Analysis and Observations from the First Amazon Picking Challenge

This paper presents a overview of the inaugural Amazon Picking Challenge along with a summary of a survey conducted among the 26 participating teams. The challenge goal was to design an autonomous robot to pick items from a warehouse shelf. This task is currently performed by human workers, and there is hope that robots can someday help increase efficiency and throughput while lowering cost. We report on a 28-question survey posed to the teams to learn about each team's background, mechanism design, perception apparatus, planning and control approach. We identify trends in this data, correlate it with each team's success in the competition, and discuss observations and lessons learned based on survey results and the authors' personal experiences during the challenge

Managing digital coordination of design: emerging hybrid practices in an institutionalized project setting

What happens when digital coordination practices are introduced into the institutionalized setting of an engineering project? This question is addressed through an interpretive study that examines how a shared digital model becomes used in the late design stages of a major station refurbishment project. The paper contributes by mobilizing the idea of ‘hybrid practices’ to understand the diverse patterns of activity that emerge to manage digital coordination of design. It articulates how engineering and architecture professions develop different relationships with the shared model; the design team negotiates paper-based practices across organizational boundaries; and diverse practitioners probe the potential and limitations of the digital infrastructure. While different software packages and tools have become linked together into an integrated digital infrastructure, these emerging hybrid practices contrast with the interactions anticipated in practice and policy guidance and presenting new opportunities and challenges for managing project delivery. The study has implications for researchers working in the growing field of empirical work on engineering project organizations as it shows the importance of considering, and suggests new ways to theorise, the introduction of digital coordination practices into these institutionalized settings

The complex interaction between Global Production Networks, Digital Information Systems and International Knowledge Transfers

Traditionally many studies of knowledge in economics have focused on localized networks and intra-regional collaborations. However, the rising frequency by which firms collaborate within the context of global networks of production and innovation, the increasingly intricate divisions of labor involved and the extensive use of the Internet to facilitate interaction are all relatively novel trends that underline the importance of knowledge creation and flows across different locations. Focusing on this topic, the present chapter examines the complex interactions between global production networks (GPN), digital information systems (DIS) and knowledge transfers in information technology industries. It seeks to disentangle the various conduits through which different kinds of knowledge are transferred within such networks, and investigate how recent generations of DIS are affecting those knowledge transfers. The paper concludes that the dual expansion of GPN and DIS is adding new complexity to the practice of innovation: To access knowledge necessary for sustained creativity firms often have to link up with remote partners in GPN, but to be able to absorb and utilize this knowledge, they also frequently have to engage in local interactive learning processes. These local- global linkages - and the various skills necessary to operate them - are strongly interdependent, mutually reinforcing and critical for the development and maintenance of innovation-based competitiveness.

Challenges of open innovation: the paradox of firm investment in open-source software

Open innovation is a powerful framework encompassing the generation, capture, and employment of intellectual property at the firm level. We identify three fundamental challenges for firms in applying the concept of open innovation: finding creative ways to exploit internal innovation, incorporating external innovation into internal development, and motivating outsiders to supply an ongoing stream of external innovations. This latter challenge involves a paradox, why would firms spend money on R&D efforts if the results of these efforts are available to rival firms? To explore these challenges, we examine the activity of firms in opensource software to support their innovation strategies. Firms involved in open-source software often make investments that will be shared with real and potential rivals. We identify four strategies firms employ – pooled R&D/product development, spinouts, selling complements and attracting donated complements – and discuss how they address the three key challenges of open innovation. We conclude with suggestions for how similar strategies may apply in other industries and offer some possible avenues for future research on open innovation

THE COLUMBUS GROUND SEGMENT – A PRECURSOR FOR FUTURE MANNED MISSIONS

In the beginning the space programs were self standing national activities, often in competition to other nations. Today space flight becomes more and more an international task. Complex space mission and deep space explorations are not longer to be stemmed by one agency or nation alone but are joint activities of several nations. The best example for such a joint (ad-) venture at the moment is the International Space Station ISS. Such international activities define complete new requirements for the supporting ground segments. The world-wide distribution of a ground segment is not any longer limited to a network of ground stations with the aim to provide a good coverage of the space craft. The coverage is sometimes – like for the ISSanyway ensured by using a relay satellite system instead. In addition to the enhanced down- and uplink methods a ground segment is aimed to connect the different centres of competence of all participating agencies/nations. From the space craft operations point of view such transnational ground segments are required to support distributed and shared operations in a predefined decision/commanding hierarchy. This has to be taken into account in the technical topology as well as for the operational set-up and teaming. Last not least increases the duration of missions, which requires a certain flexibility of the ground segment and long-term maintenance strategies for the ground segment with a special emphasis on nonintrusive replacements. The Russian space station MIR has been in the orbit for about 15 years, the ISS is currently targeted for 2020, to be for over 20 years in space

Coordination In Large Agile Projects

Faced with rapid changes in technology and business environments, more and more information technology (IT) practitioners and researchers are advocating agile methods, which aim to increase customer satisfaction, eliminate waste, accelerate the development process, and lower defects rates. Agile methods, which initially were aimed at small projects, face several challenges when applied to large software projects, however. Concentrating on the challenges of coordinating large agile projects, this study identifies three dimensions of coordination--decision-making structure, communication, and control—and proposes a research framework and a set of propositions to address coordination challenges in large agile projects. Three published case studies are used to illustrate and strengthen the propositions