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[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt1
Bruce Mayer, PE Engineering-11: Engineering Design
Bruce Mayer, PELicensed Electrical & Mechanical Engineer
Engineering 11
Projects,Teams, Ethics
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt2
Bruce Mayer, PE Engineering-11: Engineering Design
OutLine: Projects, Teams, Ethics
Projects:• Work breakdown
structure • Scope of work• Budget• Schedule
Teamwork• Elements of a team• Stages of development• Teamwork• Team rules
Ethics• Professional responsibility• Laws and Technical-Codes• ASME Code of Ethics
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt3
Bruce Mayer, PE Engineering-11: Engineering Design
How to Solve a Design Problem?
Design problem(function, customer need)
Solution(form, manufacturable product design)
Decision making processes and
activities
Make a Project Plan, then
Execute the Plan
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt4
Bruce Mayer, PE Engineering-11: Engineering Design
The Need for Project Planning
To plan a project we make decisions which answer the following questions• WHAT? Scope of Work • WHEN? Schedule• HOW MUCH? Budget• WHO? Organization Chart,
Responsibilities Table
That is; Answer Q: WHO will do WHAT by WHEN for HOW-MUCH?
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt5
Bruce Mayer, PE Engineering-11: Engineering Design
Concept of a “Project”
Project ≡ Unique sequence of activities (work tasks) undertaken ONCE to achieve a specific set of objectives.
Summarize TradeOffs in Scope-Schedule-Cost-Performance TriAngle
costcost
workscopework
scopeperformanceperformance
timetime
Changing the length of any leg of the project triangle affects the other Legs
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt6
Bruce Mayer, PE Engineering-11: Engineering Design
Engineering Project Management
“How do you get a bunch of engineers (and others) to work together to actually make a product?”
Helder CarvalheiraPlantronics Inc. • Systems Engineering Mgr
Chabot Graduate
Engineering 10 • 10-27-04
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt7
Bruce Mayer, PE Engineering-11: Engineering Design
Product Development Pick a product, any product
• Most require multiple Engineering disciplines to develop.• Some need many disciplines, including (but not limited):
– Manufacturing Engineering Industrial Engineering Tooling Engineering Process/Manufacturing Engineering Test Engineering
– Design Engineering Mechanical Engineering Electrical Engineering Software Engineering Packaging Engineering Industrial Design Research & Development
– Quality Engineering Product Assurance
Engineering Software Quality Engineering Supplier Quality Engineering Reliability Engineering
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt8
Bruce Mayer, PE Engineering-11: Engineering Design
Product Development But wait, there’s more!
• Also need NON-ENGINEERING groups to make a product– Financial Analysts– Product Managers– Marketing Managers– Marketing Communications– Sales, Order Entry, Account Managers– Customer Service / Field Service– Production Control– Purchasing & Commodity Management– And many more, depending on the industry . . .
OverWhelming? YES – But there ISa Solution...........................................
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt9
Bruce Mayer, PE Engineering-11: Engineering Design
How to Tie Together This Mess?
Project Management is the means to coordinate, control, and drive all the
individual elements required to develop a product to achieve
performance, cost, schedule, and customer satisfaction requirements
Two words:
PROJECT MANAGEMENT
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt10
Bruce Mayer, PE Engineering-11: Engineering Design
Elements of Project Engineering
1. CoOrdinate• Make sure all the
disciplines are in the right place at the right time, doing the right things, and working together to achieve the product’s objectives.
• Communicate project status to upper management, other divisions & locations, employees, customers
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt11
Bruce Mayer, PE Engineering-11: Engineering Design
Elements of Project Engineering
2. Control• Ensure that all the
disciplines are on track. Manage problems and issues as they arise and help find creative solutions.
• Ensure that cost, schedule and performance objectives will be met, and redirect the team immediately if any are in jeopardy.
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt12
Bruce Mayer, PE Engineering-11: Engineering Design
Elements of Project Engineering
3. Drive• Get people to work!
Convince them why they should do what you ask. Exert your influence, because that’s your main tool.
• Learn from the team members. They have valuable input. Use their input to help make better products FASTER!
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt13
Bruce Mayer, PE Engineering-11: Engineering Design
Project Engineering Focus
1. Product Performance• Emphasize The key features of the
product. • Understand What the customer wants
from the product. • How the customer interfaces with the
product. • What the usefullness/value the product
delivers to the customer.
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt14
Bruce Mayer, PE Engineering-11: Engineering Design
Project Engineering Focus2. Cost
• Unit cost– Materials, labor, overhead,
and shipping costs.• Development cost
– Development labor cost– Contractors and consultants– Prototype materials and tools
• Equipment cost– Production test equipment– Production tooling– Production line equipment
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt15
Bruce Mayer, PE Engineering-11: Engineering Design
Project Engineering Focus
3. Schedule• WHEN the product will be ready for:
– Design– Prototype build– Testing– Customer samples– Volume production– Customer shipment
• Create the schedule, then use it as a development roadmap
• Define all product development tasks
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt16
Bruce Mayer, PE Engineering-11: Engineering Design
Project Engineering Focus
4. Customer Satisfaction• Happy, delighted customers who want to
buy your product now, AND in the Future.
If you do all the above, you’ll probably have happy customers!
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt17
Bruce Mayer, PE Engineering-11: Engineering Design
Project Team Structure
Finance
Product Manage-ment
Project Manager
Marketing
OperationsEngineering
TeamLeader
Quality
• New Product Introduction Manager – Subproject Leader• Manufacturing Engineering• NPD Procurement• Tooling• Test Engineering• Packaging Engineering
• Product Assurance – Subproject Leader• Production Quality• Supplier Quality Engineering• Software Quality Assurance• Technical Assistance
• Systems Engineering – Subproject Leader• Electrical Engineering• Mechanical Engineering• Software Engineering• Acoustic Engineering• Engineering Services
• Product Marketing – Subproject Leader
• Channel Marketing• Sales• PR• Advertising
• Finance – Subproject Leader• Information Technology
• Product Management – Subproject Leader• Industrial Design
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt18
Bruce Mayer, PE Engineering-11: Engineering Design
Mr. C
arvalheira P
atents
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt19
Bruce Mayer, PE Engineering-11: Engineering Design
Work BreakDown Structure
FSMenagh
L. Harla
moff
HSPaek
B. Mayer
AKPlumley
AKMcGrogan
CEE
rickson
RAEwald
JAHaverkamp (MSWalton)
JAH
(MSW
)RSMurphy
DMDobkinZ. Yuan
B. Mayer
Trad
itio
nal
Org
Ch
art
Fo
rm
WHO Does WHAT
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt20
Bruce Mayer, PE Engineering-11: Engineering Design
2000A Development Crunch-Time
Proposed a-System ScheduleID Task Name Start Finish
1 Hardware Design Jun 12 '97 Aug 22 '97
2 Software Design Jul 01 '97 Oct 31 '97
3 Hardware Fab & Procure Jul 07 '97 Sep 05 '97
4 PM SubSystem Assy Aug 04 '97 Sep 18 '97
5 PM SubSystem Pretest Sep 19 '97 Sep 25 '97
6 PM Full System Assy Sep 26 '97 Oct 05 '97
7 TM & PM Integration andInstallation
Oct 06 '97 Oct 15 '97
8 Full System Facilitization Oct 16 '97 Oct 26 '97
9 System Turn-on & Debug(Includes Initial Process)
Oct 28 '97 Nov 16 '97
10 Process Characterization &Tuning, 500-Wfr MiniMarathon
Nov 17 '97 Dec 15 '97
10.4w
18w
9w
6.8w
1w
1.4w
1.6w
1.4w
3w
4.1w
Quarter 1 Quarter 2 Quarter 32Q97 3Q97 4Q97
Long?
Short?
Short?
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt21
Bruce Mayer, PE Engineering-11: Engineering Design
Table-Style Project ScheduleTarget Date(s) Milestones
N/A Prepare SoW & NDA
N/A Approval by MaxTech and OTA
N/A Design optical integration of Raman Spectrometer w/AL2100
N/A Choose Raman supplier
N/A Integrate Raman spectrometer with AL2100
N/A Baseline tool Performance
N/A Evaluate ThermoGalactic spectral analysis & data-base software
WW –4 OTA perform site survey & facilities plan
WW 0 OTA ship AL2100-Raman
WW 2 Installation & Qualification & Training
WW 4 Baseline tool performance with FEP
WW 39 Characterize Raman spectra for defect materials
WW 52 Develop spectral pattern recognition software to ID chemical composition
WW70 Develop Raman-Measurement Process-Control Model
WW 4+ OTA collect reliability and contamination data for AL2100
WW: 13,26,39,52,65,
Quarterly Progress Reports
WW78 Final Project Report submitted to PAG
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt22
Bruce Mayer, PE Engineering-11: Engineering Design
Co
st Estim
ate • Lab
or
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt23
Bruce Mayer, PE Engineering-11: Engineering Design
Engineering Cost Estimate • Matl
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt24
Bruce Mayer, PE Engineering-11: Engineering Design
SpecStyleSoW
Detailed OutLine of Work to be Done• Typically
Given to OutSiders such as Customers
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt25
Bruce Mayer, PE Engineering-11: Engineering Design
TableStyleSoW
Summary OutLine of Work to be Done• Typically
used internally
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt26
Bruce Mayer, PE Engineering-11: Engineering Design
OutLine Project Teams
Definition of a “team” Elements that describe a “team” How teams change during the
project How to have effective team
meetings Setting “Team Rules”
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt27
Bruce Mayer, PE Engineering-11: Engineering Design
A Team What is it? A Team Is A Small Group Of People
With Complementary Skills Who Are Committed To A Common Purpose, Performance Goals, and Approach For Which They Hold Themselves MUTUALLY ACCOUNTABLE
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt28
Bruce Mayer, PE Engineering-11: Engineering Design
Team Attributes
Common Goal• This Must Be Clearly Communicated to
Generate a Feeling of Common Purpose
Leadership• A Critical Function To Keep The
Team Focused
Complementary Skills• Resources are Limited; Each Team
Member Should have a CLEARLY DEFINED and UNIQUE Role
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt29
Bruce Mayer, PE Engineering-11: Engineering Design
Team Attributes cont.
Effective Communication• A CRITICAL Leadership Function• Honest & Productive Communication is
Needed for Design/Solution Integration
Creativity• A “Close Knit” & Motivated Team
Generates Creative Energy Thru Goal-Oriented Interaction
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt30
Bruce Mayer, PE Engineering-11: Engineering Design
Team Attributes cont.2
Collegial Relationships• Problem Children
Need Not Apply• Team Engineering is an
Intensive, Dynamic Endeavor– Discourteous Behavior Saps the Energy
Solid Game Plan• Another Critical Leadership Function
– Shows the Team a Path to SUCCESS– More Later on Leadership...
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt31
Bruce Mayer, PE Engineering-11: Engineering Design
Team LifeCycle ☺
Project initiation
Wild enthusiasm
Disillusionment
Chaos
Search for the guilty
Punishment of the innocent
Promotion of the non-participants
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt32
Bruce Mayer, PE Engineering-11: Engineering Design
Team Growth Stages (Real)
FORMING (orientation) • Tentative interactions• Polite Discourse • Concern Over Ambiguity (odds for success?)
STORMING (conflict) • Criticism of Ideas • Poor Attendance• Hostility and/or Polarization • Coalition Forming
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt33
Bruce Mayer, PE Engineering-11: Engineering Design
Team Growth Stages cont STORMING cont.
• Strong LeaderShip is Crucial To Keep The Team Focused On the Task At Hand
NORMING (cohesion) • Agreement on Procedures • Reduction in ROLE-AMBIGUITY • Development of a Code of CoOperation
Based Upon Current Experiences• Increased "WE” Feeling
– Replaces “IT”
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt34
Bruce Mayer, PE Engineering-11: Engineering Design
Team Growth Stages cont.2
PERFORMING (performance) • Decision making• Problem Solving• Mutual Cooperation• High Task Orientation• Emphasis Placed Upon
Performance & Production
ADJOURNING (dissolution)• MISSION ACCOMPLISHED (Hopefully)
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt35
Bruce Mayer, PE Engineering-11: Engineering Design
Team Player Characteristics Commits to the goals of team Performs assigned tasks completely, accurately,
on time. Respects the contributions of others Assists other team members when needed Asks for help before the Team gets into trouble Follows guidelines for effective meetings Actively participates in team deliberations Focuses on problems; not people or personalities Constructively resolves conflicts or differences of
opinion Comments clearly and constructively
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt36
Bruce Mayer, PE Engineering-11: Engineering Design
Team Trauma (for the Leader)
Slackers• Have the Skills but NOT the
Dedication to the Cause
Incompetents• Have the will & dedication, but simply Lack
the HorsePower needed for the job
Problem Children• NonCollegial, Negative Attitude, Painful• Exhibit Poor “FollowerShip”
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt37
Bruce Mayer, PE Engineering-11: Engineering Design
Define Professional Responsibility
RESPONSIBILITY ≡ The social force that binds you to your obligations and the courses of action demanded by that force
PROFESSION ≡1. The body of people in a learned occupation.
2. An occupation requiring special education (especially in the liberal arts or sciences)
Engineers are “obligated”…. to follow certain “courses of action”.
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt38
Bruce Mayer, PE Engineering-11: Engineering Design
Ethical Issues
Conflicts between individual worker and the company regarding the “public.” Whistle blowing on:• manufacturing unsafe products• violating environmental regulations• operating equipment dangerous to
public
Company/Person Advancement versus Public-Safety Balance
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt39
Bruce Mayer, PE Engineering-11: Engineering Design
Ethical Decision Making
Making Ethical decisions requires making VALUE(S) Judgments.....
Whose values do we use? • Company manager’s? • Our Colleague’s• Our own? • Our profession’s?
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt40
Bruce Mayer, PE Engineering-11: Engineering Design
Engineer’s Creed (NSPE) As a Professional Engineer, I dedicate my
professional knowledge and skill to the advancement and betterment of human welfare. I pledge:• To give the utmost of performance; • To participate in none but honest enterprises; • To live and work according to the laws of man and
the highest standards of professional conduct; • To place service before profit, the honor and
standing of the profession before personal advantage, and the public welfare above all other considerations.
Adopted by National Society of Professional Engineers June 1954
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt41
Bruce Mayer, PE Engineering-11: Engineering Design
NSPE Code of Ethics - Cannons
Engineers, in the fulfillment of their professional duties, shall:
1. Hold paramount the safety, health, and welfare of the public.
2. Perform services only in areas of their competence.
3. Issue public statements only in an objective and truthful manner.
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt42
Bruce Mayer, PE Engineering-11: Engineering Design
NSPE Code of Ethics - Cannons
Engineers, in the fulfillment of their professional duties, shall:
4. Act for each employer or client as faithful agents or trustees.
5. Avoid deceptive acts.
6. Conduct themselves honorably, responsibly, ethically, and lawfully so as to enhance the honor, reputation, and usefulness of the profession.
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt43
Bruce Mayer, PE Engineering-11: Engineering Design
NSPE Professional Obligations 1. Engineers shall be guided in all their
relations by the highest standards of honesty and integrity.
2. Engineers shall at all times strive to serve the public interest.
3. Engineers shall avoid all conduct or practice that deceives the public
4. Engineers shall not disclose, without consent, confidential information concerning the business affairs or technical processes of any present or former client or employer, or public body on which they serve.
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt44
Bruce Mayer, PE Engineering-11: Engineering Design
NSPE Professional Obligations 5. Engineers shall not be influenced in their
professional duties by conflicting interests.6. Engineers shall not attempt to obtain employment
or advancement or professional engagements by untruthfully criticizing other engineers, or by other improper or questionable methods.
7. Engineers shall not attempt to injure, maliciously or falsely, directly or indirectly, the professional reputation, prospects, practice, or employment of other engineers. Engineers who believe others are guilty of unethical or illegal practice shall present such information to the proper authority for action
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt45
Bruce Mayer, PE Engineering-11: Engineering Design
NSPE Professional Obligations
8. Engineers shall accept personal responsibility for their professional activities, provided, however, that engineers may seek indemnification for services arising out of their practice for other than gross negligence, where the engineer's interests cannot otherwise be protected.
9. Engineers shall give credit for engineering work to those to whom credit is due, and will recognize the proprietary interests of others.
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt46
Bruce Mayer, PE Engineering-11: Engineering Design
Resolving Ethical Dilemmas
Step 1: Determine the facts in the situation - obtain all of the unbiased facts possible
Step 2: Define the Stakeholders - those with a vested interest in the outcome
Step 3: Assess the motivations of the Stakeholders - using effective communication techniques and personality assessment
Step 4: Formulate alternative solutions - based on most complete information available, using basic ethical core values as guide
Step 5: Evaluate proposed alternatives - short-list ethical solutions only; may be a potential choice between/among two or more totally ethical solutions
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt47
Bruce Mayer, PE Engineering-11: Engineering Design
Resolving Ethical Dilemmas
Step 6: Seek additional assistance, as appropriate - engineering codes of ethics, previous cases, peers, reliance on personal experience, prayer
Step 7: Select the best course of action - that which satisfies the highest core ethical values
Step 8: Implement the selected solution - take action as warranted
Step 9: Monitor and assess the outcome - note how to improve the next time
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt48
Bruce Mayer, PE Engineering-11: Engineering Design
All Done for Today
GoodTeam
Behavior
shared belief in the value and achievability of the team's goals,
awareness of the value of the individual's own role and contribution,
recognition of the value of other team members (whether they are key specialists or just non-specialist, junior assistants),
desire to work collaboratively, sharing thoughts, ideas, concerns, etc,
friendship - enjoying working together with a common purpose,
supporting each other in recognition that the team's success requires all members to be successful,
coaching junior members rather than bossing them,
listening to ideas and advice from other team members,
making time to communicate with other team members,
celebrating successes, rewarding good team behaviour in
financial and non-financial ways.
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt49
Bruce Mayer, PE Engineering-11: Engineering Design
Bruce Mayer, PERegistered Electrical & Mechanical Engineer
Engineering 11
Appendix
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt50
Bruce Mayer, PE Engineering-11: Engineering Design
Project Engineering GuideLines1. Figure out what business you are in, and then mind your own
business. Figure out what business you are in. Make sure your business is viable. Select projects that are good for your business. Understand the business value in your project and watch for changes. Be diligent in your chosen business, learning and applying best practices. Define what is inside and outside your area of responsibility. 50% of project management is simply paying attention.
2. Understand the customer’s requirements and put them under version control. Thoroughly understand and document the customer’s requirements, obtain customer agreement in writing, and put requirements documents under version identification and change control. Requirements management is the leading success factor for systems development projects.
http://www.hyperthot.com/pm_princ.htm • James R. Chapman
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt51
Bruce Mayer, PE Engineering-11: Engineering Design
Project Engineering GuideLines3. Prepare a reasonable plan. Prepare a plan that defines
the scope, schedule, cost, and approach for a reasonable project. Involve task owners in developing plans and estimates, to ensure feasibility and buy-in. If your plan is just barely possible at the outset, you do not have a reasonable plan. Use a work breakdown structure to provide coherence and completeness to minimize unplanned work.
4. Build a good team with clear ownership. Get good people and trust them. Establish clear ownership of well-defined tasks; ensure they have tools and training needed; and provide timely feedback. Track against a staffing plan. Emphasize open communications. Create an environment in which team dynamics can gel. Move misfits out. Lead the team.
http://www.hyperthot.com/pm_princ.htm • James R. Chapman
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt52
Bruce Mayer, PE Engineering-11: Engineering Design
Project Engineering GuideLines5. Track project status and give it wide visibility. Track
progress and conduct frequent reviews. Provide wide visibility and communications of team progress, assumptions, and issues. Conduct methodical reviews of management and technical topics to help manage customer expectations, improve quality, and identify problems before they get out of hand. Trust your indicators. This is part of paying attention.
6. Use Baseline Controls. Establish baselines for the product using configuration management and for the project using cost and schedule baseline tracking. Manage changes deliberately. Use measurements to baseline problem areas and then track progress quantitatively towards solutions.
http://www.hyperthot.com/pm_princ.htm • James R. Chapman
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt53
Bruce Mayer, PE Engineering-11: Engineering Design
Project Engineering GuideLines9. Ensure Customer Satisfaction. Keep the customer's real
needs and requirements continuously in view. Undetected changes in customer requirements or not focusing the project on the customer's business needs are sure paths to project failure. Plan early for adequate customer support products.
10. Be relentlessly pro-active. Take initiative and be relentlessly proactive in applying these principles and identifying and solving problems as they arise. Project problems usually get worse over time. Periodically address project risks and confront them openly. Attack problems, and leave no stone unturned. Fight any tendency to freeze into day-to-day tasks, like a deer caught in the headlights.
http://www.hyperthot.com/pm_princ.htm • James R. Chapman
[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt54
Bruce Mayer, PE Engineering-11: Engineering Design
Project Engineering GuideLines7. Write Important Stuff Down, Share it, and Save it. If it
hasn’t been written down, it didn’t happen. Document requirements, plans, procedures, and evolving designs. Documenting thoughts allows them to evolve and improve. Without documentation it is impossible to have baseline controls, reliable communications, or a repeatable process. Record all important agreements and decisions, along with supporting rationale, as they may resurface later.
8. If it hasn't been tested, it doesn't work. If this isn't absolutely true, it is certainly a good working assumption for project work. Develop test cases early to help with understanding and verification of the requirements. Use early testing to verify critical items and reduce technical risks. Testing is a profession; take it seriously.
http://www.hyperthot.com/pm_princ.htm • James R. Chapman