Diane E. Bailey is Assistant Professor of Management Science and Engineering at Stanford University, where she is affiliated with the Center for Work, Technology and Organization. Her research focuses on technical work and workplaces. In 1997, she published with co-author Susan Cohen a review of the team literature. Her doctoral study of teams in semiconductor manufacturing yielded a best paper award in IEEE Transactions on Engineering Management and the 1995 Institute of Industrial Engineers Dissertation Award. Her work has appeared in engineering and organizational journals, including Organization Science, IIE Transactions, Journal of Management, Journal of Organizational Behavior, and IEEE Trans. on Semiconductor Manufacturing.

Stephen R. Barley is the Charles M. Pigott Professor of Management Science and Engineering and the co-director of the Center for Work, Technology and Organization at Stanford's School of Engineering. He teaches courses on the management of research and development, the organizational implications of technological change, organizational behavior, social network analysis, and ethnographic field methods. Before coming to Stanford in 1994, he served on the faculty of the School of Industrial and Labor Relations at Cornell University. He was a member of the Board of Senior Scholars of the National Center for the Educational Quality of the Workforce, and he co-chaired the National Research Council and the National Academy of Science's committee on the changing occupational structure in the United States. The committee's report, "The Changing Nature of Work," was published in 1999.

He has written extensively on the impact of new technologies on work, the organization of technical work, and organizational culture. He edited a volume on technical work titled Between Craft and Science: Technical Work in the United States, published in 1997 by Cornell University Press. Currently, he is working on a multi-pronged study of contingent work among engineers and software developers in the Silicon Valley. He currently serves as the academic editor of the Stanford Social Innovation Review. From 1993 to 1997 he was editor of the Administrative Science Quarterly, and he has served on the editorial boards of the Academy of Management Journal, The Journal of Management Studies, and Organization Science.

He holds a PhD in organization studies from the Massachusetts Institute of Technology, and has received the Academy of Management's New Concept Award.

Robert Carlson is a professor in the Management Science and Engineering Department of the Stanford University School of Engineering and is a former chair of the Industrial Engineering and Engineering Management Department. In addition, he is a professor by courtesy in the Stanford Graduate School of Business. He has also held visiting faculty positions at the University of California-Berkeley, at the Amos Tuck Business School at Dartmouth College, and at the International Management Institute in Geneva, Switzerland. He lectures in and directs executive seminars and other programs throughout the world. He has also consulted for several private firms and public organizations in the areas of new product development, manufacturing strategy, scheduling, facilities planning, and cost analysis. He worked as a member of the technical staff at Bell Laboratories in the Operations Analysis and Economic Studies Center.

Bob's primary teaching and research interests are the creation of analytical models of production scheduling and control systems, distribution systems, and multi-objective decision systems. His work formulates actual problems as models that may be solved by mathematical algorithms. He has published approximately sixty articles and technical reports in professional journals, including Operations Research, Management Science, IIE Transactions, Journal of Operations Management, and Journal of Financial and Quantitative Analysis.

Bob has a PhD and an MS in operations research from The Johns Hopkins University and a BS in mechanical engineering (with distinction) from Cornell University. He is the recipient of the prestigious School of Engineering Tau Beta Pi Award for Excellence in Undergraduate Teaching and the Eugene L. Grant Teaching Award.

Curtis R. Cook is Associate Consulting Professor at Stanford University's School of Engineering, and a Professional Associate at IPS. He has consulted with industry and governments around the world in the areas of leadership development and program management. He has written over 25 scholarly articles on program and project management, contracts management, leadership and decision-making. His book, Just Enough Project Management, published by McGraw-Hill in 2005, has been translated into Chinese, Japanese, and Spanish. Dr. Cook has held a number of executive positions, including president of Provant Project Management, president and CEO of Novations Project Management, president of the Project Management College, and senior vice president for Educational Services Institute. He completed a career with the United States Air Force in 1991, where he served as a program manager and contracting officer and in a number of other operations and leadership positions. At the Air Force Institute of Technology, he was chair of the Systems Acquisition Management Department and professor of systems management. Dr. Cook has a PhD from the George Washington University, an MBA from the University of Utah, and a bachelor's degree from the University of Oklahoma. He is a graduate of the Defense Systems Management College and is a certified Project Management Professional (PMP®).

Martin Fischer is an associate professor in the Civil and Environment Engineering Department of the Stanford University School of Engineering. His research goals are to improve the productivity of project teams involved in designing, building, and operating facilities and to enhance the sustainability of the built environment. His work develops the theoretical foundations and applications for virtual design and construction (VDC). VDC methods support the design of a facility and its delivery process, and help reduce the costs and maximize the value over its lifecycle. Fischer's research has been used by many small and large industrial government organizations around the world.

Martin received his PhD from Stanford University.

Pamela Hinds is an assistant professor in the Management Science and Engineering Department of the Stanford University School of Engineering, and is a member of the School's Center for Work, Technology and Organization. She studies the interplay between information technologies, information sharing, and human judgment. Currently, she is conducting research on the effect of geographic distribution on work, teams, cognitive and motivational inhibitors to using and sharing expertise, and workers' social and cognitive responses to autonomous agents. She has also studied the effect of intellectual property agreements on sharing, and the limitations of expertise.

She is the co-editor (with Sara Kiesler) of Distributed Work (MIT Press, 2002), which takes a multidisciplinary approach to the study of distributed work groups and organizations, the challenges inherent in distributed work, and ways to make distributed work more effective. Contributors to the book include psychologists, cognitive scientists, sociologists, anthropologists, historians, economists, and computer scientists.

Pamela has a PhD in organization and management science from Carnegie Mellon University, an MS from the University of San Francisco, and a BA from Claremont McKenna College.

Thomas Kosnik is a consulting professor in the Management Science and Engineering Department at Stanford University. His teaching experience includes Global Entrepreneurial Marketing, Global Entrepreneurial Leadership, Global Project Coordination, and Strategy for Technology Based Companies. Kosnik is also a managing director with TCG Advisors where he helps clients to develop and execute strategy, manage their portfolio of global customers, launch global products, and manage global projects. He also helps senior executives to coach their teams, develop the next generation of leaders, and recruit world class talent.

Gideon Kunda is an internationally recognized expert in the area of organizational culture. He received his PhD in management and organization studies from the Sloan School of Management at MIT in 1987, and he currently teaches in the department of Labor Studies at Tel Aviv University. Kunda has lectured widely on culture, culture management, and culture change in the United States, Europe, and Israel.

His book Engineering Culture: Control and Commitment in a High-Tech Corporation was chosen as Book of the Year by the American Sociological Association's Culture Section in 1994 and has been translated into Japanese, Italian and Hebrew. He co-wrote Gurus, Hired Guns and Warm Bodies: Itinerant Experts in a Knowledge Economy (with Stephen Barley), which examines the social organization of temporary work among engineers in Silicon Valley. Kunda is one of the world's leading authorities on organizational ethnography, and is presently interested in globalization processes in organizations and in new work forms in the knowledge economy.

Hau L. Lee is the Thoma Professor of Operations, Information and Technology at the Graduate School of Business at Stanford. He is also the founder and director of the Stanford Global Supply Chain Management Forum, an industry-academic consortium that advances the practice and theory of supply chain management.

His research interests include global logistics and supply chain management, ebusiness, product/process design and supply chain performance, inventory planning and control, and manufacturing and distribution strategies. He has published widely in journals such as Management Science, Harvard Business Review, Sloan Management Review, and IIE Transactions, and he has served on the editorial boards of many international journals. Companies such as Hewlett-Packard, Microsystems, Apple Computer, IBM, General Motors, Xilinx, Andersen Consulting, McKesson, and Motorola have benefited from his consulting services. He has also taught production management and strategic uses of information technology in numerous executive development programs.

He obtained his Ph.D. in operations research from The Wharton School of the University of Pennsylvania, his M.Sc. degree in operational research from the London School of Economics, and his B.Soc.Sc. degree in economics and statistics from the University of Hong Kong.

Raymond Levitt is academic director and founder of the Stanford Advanced Project Management program. He is Professor of Civil and Environmental Engineering, Director of the Collaboratory for Research on Global Projects, and Courtesy Professor of Medical Informatics at Stanford University. He also co-founded and directed Stanford's Center for Integrated Facility Engineering. Before coming to Stanford in 1980, he served on the MIT civil engineering faculty. Currently, he teaches classes in strategic planning and organization design for project/matrix organizations to Stanford engineering undergraduate and graduate students as well as project and corporate executives.

Since 1975, he has served as a consultant to Fortune 1000 and other global companies in the design of project/matrix organization structures, work processes, and IT applications to support project work. His present research focuses on modeling and simulating the significant institutional costs that can arise in global projects due to substantial differences in goals, values, and cultural norms among project stakeholders. His Virtual Design Team (VDT) research group has developed ground-breaking organization theory, methodology, and computer simulation tools to design organizations that can optimally execute complex, fast-track projects and programs.

His book, Executing Your Strategy (co-developed with William Malek and Mark Morgan) features the Strategic Execution Framework and serves as a common thread throughout the Stanford Advanced Project Management Program curriculum. He earned his PhD and MSCE in construction engineering and management from Stanford University and his BSCE, cum laude, from Witwatersrand University in South Africa.

Mark Morgan is Chief Executive Advisor for StratEx Advisors, Inc., a consultancy he founded to focus on strategic execution and organizational transformation. He also presents courses at the Stanford Advanced Project Management program on-campus sessions, and is lead author of Executing Your Strategy. Morgan draws on 30 years of experience working at and consulting for major IT companies.

Formerly, Morgan was chief learning officer of IPS and practice director of Stanford APM. Before that, at IBM, Morgan led projects and programs and managed portfolios. He also was principal of Leadership Consulting Services.

Morgan has an MBA from Golden Gate University and a BS in engineering technology from California Polytechnic State University. He is PMP® Certified and a Stanford Certified Project Manager (SCPM).

Margaret Neale is a professor in the Graduate School of Business at Stanford University, as well as the Director of the Managing Teams for Innovation and Success Executive Program, the Director of the Influence and Negotiation Strategies Executive Program, and the Codirector of the Executive Program for Women Leaders.

Her teaching and research focus on negotiation and decision making, collaborations, the allocation of burdens and benefits, learning in groups and teams, group decision making, and diversity. She has authored over 70 articles and co-authored three books: Organizational Behavior: A Management Challenge (with L. Stroh and G. Northcraft); Cognition and Rationality in Negotiation (with M.H. Bazerman); Negotiating Rationally (with M.H. Bazerman); and one research series Research on Managing in Groups and Teams (with Elizabeth Mannix). She has conducted executive seminars and management development programs for government and municipal agencies, universities, small businesses and Fortune 500 companies around the world.

James Patell is the Herbert Hoover Professor of Public and Private Management at the Graduate School of Business, Stanford University. Professor Patell earned Bachelor and Master of Science degrees in engineering from the Massachusetts Institute of Technology, and a PhD in Industrial Administration from Carnegie Mellon University. He has taught at Stanford since 1975, and he was a Ford Foundation Visiting Associate Professor at the University of Chicago from 1981-1982.

Professor Patell is one of the seven founding core faculty of the Hasso Plattner Institute of Design at Stanford (the d-School). Within the d-School, Professor Patell co-teaches Entrepreneurial Design for Extreme Affordability with Professor David Beach. In this course, student teams collaboratively design product prototypes, distribution systems, and business plans for entrepreneurial ventures that address poverty in developing countries.

Professor Patell has served as a Director of Reliant Building Products, Inc., of Grove Worldwide, and of the Center for the Quality of Management-West, and as an advisor to the Corporate Design Foundation and to Vykor, Inc. He was a founding Director of Ignite Innovations and of the Management Institute for Environment and Business.

Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. He is the author or co-author of twelve books including The Human Equation: Building Profits by Putting People First, Managing with Power: Politics and Influence in Organizations, The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action, Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People, and Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management, co-authored with Robert Sutton, as well as more than 120 articles and book chapters. In the summer of 2007, Harvard Business School Press published his most recent book, What Were They Thinking? Unconventional Wisdom About Management, a collection of 27 essays about management topics. Dr. Pfeffer received his B.S. and M.S. degrees from Carnegie-Mellon University and his Ph.D. from Stanford. He began his career at the business school at the University of Illinois and then taught at the University of California, Berkeley, and he has been a visiting professor at the Harvard Business School, Singapore Management University, London Business School, and IESE in Barcelona.

Pfeffer currently serves on the board of directors of for-profit companies Audible Magic and SonoSite as well as nonprofits Quantum Leap Healthcare and The San Francisco Playhouse. In the past he has been on the boards of Resumix, Unicru, and Workstream. He has presented seminars in 33 countries throughout the world as well as doing consulting and providing executive education for numerous companies, associations, and universities in the United States.

Hayagreeva Rao is the Atholl McBean Professor of Organizational Behavior and Human Resources at the Graduate School of Business, Stanford University. Professor Rao has published widely in the fields of management and sociology and studies the social and cultural causes of organizational change. In his research, he studies three sub-processes of organizational change: a) creation of new social structures, b) the transformation of existing social structures, and c) the dissolution of existing social structures. His recent work investigates the role of social movements as motors of organizational change in professional and organizational fields.

His teaching specialties include leading organizational change, building customer focused cultures, and organization design. He teaches courses on these topics to MBA and executive audiences. He has consulted with, and conducted executive workshops for, organizations such as Aon Corporation, British Petroleum, CEMEX, General Electric, Hearst Corporation, IBM, Mass Mutual, James Hardie Company, Seyfarth and Shaw. Additionally, he also worked with nonprofit organizations such as the American Cancer Society and governmental organizations such as the FBI and CIA, and the intelligence community.

Henry Riggs is the President Emeritus and Chairman of the Board of Trustees, Keck Graduate Institute, and an emeritus professor at Stanford University.

Formerly Stanford's Vice President for Development and Professor of Industrial Engineering and Engineering Management, Professor Riggs specializes in engineering management with emphasis on managing in technical companies, industrial finance and control, and new-enterprise management.

Sam Savage led the development of a software package called What'sBest!®, that coupled Linear Programming to Lotus 1-2-3 in 1985. He continues to work to bring analytical tools to managers in an algebra free environment. Savage has been a consulting professor at Stanford since 1990. He has been visiting professor at Northwestern University's Kellogg School and the Naval Postgraduate School in Monterey, and was appointed to the position of senior associate of the Judge Business School at the University of Cambridge.

Robert Sutton is Professor of Management Science and Engineering in the Stanford Engineering School, where he is Co-Director of the Center for Work, Technology, and Organization, an active researcher and cofounder in the Stanford Technology Ventures Program, and a cofounder and active member of the new "d.school," a multi-disciplinary program that teaches and spreads "design thinking." Sutton is also an IDEO Fellow.

Sutton received his Ph.D. in Organizational Psychology from The University of Michigan and has served on the Stanford faculty since 1983. He has also taught at the Haas Business School and was a Fellow at the Center for Advanced Study in the Behavioral Sciences during the 1986-87, 1994-95, and 2002-03 academic years. He has served on the editorial boards of numerous scholarly publications, and as an editor for the Administrative Science Quarterly and Research in Organizational Behavior. Sutton's honors include the award for the best paper published in the Academy of Management Journal, induction into the Academy of Management Journals Hall of Fame, the Eugene L. Grant Award for Excellence in Teaching, the McGraw-Hill Innovation in Entrepreneurship Pedagogy Award, the McCullough Faculty Scholar Chair from Stanford, and selection by Business 2.0 as a leading "management guru" in 2002.

Sutton studies the links between managerial knowledge and organizational action, innovation, and organizational performance. He as published over 90 articles and chapters in scholarly and applied publications. He has also published seven books and edited volumes. In particular, Sutton (and Jeffrey Pfeffer) wrote The Knowing-Doing Gap: How Smart Firms Turn Knowledge Into Action (Harvard Business School Press, 2000), which was selected as Best Management Book of 2000 by Management General. His most recent book is Weird Ideas That Work: 11 ½ Practices for Promoting, Managing, and Sustaining Innovation (The Free Press, 2002), which was selected by the Harvard Business Review as one of the best ten business books of the year and as a breakthrough business idea. Sutton (and Jeffrey Pfeffer) has just completed Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management, which will be published by Harvard Business School Press in 2006. Major themes from these books are summarized in the Harvard Business Review, Sloan Management Review, Industrial Management, California Management Review, Strategy & Leadership, The New York Times, The Daily Telegraph, Financial Times, HR.com, and tompeters.com.

Behnam Tabrizi is a consulting professor in the department of Management Science and Engineering. His research of over 100 companies with McKinsey and Co. around the globe on "Accelerating Transformation: Process Innovations in Companies around the Globe" has been dubbed by Forbes, Chicago Tribune, Washington Post, and San Jose Mercury News as a "pioneering work." A frequent traveler to China in the past three years, Professor Tabrizi has worked with over 300 CEOs of the largest private and public Chinese companies on their corporate transformations. He has also served as a professor at Harvard Business School and has taught at the Stanford Graduate School of Business.

John Warren is vice president of strategic business solutions at IPS. A 30-year veteran of program and project management, with expertise in overall consulting engagement management, product design, strategic planning, and strategic team facilitation, John specializes in strategic execution and portfolio and major program management. Currently, John is consulting to the U.S. Library of Congress Associate Librarian and CIO in developing a strategic plan for the National Digital Information Infrastructure Preservation Program (NDIIP), a strategic plan for the Office of Strategic Initiatives (OSI); and providing strategic facilitative support for the Section 108 Copyright Study Group. John is a faculty member in the Stanford APM program, where he teaches on-campus and on-site courses. In addition, he has led the course development of both Financial Mastery for Projects and The Strategic PMO: Projects to Enterprise. During his career with IPS, John has worked with Hewlett-Packard in establishing and supporting the ongoing refinement of a global, multifunctional program management office for corporate-wide launch of the Itanium 64 chip hardware. At Capital One, John coached senior managers in program and project management for a mission-critical complex program that was one of the Top 3 most critical to the corporation?s continued success. John has also provided consulting and facilitation services to clients including Charles Schwab, Xerox, Adobe Systems, and Providian Financial. Before joining IPS, John was president of Sunbelt Hydro Corporation, responsible for start-up, development evaluation, budgeting, financing, and acquisition of small hydro sites. Previously, John worked for Research Triangle Institute, where he managed projects mainly in environmental and business policy and energy, including the collection, management, and analysis of operating data for 3,000 industrial facilities. John has an MBA in strategic planning from Duke University, a master of forestry in land-use planning degree from North Carolina State University, and a BS in biology and pre-medical sciences from Davidson College, North Carolina.

Tim Wasserman is the program director for the Stanford APM program, and chief learning officer for IPS. He is responsible for developing and managing the Stanford APM curriculum through the dynamic partnership of Stanford and IPS contributors. Tim also is responsible for the IPS product portfolio. He has over 25 years of experience developing and implementing enterprise-wide solutions to address the human-capital needs of global Fortune 500 companies. Tim has designed and implemented large-scale customized learning and consulting engagements in areas including project and program management; leadership development; talent development and retention management; new employee assimilation; creativity and innovation; sales and service excellence; and quality methodologies. He has delivered workshops internationally, and is on the Stanford APM faculty delivering both on campus and on site for clients including Qualcomm, Boeing, and Cisco. Before IPS, Tim was vice president of consulting services with Integral Training Systems, where he developed the Integrated Talent System suite of products and founded the Learning Design Center. The Center provided customized learning solutions for clients that included Oracle, Prudential Securities, Bank of America, United Behavioral Health, Nordstrom, Sun Microsystems, KPMG, and SBC Communications. As senior product manager with Bay Group International, he managed the product line and led the development of customized negotiation solutions for sales organizations including AT&T Global Business Services and Hewlett-Packard. Tim has a BS, cum laude, from the University of Massachusetts at Amherst, and has done postgraduate work in human resources and organizational development at the University of San Francisco. He is a Stanford Certified Project Manager (SCPM).