LED Applications
High Temperature
Water Treatment
Green Transportation
System
High-Tech Green City
IT Convergence
Broadcasting-Telecom
Convergence
Robotics
Materials & Nano Tech
Convergence
Biotech Medicine &
Medical Devices
High Value Added
Food Industry
Global Healthcare
(medical) Service
Global Education
Service
Green Financial
Service
Digital Contents &
Software
MICE &
Tourism Service
MICE (corporate Meeting, Incentive travel, international Convention, Exhibition related industry)
Reform (revise) regulations

Enactment of broadcasting-telecom law,
R&Ds to achieve application

Technologies
LED, IPTV, Hybrid-car technologies, etc.
reformation of medical law, etc.
Pilot projects for demand creation in

public sector
Green-Home 2 Million project, U-city
pilot project, obligatory usage of
renewable energy in public institutions, etc.
Incentives for promoting privatesector investments

Tax incentives for green-car, etc.
Basic R&Ds to achieve core

technologies
Alternative energy technology,
nano-fusion-new material technology, etc.
Human resource development program

Supporting pilot university, special human
resource development program, etc.

232
Alternative energy (wind,

waste conversion)
High temperature water
Alternative energy
treatment
(ocean bio-fuel)
High value added food

Industry
Low-emission energy
LED applications
Robot applications
Global healthcare service
Global education service
High-tech green city
Green financial service
Materials & nano-tech

Biotech medicine &
medical devices
Broadcasting-telecom
convergence
IT convergence
(CO Capture & Storage)
. New Growth Engine Fund Overview (1)

Objectives
Expedite innovation and commercialization of technology and grow

globally competitive medium-sized companies.
Induce investment from private sector domestically & globally to
promote a substantial increase in high-quality jobs.
Capital
R&D
Lack of Capital
Needed Capital
Available Capital
Capital Gap
Death valley
(New Growth Engine
Fund)
Research
Development
Start-up
Pilot
Growth
Expansion
IPO
Time

2
Korean Mid-market Companies
Number of Companies by Size in Korea
Globalization

4,266 Large-size
Companies(0.1%)
Increase sales through global expansion.
Opportunity
4,13 SME-size.
Companies (3.1%)
Area
Succession Issue

2,23,64 Small
size companies
Corporate Restructuring
(6.7%)

Source Small and Medium Business Association ( SMBA )
(200, n 3,022,053)
Family owned businesses face challenges in

passing on ownership to later generations.
Improve operational efficiency through

corporate restructuring.
235

3
Area & Amount of Investment

Fund Type
Investment Areas (New Growth Sectors)
Green Growth Fund
Alternative Energy, Low-Emission Energy, LED Applications, Green

Transportation System
High-Tech
Convergence Fund
IT Convergence, Broadcasting/Telecom Convergence, Robotics,

Materials/Nanotechnology Convergence, Biotechnology medicine and
Medical devices
Knowledge-based
Service Fund
Contents and Software
Contents and software may be considered as a subset of the High-Tech Convergence

Fund at the discretion of the fund manager.
Seed money from Korean Government(00) : 110 billion won

(approx. USD million)
Total amount of fund expected(00) : 50 billion won
(approx. USD 00 million)
7

4
Eligible Candidates (Entity Type)

Foreign investors are eligible to participate in the fund as Limited partners (LPs) or General
partners (GPs).
In 200, 35 proposals from 51 fund managers (including 11 foreign fund managers) were
submitted. (Competitive rate 71)
Entity Type
Investment Vehicle (Korean law)
PEF (Private Equity Fund)
PEF corporation as defined by Article 26 of the Capital Market

and Financial Investment Business Act
New Technology Limited

New Technology Limited Partnership as defined by Article 41
Partnership
Clause 3 of the Credit Specialized Financial Business Act
The above list is not exclusive, and may be expanded at the discretion of the KIAT.
Venture Limited Partnership as defined by Article 10 of the
Venture Limited Partnership
Support for Small and Medium Enterprise Establishment Act

5
Fund structure
KIAT Capital Commitment

Fund manager s Capital
Commitment
Size of the Fund
Mandatory Investment
Ratio
Term
Draw Down
Up to 20% of the aggregate capital commitments

Minimum 1% (or more) of the aggregate capital commitments
The minimum aggregate capital commitment should be more than KRW
100 billion (approx. US$0 million)
A minimum of 50% of the total fund must be invested in
New Growth Sectors as designated by the Korean Government
years until dissolution, 2-year extension is available
Capital Call (Capital commitments shall be drawn down
as close as possible to the time such funds are required)
Commitment Period (Investment period) Maximum 2.5% of the aggregate
capital commitments (payable quarterly in advance)
Management Fee
* After Commitment Period One of the following two options Maximum 2.5% of the invested amount (quarterly average balance)
An incremental decrease in the fee rate over the life of funds
maximum 2.5%
Investment Period
- 4 years (for an -year term), 5 years (for a 10-year term)

6
Fund structure
Distributions
Each investor will receive an amount equal to all capital contributions they
made.
Hurdle Rate (IRR) Minimum 5%
Carried interest for fund managers 20% of the amount in excess of the
hurdle rate
The option to acquire the shares held by the Korean government , within
the commitment period, is offered to both GPs and LPs.
(Minimum rate of 5year treasury bond +1%)
Keyman Clause
The designated keymen are prohibited from making any further new
investments or raising a new fund until 70% of the total fund has been
invested out.
Geographic Focus
A minimum requirement of 0% of the total fund must be invested in Korean

companies (this includes foreign companies registered in Korea, joint venture
with foreign companies, and overseas based Korean companies).
This
requirement will be lowered to 60%, if at least 30% of the total fund amount is
derived from foreign investors.
10
III. Winners of 200 (2)

1
IBK-AUCTUS Consortium (Green Growth Fund)
Green Growth Fund

(approx. $80 million)
Deal Sourcing
Value Add
Globalization
Exit
Global Green
Company
11

2
KDB-Daewoo Securities Consortium

(Green Growth Fund)
Consortium
Deal Sourcing
(SK Energy, LG,
Samsung etc.)
23 Years old of private

equity experience
Global Networking &

Technical Support
Green Growth Fund
Alternative Energy, Low-Emission Energy, LED Applications, Green
Transportation System etc.
12

3
STIC Investments (High-Tech Convergence Fund)
Local Investors
Global Investors
Korean Government
(KIAT)
Financial/Strategic
Investors
Pension Fund
Local Bank
Large Corporates
Parallel Fund
STIC
IT Convergence
Fund
(Local Fund)
STIC
Asia Mid Market
PE Fund II
(Global Fund)
Financial Institutions/
FoF/HNWI
Europe
North America
Asia
Middle East
High-Tech
Convergence Fund
(approx. $ 10 million)
IT convergence, broadcasting/telecom convergence, robotics,
materials/nanotechnology convergence, biotechnology medicine
and medical devices, etc.
13

4
KTB (High-Tech Convergence Fund)

Sponsor
(KTB, !)
Advisory
Council
General Partner
(Joint Venture)
Limited
Partners
Offshore
Investment
Fund
Fund
Management
Company
High-Tech Convergence Fund

Company A
Company B
Company C
Company D
14

5
BURRILL-KB KOREA (Bio Fund)

200 NEW GROWTH ENGINE INVESTMENT FUND
BURRILL-KB KOREA Fund I

Investment Consulting &
Global Network
Co-Fund Management
KB INVESTMENT
Strong financial network of KB

Financial Group
and many more
BIO Fund
(approx. $ 80 million)
Global Top-tier Bio-Medical

Investment Company
Biotechnology medicine and Medical devices, Bio-Similar, Pharmaceutical

companies, Bio new productive development projects, etc.
15
DIEZ RAZONES PARA ROADMAP

________________________________________
Desarrollo y gestin de productos exitosa requiere que un equipo de producto a manejar
las complejidades de la produccin de una serie de productos a los costos adecuados, con
las caractersticas adecuadas, y el uso de las tecnologas ms adecuadas. ProductoTecnologa Roadmapping lidera un equipo para crear un plan que integre las necesidades
de mercado y del cliente, la evolucin del producto y la introduccin de nuevas tecnologas
en el comienzo de su viaje de desarrollo. La hoja de ruta se asegura de que las lagunas en
el plan se identifican y se pueden cerrar cuando sea necesario en el futuro. Tambin sirve
como una gua para el equipo durante el viaje, lo que les permite reconocer y actuar sobre
los eventos que requieren un cambio de direccin. Y las hojas de ruta se comunican el plan
del equipo para los tomadores de decisiones de cartera, a los clientes ya los socios y
proveedores.
1. Roadmapping es slo una buena planificacin, para todas las reas que contribuyen a
una exitosa lnea de productos. El proceso de hojas de ruta conduce un equipo de
planificacin multidisciplinario a fin de examinar plenamente el potencial de las
estrategias competitivas y formas de implementar esas estrategias. Decisiones
tecnolgicas se hacen como parte integrante del plan, no slo una idea de ltimo
momento.
2. Roadmaps incorporan un elemento explcito de tiempo. Roadmapping ayuda al equipo
asegrese de que van a tener las tecnologas y capacidades en el momento en que se
necesitarn para llevar a cabo su estrategia.
3. Roadmaps Vincular la estrategia de negocio y de mercado de datos con las decisiones
de productos y tecnologa. Roadmapping pide un equipo para ser especfico con
respecto a las caractersticas o de las prestaciones previstas en trminos de valor para
los clientes.
4. Roadmaps revelan deficiencias en los planes de producto y tecnologa. Las reas donde
se necesitan planes para alcanzar los objetivos se hacen evidentes de inmediato, y se
pueden rellenar antes de que se conviertan en problemas.
5. Roadmaps prioridad a las inversiones en base a los conductores. En cada etapa del
proceso de hojas de ruta, la atencin se centra en las pocas cosas ms importantes: las
necesidades del cliente, drivers de productos o inversiones en tecnologa. El equipo se
llev a identificar, implementar, desarrollar o adquirir las cosas ms importantes en
primer lugar, el gasto de tiempo y recursos de la mejor manera. Tambin, con un
conjunto de planes de trabajo en un formato comn, los tomadores de decisiones
cartera estn mejor equipados para hacer las compensaciones y las opciones que
cumplan con los objetivos de la corporacin.
6. Roadmapping ayuda a establecer metas ms competitivos y realistas. Objetivos de
rendimiento del producto se establecen en trminos de la industria panorama
competitivo. Por ejemplo, curvas de experiencia son una herramienta especialmente
til para establecer objetivos basados industria. Reconociendo que una estrategia de
producto ganador por lo general no puede ser todo para todas las personas, el equipo
establece objetivos para dirigir, mantener la paridad, o quedarse competidores en
reas especficas.
7. Planes de trabajo proporcionan una gua para el equipo, lo que permite al equipo
reconocer y actuar sobre los eventos que requieren un cambio en la direccin. Parte
del proceso de desarrollar un plan de trabajo es crear una hoja de ruta de riesgos,
identificando aquellos eventos o cambios en las condiciones que sealan la necesidad
de reevaluar y revisar el plan durante el viaje de desarrollo.
8. hojas de ruta Sharing permite el uso estratgico de la tecnologa a travs de lneas de
productos. Revisiones Crossroadmap miran a travs de los planes de varias lneas de
productos para encontrar las necesidades comunes, las capacidades que se pueden
aprovechar, o los costos de desarrollo que se pueden compartir. Planes de trabajo
ROADMAP
Pgina 1
tambin pueden apoyar a una base de datos corporativa comn de las tecnologas
disponibles o necesarios.
9. Roadmapping comunica negocios, la tecnologa y el producto previsto, los miembros
del equipo de gestin, clientes y proveedores. Con una hoja de ruta, un equipo puede
explicar claramente a los clientes y proveedores en los que se van. Una hoja de ruta
ofrece a los clientes la informacin que pueden utilizar en su propia planificacin, y se
puede utilizar para solicitar su reaccin y orientacin. Con los proveedores, una hoja
de ruta es un marco para el establecimiento de la asociacin y las direcciones. La hoja
de ruta tambin le dice al mayor equipo de desarrollo, la gestin empresarial, y otros
equipos de desarrollo donde se dirige la lnea de productos.
10. Por ltimo, las hojas de ruta se basa el equipo de desarrollo. El proceso roadmapping
construye un entendimiento comn y la propiedad compartida del plan, incorporando
ideas y puntos de vista de los miembros del equipo que representan las muchas
funciones que intervienen en un proceso de desarrollo exitoso.
ROADMAP
Pgina 2
Qu es una hoja de ruta del producto? Qu es un plan de trabajo de ingeniera?

Hojas de ruta de los productos pueden ofrecer una organizacin, sobre todo un desarrollo
de software uno, con la diferencia fundamental entre el xito y el fracaso en la
comercializacin y distribucin de software, servicios o productos en el mercado.
Aunque normalmente la competencia de un gerente de producto o director, otro directivo
(proyecto, programa) o ejecutivo tambin puede ser acusado de preparar y presentar un
plan de producto o la ingeniera, y si se prepara correctamente, puede ser muy eficaz.
Los beneficios de los planes de trabajo pueden incluir la retencin de los principales
clientes, socios de negocio y canales, y la ingeniera de productos y hojas de ruta
hbilmente puede guiar los esfuerzos estratgicos de una empresa de planificacin e
ingeniera.
Por sorprendente que pueda parecer, me he encontrado con frecuencia, dentro de las
organizaciones de desarrollo que he trabajado en el rea de Boston, la falta de tipos de
artefactos estoy a punto de describir. La falta de planes de productos y de ingeniera que
son accesibles a los espectadores, fcil para los presentadores que utilizan en sus cubiertas
de diapositivas y demos, y visualmente lo suficientemente atractivo y lo suficientemente
comprensible para que el pblico pueda agarrar los conjuntos de caractersticas y plazos
mostrados a ellos es una de las principales causas de planificacin y el fracaso del
proyecto.
Es fcil de visualizar, una vez que hemos entrado en un poco ms detalle en relacin con
los diferentes tipos de hojas de ruta de productos e ingeniera, la forma de proyectos y
planificacin de productos intentos de las empresas sin estos tipos de resultados (o el de
la casa requiere de habilidades para preparar incluso tales artefactos) fracasan
miserablemente. Los programadores de computadoras no son los mejores recursos, en
general, hacer un llamamiento a producir este tipo de artefactos, ni son ingenieros que han
sido promovidos a puestos de direccin. Tpicamente los mejores preparadores de
documentos hoja de ruta ser desde el mundo de los negocios o de gestin, o tener un
conjunto de habilidades diferentes que puedan estar basada en la ingeniera, pero
definitivamente necesita personas que puedan generar documentos de negocios de forma
rpida y eficaz.
Tener gente que son muy conocedores y expertos con programas de diseo grfico como
Adobe Photoshop, Illustrator y Visio Microsoft pueden acelerar el proceso de creacin del
plan de trabajo tremendamente. Cuando haya encontrado el recurso interna derecha o
equipo para crear estos documentos la hoja de ruta, usted lo sabr, como las personas
adecuadas ya poseern una cierta cantidad de experiencia con la creacin de plan de
trabajo y estrategia de negocio de contenidos.
No es suficiente, por favor tenga en cuenta, por una empresa para "cambio corta" la
produccin de estos documentos la hoja de ruta, porque es slo a travs de la creacin
repetida de documentos hoja de ruta, ya travs de su constante actualizacin y presentar
al pblico interno y externo, ser su organizacin ser capaz de aumentar su capacidad
para producir documentos rpidamente la hoja de ruta.
Un catlogo completo de documentos de ingeniera y planificacin de producto debe ser
creado: el tiempo. Si su empresa no puede montar a esfuerzos tales concertadas de
creacin de documentos debido a problemas de dotacin de personal, simplemente cree lo
que puedas. Cereza elegir el tipo de documento de hoja de ruta crees que crear el mximo
valor para sus propias necesidades de organizacin de mi lista detallada a continuacin.
ROADMAP
Pgina 3
Un ejemplo de una hoja de ruta de Microsoft

Podra muy bien ser que las necesidades de su organizacin para un documento de hoja de
ruta se ven empaadas por el departamento de ventas o la gestin de la empresa
exigiendo una ingeniera o roadmap de producto (a veces en apoyo de los esfuerzos de
ventas) bajo-la-gun. No temas: yo no slo he proporcionado la informacin que necesita,
tengo un montn de ejemplos e imgenes de producto y planes de trabajo de ingeniera,
as como Microsoft Visio y Excel plantillas para documentos hoja de ruta simples y
complejos. Puede utilizar estas plantillas de Microsoft Excel plantilla roadmap de producto
y Visio Microsoft roadmap de producto para crear su producto o ingeniera hoja de ruta
rpida, evitando problemas slo cuando ests empezando.
Si usted es un profesional de la gestin de productos, y que tienen la tarea de la
responsabilidad por el xito final de una lnea de productos o esfuerzo de ingeniera para
su empresa, es de suma importancia que usted produce un documento de hoja de ruta que
puede impulsar la estrategia, proporcionar una idea clara de hacia dnde se dirige con sus
esfuerzos o producto (s), y se pueden compartir fcilmente con grupos de inters internos
y externos y los socios de negocios y los analistas, incluso la prensa.
Un documento de planificacin de producto o de ingeniera puede ser apropiado cuando
usted est solicitando el apoyo a la pre-venta o el esfuerzo de ventas para su organizacin.
Demos, presentaciones, notas de prensa, los inversores y reuniones de negocios son todas
muy buenas ocasiones para los planes de productos o de ingeniera para asegurar a los
clientes, socios y empleados que no hay un plan coherente y convincente de la accin y la
gua para los esfuerzos de planificacin e ingeniera de recursos.
Hay una amplia variedad de diferentes nombres y definiciones para todo tipo de
documentos la hoja de ruta. El principio importante que se adhieren a es que debe
encontrar y adaptar el tipo de documento de hoja de ruta que se sienta cmodo y que te
encuentras obras para usted.
Cules son los diferentes tipos de hojas de ruta de productos? Cules son los diferentes
tipos de planes de trabajo de ingeniera?
Hablando en general, hay cinco tipos principales de documentos hoja de ruta:
hojas de ruta de productos,
planes de trabajo de la plataforma,
las hojas de ruta de mercado,
planes estratgicos,
planes de trabajo de la vista, y
la tecnologa o ingeniera hojas de ruta.
Puede, por supuesto, mezclar y combinar estos tipos de hoja de ruta para satisfacer las
necesidades de su organizacin.
Cmo se crea un mapa de productos? Cmo se crea una hoja de ruta de la ingeniera?
Hay ocho pasos que siempre sigo cuando me preguntan para crear cada uno de estos tipos
de documentos hoja de ruta - usted puede mezclar esta lista de medidas con sus propias
ideas y experiencias en la creacin de documentos de hoja de ruta:
ROADMAP
Pgina 4
1. Decidir sobre el tipo de documento hoja de ruta que va a utilizar en base a su

necesidad individual de un documento de hoja de ruta.
2. Piense en la cantidad de tiempo y esfuerzo, as como el nivel de detalle, crees que va a
ser necesario para que usted pueda invertir, o que usted se preocupa de invertir en la
creacin de su tipo de documento del programa elegido.
3. Brainstorm sobre las fuerzas o tendencias significativas que usted puede ser que desee
representar en su documento de hoja de ruta. Estos podran incluir avances tcnicos,
las fuerzas del mercado, y mueve la competencia ha hecho recientemente.
4. Elicitate los requisitos precisos del documento hoja de ruta de los grupos de inters
internos primarios en el proyecto, y el documento y dar prioridad a las necesidades,
teniendo cuidado de establecer y mantener la trazabilidad.
5. documentos Hoja de ruta del producto estn intrnsecamente relacionados con el
tiempo, por lo que piensan acerca de la lnea de tiempo que desee utilizar y
representar en el documento.
6. Piense en la impresin de su estrategia har y cmo quiere presentar esa estrategia en
su documento de hoja de ruta. Este es uno de los propsitos centrales del documento
que est preparando, para demostrar que tiene una estrategia y est planeando
implementar bien y para programar.
7. A veces puedo crear un documento de hoja de ruta interna y lo distribuir a los grupos
de inters internos primarios dentro de mi organizacin para su revisin y
comentarios. Despus de recoger los comentarios del equipo del proyecto con
respecto a la hoja de ruta interna, hay una buena base para redactar el documento de
hoja de ruta externa.
8. Este enfoque colaborativo es fundamental para la obtencin de apoyo por parte de la
alta direccin, as como el equipo del proyecto de documento hoja de ruta. Este
mtodo tambin evita sorpresas y revisiones de ltimo minuto. Las discusiones en
torno a la creacin de documentos de hoja de ruta pueden ayudar a solidificar la
direccin de la empresa y aclarar las intenciones de la administracin a los empleados
de manera muy eficaz.
Priorizar e ingeniera de productos caractersticas hoja de ruta
Probablemente hay potencialmente muchas caractersticas que usted podra elegir para
destacar como parte de su documento de planificacin de producto o de la ingeniera. Sin
embargo, en aras de la brevedad y la claridad, deber dar prioridad a las caractersticas
que se incluyen en cada una de sus presentaciones de productos o servicios futuros o
versiones de software y que aparece en su hoja de ruta.
Siempre he encontrado que un documento matriz de priorizacin es la mejor apuesta para
la seleccin efectiva y colaborativo caracterstica para su inclusin en un documento de
hoja de ruta. Otro programa de hoja de clculo Microsoft Excel o funciona muy bien para la
preparacin de este tipo de documento. La matriz debe contener informacin sobre los
componentes tales como importancia startegic, importancia tctica para el ciclo de
liberacin actual, el nivel desireability cliente, retener amenaza los ingresos de la
insatisfaccin del cliente, impacto en los ingresos, la fuente y la fecha de la funcin, la
liberacin planificada, etc.
Los temas pueden ser utilizados para categorizar las principales tendencias de entidad que
usted comienza a ver emerger de su matriz de priorizacin. Clasifique como caractersticas
en los temas a continuacin, seleccione uno o unos pocos temas importantes para
representar grficamente en sus documentos de hoja de ruta.
Ciclos de lanzamiento temporizadas utilizan la escala de tiempo a lo largo del borde de su
documento de hoja de ruta para mostrar cundo caractersticas estarn disponibles. Este
tipo de documento del programa es conducido por tiempo y no por caractersticas. Una
ROADMAP
Pgina 5
vez que el intervalo de liberacin se decide, a continuacin, la lista de caractersticas se

divide entre los lanzamientos se planifican estas caractersticas que estn disponibles con.
La tcnica caracterstica de oro es uno donde cada versin se rige principalmente por una
caracterstica importante o central. Una vez que haya selcted la caracterstica de oro para
cada lanzamiento de un producto o servicio que usted est tratando de mostrar en su
documento de hoja de ruta, entonces usted ser capaz de centrar la atencin de la
audiencia en que una caracterstica, y poner de relieve que en todos sus esfuerzos de
planificacin continas para esa versin.
El uso de mltiples documentos hoja de ruta
La combinacin de unos pocos o varios tipos diferentes de documentos de hoja de ruta
pueden mejorar mucho su presentacin, demostrando que usted sabe dnde est su
compaa est dirigida y por qu es que usted ha elegido para seguir una determinada
estrategia. Una hoja de ruta visin podra ser utilizada para abrir la presentacin, que
muestra las tendencias de la sociedad en general que est afectar los niveles de su
mercado. Una hoja de ruta tecnolgica podra entonces ser mostrado a su pblico que
refleja cmo su empresa y sus productos estn sacando provecho de las tendencias
tecnolgicas en el mercado. Entonces es el momento para que usted pueda mostrar sus
planes de productos internos y externos, y tal vez su plan de trabajo de ingeniera que
muestra sus emisiones programadas y cuando ciertos conjuntos de caractersticas estarn
disponibles.
Mostrando mltiples lneas de productos en los documentos la hoja de ruta
Puede que tenga que mostrar unos pocos o varios de sus lneas de productos en una hoja
de ruta, con el fin de representar visualmente cmo cada una de sus lneas de producto
evolucionar de acuerdo con una tendencia de tecnologa o el mercado. Esto es muy fcil
de lograr; basta con crear un documento de hoja de ruta para una de sus lneas de
productos o servicios, y luego usar esa lnea un producto como una plantilla para mostrar
a los dems en su documento nico hoja de ruta.
He encontrado que es til en muchos casos para crear una matriz de priorizacin, como la
que mencion en otra parte de este artculo en relacin con las caractersticas para
mostrar en sus documentos de hoja de ruta. Tambin puede crear una matriz de
priorizacin lnea de productos que se puede utilizar para la discusin y colloboration con
sus grupos de inters internos.
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Pgina 6
ROADMAP
Pgina 7
ROADMAP
Pgina 8
Una hoja de ruta de productos que muestra mltiples lneas de productos

Probar y decidir sobre qu proyectos, productos o servicios que su empresa est llevando
a cabo, que son los ms importantes para su empresa, cules deben ser financiados y
dotados de recursos, y cules se deben cortar. Potencial de ingresos, posicionamiento en el
mercado, la importancia estratgica de la empresa, y las interdependencias pueden y
deben ser trazados a cabo en esta matriz. Una vez que haya decidido qu productos quiere
representar en su documento de hoja de ruta, es un asunto sencillo para modificar su
formato para incluir mltiples lneas de productos en una sola hoja de ruta.
Cinco consejos para crear hojas de ruta de productos
Aqu hay algunas mejores prcticas ms que he descubierto a lo largo de mi carrera de
preparacin de documentos gua de productos.
Es esencial que te das cuenta desde el principio que cuando se trabaja con un
(programador) audiencia tcnica en determinados entornos de trabajo, puede haber un
poco de resistencia o friccin se origina dentro de los departamentos internos o grupos de
productos a su propia compaa que tendr que superar.
Muchos grupos de inters internos pueden ofenderse en el punto en el ciclo de liberacin
de ciertas funciones estn programadas para el lanzamiento en el documento hoja de ruta,
es posible que afirman fuertemente o incluso grosera que su presentacin sea falsa o
Conjuntos de funciones que se est comprometiendo pblicamente a no estarn
disponibles.
Es importante que usted est siempre dispuesto a proporcionar el razonamiento por qu
los planes de trabajo son necesarios, y por qu la gestin sin dichos documentos, en ciertos
niveles de la empresa, se hace insostenible.
1. Asegrese de que colloborate temprano con su equipo. Sus posibilidades de ser capaz de
asegurar mxima aceptacin por parte de los diferentes grupos constiuency internos
dentro de su empresa sube considerablemente si han sido incluidos desde el inicio del
proyecto de documento hoja de ruta.
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Pgina 9
2. Utilice siempre nombres de cdigo en sus documentos de hoja de ruta hasta que hayan
sido aprobados por el equipo de alta direccin para su divulgacin al pblico en general.
Usted no puede estar seguro de que sus documentos la hoja de ruta no se filtraron, incluso
por los altos directivos. Usted puede revisar los nombres en clave a producto final y
nombre de los proyectos cuando son aprobados.
3. comunicados de menores y, comunicados internacionales localizadas a veces no se
muestran en las hojas de ruta de productos o de ingeniera, y que se deben incluir, ya que
con frecuencia entran en el seguimiento de las conversaciones.
4. Crear documentos de hoja de ruta para un pblico interno que son muy especficos en la
informacin y las fechas; documentos hoja de ruta destinada a un pblico externo deben
redactarse en un lenguaje ms vago y terminologa.
5. Presente sus documentos hoja de ruta como documentos editables de adobe pdf - esto
evitar que otras partes internas de su empresa de tomar los documentos de hoja de ruta y
la alteracin de ellos - estas alteraciones pueden aparecer desagradablemente tarde
durante el proyecto (s) como un compromiso hecho a un cliente o cliente por un alto
directivo o ejecutivo, as que tenga cuidado para evitar este escenario.
Ejemplos de documentos internos y externos hoja de ruta

Hojas de ruta de producto
Microsoft SQL roadmap de producto de servidor
Si usted necesita para mostrar a su pblico cuando las nuevas caractersticas de su
producto estarn disponibles, lo que ser el tema o las caractersticas principales y
secundarias de la versin del producto o prximos lanzamientos, a continuacin, un plan
de trabajo eficaz producto debe ser su herramienta de eleccin.
Hojas de ruta de productos internos pueden ser utilizadas para comunicar el presupuesto,
planificacin de recursos, la prioridad del proyecto y planificacin de entregas a los
empleados y jefes de departamento. Son extremadamente eficaz para conducir los
esfuerzos para obtener financiacin de la alta gerencia o comits de accin corporativas.
Un ejemplo de una hoja de ruta de productos

Hojas de ruta de productos externos pueden ser utilizadas para apoyar los esfuerzos de
financiacin de los inversores o grupos de inversin, reuniones de socios de negocios.
Documentos y diapositivas hoja de ruta de productos externos pueden ser usados para
reforzar los comunicados de prensa pblica y conferencias de prensa, reuniones de
analistas y conferencias telefnicas o transmisiones por Internet, los clientes y los
seminarios web de socios de canal. Es evidente que muchas veces las hojas de ruta
externos se han refundido en un tono ms vago como resultado de votaciones hoja de ruta
interna, que es generalmente una buena cosa.
Planes de trabajo de la plataforma
Una hoja de ruta plataforma
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Pgina 10
Una hoja de ruta plataforma se utiliza para mostrar lo que ser n las obras de la
plataforma o PaaS (Platform as a Service) que una empresa en particular tiene en fase de
desarrollo. Se utilizan para comunicar la estrategia de plataforma global de esa empresa y
la disponibilidad de APIs (Interfaces de programacin de aplicaciones, bsicamente, los
plug-ins de AMD de plataforma de software de la compaa) y herramientas de desarrollo
para la plataforma de la empresa o PaaS.
Si una empresa ha desarrollado y est apoyando una plataforma en el mercado
actualmente, usted puede estar seguro de que tienen una estrategia de plataforma que se
apoya en socios y clientes que trabajan de cerca con ellos. La necesidad de comunicar la
estrategia de la plataforma de una manera clara y enfocada es muy importante. Ejemplos
de plataformas incluyen Salesforce.com (Force.com), Windoes (Windows Azure Nube),
Amazon S3 y EC2, Google, Apple Mac OS X, Apple iOS, HP webOS, y muchos otros.
Planes de trabajo Visin
Un ejemplo de visin hoja de ruta
Hay momentos en que en el inicio de una demostracin o presentacin, es necesario
destacar para su pblico cmo su producto o productos encajan en un movimiento o
tendencia dentro de la sociedad en general o inductry de su empresa en particular. Esta es
una fantstica manera en la que usted puede construir la emocin y el impulso del
mercado de los productos o servicios de su empresa al demostrar visualmente cmo
encajan en el cuadro grande.
Planes de trabajo de Marketing
Hoja de ruta de Microsoft Windows OS
Una hoja de ruta de marketing comunica a sus grupos de inters internos y externos lo que
el mercado segmenta sus productos y servicios se dirigen, y cmo va a entrar en
cualquiera de los mercados en los que actualmente no est compitiendo. Como tal, este
tipo de planes de trabajo incluyen informacin sobre la demografa y la oportunidad
tamao de cada mercado, y la informacin sobre cmo se va a desarrollar productos y
servicios para hacer frente a cada mercado. La escala de tiempo involucrada en planes de
trabajo de marketing puede abarcar aos.
Ejemplo hoja de ruta de Marketing
Una estrategia de marketing y plan de trabajo

Tecnologa e Ingeniera hojas de ruta
Tecnologa y planes de trabajo de ingeniera trazan las principales tendencias tecnolgicas
que existen en el mercado, y muestran cmo los productos y servicios de su empresa
coordinan con esas tendencias en el tiempo. Documentos Ingeniera hoja de ruta se
utilizan para comunicar conjuntos de caractersticas que estarn disponibles en ciertas
versiones. Se le aparecen las fechas de lanzamiento aproximadas de cada uno de los
prximos lanzamientos de productos de la compaa.
Una hoja de ruta tecnolgica
ROADMAP
Pgina 11
Es muy comn que una organizacin de desarrollo de software para crear y mantener
varias hojas de ruta de ingeniera, adecuados para mostrar a diversas audiencias
segmentadas de las partes interesadas internas y externas y los individuos directamente
responsables. Estos planes de trabajo de ingeniera son sper herramientas para la
actualizacin de los principales clientes y los clientes de su ciclo de lanzamiento y de gran
ayuda en el proceso de gestin del cambio.
A Microsoft Technology Roadmap

Planes de trabajo de ingeniera tambin ofrecen sus grupos internos de desarrollo, control
de calidad, probadores, programadores, analistas de negocio y de producto, gerentes de
programas y proyectos, as como de alta direccin, con vistas a la vida de desarrollo de la
empresa. Una organizacin de desarrollo que no produce este tipo de artefactos de
planificacin es esencialmente palos de ciego, ya medida que aumenta la escala (si lo
hacen escalar) como mejora su negocio, van a encontrar que carecen de los conocimientos
necesarios para planificar y manejar efectivamente las expectativas de sus clientes
productos de calidad, software y servicios as.
Plantilla de hoja de ruta del producto
Plantilla Ingeniera hoja de ruta
He incluido en este artculo muchas fotos y descripciones que se pueden utilizar para crear
sus propios documentos de la hoja de ruta de productos altamente atractivos. Deben
servir como una excelente gua para no slo los diferentes tipos de documentos de hoja de
ruta que existe aqu en el mercado, sino tambin la forma de colocar varias lneas de
productos y servicios en un documento de hoja de ruta.
Tenga en cuenta, estos son documentos vivos, y deben mantenerse y actualizarse
continuamente. No sucumba a la mxima de que el programador "No se puede planificar el
futuro". Recuerde: Los planes son intiles, la planificacin no tiene precio. La actividad de
la creacin, la discusin que rodea el proceso de hoja de ruta, son esencialmente los
componentes de planificacin de productos a largo plazo eficaz y la estrategia corporativa.
Planes de trabajo se puede utilizar para compartir informacin con los equipos internos,
componentes externos o como una herramienta de planificacin para el equipo de gestin
de producto, pero lo que usted elija, usted tiene que averiguar si usted va a hacer que el
foco de la estrategia de hoja de ruta o liberar calendario. Si se trata de estrategia, su lnea
de tiempo puede ser vago - trimestres o aos. Si se trata de calendario de publicacin, el
corto plazo tiene que ser muy especfico: la fecha exacta o el mes, pero el futuro puede ser
ms nebuloso.
Tengo incluir algunas Visio Microsoft simple y Microsoft Excel plantillas de documentos
hoja de ruta para empezar. Por supuesto, usted debe sentirse libre de utilizar las
ilustraciones y la prosa contenidas en este artculo, as como las herramientas de grficos
o de negocios de dibujo que usted se sienta cmodo, para crear sus propios formatos y
presentaciones. Algunos de mis programas favoritos para la creacin de este tipo de
artefactos con incluyen ilustrador de adobe, photoshop, Visio Microsoft, Microsoft Excel, y
CorelDraw. Tambin tengo una gran bolsa de herramientas X Linux y Apple Mac OS que
utilizo para crear documentos de hoja de ruta, adems de los que acabo de mencionar.
Software de gestin de producto, como Accept, acom, FeaturePlan, FocalPoint y otros
tambin pueden ayudarle en la creacin de documentos de hoja de ruta. Si necesita ayuda
o consejo, yo siempre estoy disponible a travs de correo electrnico o medios de
comunicacin social como LinkedIn. Si no estamos conectados en LinkedIn, por favor
enviarme una invitacin para conectarse. Y buena suerte con sus planes de trabajo!
ROADMAP
Pgina 12
roadmap_template1
Microsoft Visio Plantilla Hoja de ruta simple producto
Plantilla de Microsoft Excel Hoja de ruta del producto
Microsoft Visio Plantilla Hoja de Ruta Complejo Producto
Artculos relacionados
SVN Flashback: hojas de ruta de los productos son peligrosos (37signals.com)
El Start-Up Drive: Startups necesita planificacin. (dannedelko.com)
Quieres saber ms?

Usted est leyendo de Boston Hub Tech Insider, un blog de peluche con aos de artculos
sobre Boston startups tecnolgicos y empresas respaldadas por capital riesgo, desarrollo
de software, gestin de proyectos Agile, equipos de software la gestin, el diseo de
aplicaciones de negocio basadas en la Web, que ejecuta proyectos de desarrollo de
software con xito, comercio electrnico y telecomunicaciones.
Sobre el autor.
Soy Paul Seibert, Editor de Boston Hub Tech Insider, un Boston centr blog de tecnologa.
Puede conectar conmigo en LinkedIn, seguirme en Twitter, me siguen en Quora, incluso
amigo me en Facebook si eres genial. Soy dueo y estoy tratando de vender un edificio de
doble zonificado, residencial y comercial Oficina en Natick, MA. Tengo una formacin en el
espritu empresarial, el comercio electrnico, las telecomunicaciones y el desarrollo de
software, soy un director PMO, soy un emprendedor en serie y el co-fundador de varias de
comercio electrnico y nuevas empresas de software basados en la web, la ltima de las
cuales es Tshirtnow.net .
Fuente:
01%20ROADMAP/What%20is%20a%20Product%20Roadmap%20%20What%20is%20a
n%20Engineering%20Roadmap%20%20%20%20Hub%20Tech%20Insider.htm
++++++++++++++++++++++++
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PROCEDIMEINTO PARA HACER EL ROADMAP
Planificacin 1. Producto
Descripcin: Este es de lejos el tipo ms comn de la tecnologa de hoja
de ruta, con respecto a la insercin de tecnologa en productos
manufacturados, a menudo incluyendo ms de una generacin de
producto.
Ejemplo: Una hoja de ruta Philips, donde el enfoque ha sido
ampliamente adoptado (Groenveld, 1997). El ejemplo muestra cmo se
utilizan las hojas de ruta para enlazar tecnologa y productos desarrollos
planificados.
2. Servicio / planificacin de capacidades
Descripcin: Similar al tipo 1 (producto la planificacin), pero ms
adecuado para servicio basado en empresas, centrndose en cmo la
tecnologa apoya las capacidades organizativas.
Ejemplo: Una hoja de ruta oficina de correos / aplicacin T-Plan7
(Brown, 2001), que se utiliza para investigar la impacto de los
desarrollos tecnolgicos en el negocio. Esta hoja de ruta se centra en la
organizacin capacidades como el puente entre la tecnologa y el
negocio, en lugar de productos. 2. Servicio / planificacin de
capacidades Descripcin: Similar al tipo 1 (producto la planificacin),
pero ms adecuado para servicio basado en empresas, centrndose en
cmo la tecnologa apoya las capacidades organizativas.
Ejemplo: Una hoja de ruta oficina de correos / aplicacin T-Plan7
(Brown, 2001), que se utiliza para investigar la impacto de los
ROADMAP
Pgina 14
desarrollos tecnolgicos en el negocio. Esta hoja de ruta se centra en la

organizacin capacidades como el puente entre la tecnologa y el
negocio, en lugar de productos.
3. Planificacin estratgica
Descripcin: Incluye una dimensin estratgica, en trminos de apoyo a
la evaluacin de los diferentes oportunidades o amenazas, por lo
general en el negocio nivel.
Ejemplo: Un formato de hoja de ruta desarrollado utilizando TPlan para
apoyar la planificacin estratgica de negocios. El hoja de ruta se centra
en el desarrollo de una visin del futuro negocio, en trminos de
mercados, negocio, productos, tecnologas, habilidades, cultura,
etc. lagunas se identifican, mediante la comparacin de la visin de
futuro con la posicin actual, y opciones estratgicas exploradas para
reducir las brechas.
4. planificacin de largo alcance
Descripcin: Se extiende el horizonte temporal de planificacin, y se
realiza a menudo en el sector o nacional nivel (previsin).
Ejemplo: Una hoja de ruta desarrollado en los EE.UU. Roadmapping
Tecnologa Integrated Manufacturing (IMTR) Initiative8 (parte de una
serie).
Este ejemplo se centra en los sistemas de informacin, mostrando cmo
los desarrollos tecnolgicos es probable a converger hacia la
'informacin impulsada empresa sin fisuras '(una' pepita ').
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Pgina 15
5. Conocimiento Planificacin de activos

Descripcin: Alineacin de los activos de conocimiento y iniciativas de
gestin del conocimiento con las empresas objetivos.
Ejemplo: Esta forma de hoja de ruta ha sido desarrollado por la
Inteligencia Artificial Aplicaciones Unit de la Universidad de Edimburgo
(Macintosh et al., 1998), las organizaciones que permiten visualizar sus
activos de conocimiento crticos, y los vnculos con las habilidades,
tecnologas y competencias necesarias para satisfacer el futuro
mercado demandas.
6. Programa Planificacin
Descripcin: Aplicacin de la estrategia, y ms se relaciona
directamente para proyectar la planificacin (por ejemplo, I + D
programas).
Ejemplo: Una hoja de ruta de la NASA (una de muchas) para el
Orgenes programme9, utilizados para explorar la forma en la universo y
la vida en su interior se ha desarrollado. Este en particular hoja de ruta
se centra en la gestin del programa de desarrollo para el prximo
Telescopio Espacial Generacin (NGST), que muestra las relaciones
entre el desarrollo tecnolgico y las fases del programa e hitos.
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Pgina 16
Proceso de planificacin 7.
Descripcin: Apoya la gestin de conocimiento, centrndose en un rea
de proceso especial (por ejemplo, desarrollo de nuevos productos).
Ejemplo: Un tipo de tecnologa de hoja de ruta, desarrollado usando TPlan para apoyar el producto planificacin, centrndose en el
conocimiento fluye que son necesarios para facilitar nuevo producto
eficaz desarrollo y la introduccin, incorporando tanto tcnico como
comercial perspectivas.
Planificacin 8. Integracin
Descripcin: Integracin y / o evolucin de la tecnologa, en trminos de
cmo las diferentes tecnologas se combinan dentro de los productos y
sistemas, o para formar nuevas tecnologas (a menudo sin mostrar el
tiempo dimensin explcitamente).
Ejemplo: Un roadmap7 NASA (Programa Orgenes - ver # 6), relativa a
la gestin de la programa de desarrollo para el NGST, centrndose el
'flujo de la tecnologa', que muestra cmo la tecnologa se introduce en
la prueba y demostracin sistemas de apoyo a las misiones cientficas.
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TDR Trabajo Equipo Unsa

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INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

CURSO CALIDAD TOTAL EN LA CONSTRUCCION-MAESTRIA GERENCIA DE LA

DOCUMENTACION APLICABLE ..............................................................................................4

DESCRIPCION DEL TRABAJO POR EQUIPOS .....................................................................4

Componentes del trabajo de equipo ..............................................................................4

Trabajos taller desarrollados y a desarrollar por los equipo de trabajo...................4

Base terica de la TRM .................................................................................................. 10

Procedimiento para desarrollar los TRM .................................................................... 12

TEMAS TECNICOS APLICABLES AL CURSO .................................................................... 16

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

4. DESCRIPCION DEL TRABAJO POR EQUIPOS

4.2. Trabajos taller desarrollados y a desarrollar por los equipo de trabajo

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Trabajo taller a desarrollar entre el da 14 al 28/12/14

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

En la fotografa se observa las cabezas de los pilotes plantadas en los

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Ejemplo de disparadores en riesgos:

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Taller 06, gestin de riesgos empleando la matriz de riesgos (archivo Excel)

Completado el taller 06 el equipo proceder a cargar el software con su proyecto de

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Post Office Research - communicating & prioritising

New business Bespoke solutions Evolve

Increasing transport constraints, 12% reduction

Timed dated products

Best practice Cost reduction & efficiency improvements Ongoing

Capacity & Evolve

Flexible & dynamic

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

5.2. Procedimiento para desarrollar los TRM1

Captulo 3 Mapeo tecnolgico.

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

INFORME TRABAJO EN EQUIPO CALIDAD TOTAL EN LA CONSTRUCCION

Profesor del curso Rubn Gmez Snchez S.

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