effective teamwork and project management tools

8/12/2019 Effective Teamwork and Project Management Tools

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Mechanical Engineering Department

Senior Design Project

Effective Project Teams

andProject Management Tools and Techniques

Terry Russell

OU ME Advisory

Board Chairman


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Page 5

Ten Common Group Problems

1. Floundering

2. Overbearing participants

3. Dominating participants

4. Reluctant participants

5. Unquestioned acceptance of opinions as facts

6. Rush to accomplishment

7. Attribution

8. Discounts and plops

9. Wanderlust: digression and tangents

10. Feuding members


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Page 6

Nine Ingredients for a Successful Team

1. Clarity in team goals

2. Use of the scientific approach

3. Clearly defined roles

4. Clear communication

5. Beneficial team behaviors6. Well-defined decision procedures

7. Balanced participation

8. Established group rules

9. Awareness of the group process


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Page 15

Each person is worthy of being treated with respect.

Conflict can be managed to support win/win solutions.

Disagreement is normal and a natural part of communication between any two people.

Feelings should be dealt with as facts for the purpose of understanding the other

person.

Feedback should be given when requested or solicited (especially if critical).

Members receiving feedback should feel free to ask any question they have concerning

the feedback they receive.

You can reject what the person says without rejecting the person.

Dumping may feel good, but it rarely leads to improved communication between peopleand should be avoided.

Rigid value positions and critical character judgments prevent good communication.

A willingness to consider new information, input and an openness to be persuaded

to another way of thinking, acting, etc., is necessary if high level consensus

decisions are to be reached.

Values & Beliefs That Support Good

Communication in Work Teams


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Page 16

A

DECISION

NEEDS

TO BE

MADE

AUTOCRATIC

AUTOCRATIC

WITH INPUT

COOPERATIVE

WITH MEETING

CONSENSUS

Decision-maker gets

Information(not suggestions)

from Individuals then makes

the decision. One on one.

Problem is shared with whole

group; collective suggestions

are asked for; the

decision-maker makes the

decision. Must explain the

decision back to people.

COOPERATIVE

The problem is shared with

Individuals not as a group;

suggestions are asked for,

then the decision-maker

makes the decision. No

meeting

Problem is shared with the

whole group; the decision is

based on consensus.

Decision is made alone by

the decision-maker

Decision Tree


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Page 17

Decision Tree (cont.)Questions to consider in the choice

of a method for making decisions

1. Is one decision more likely to produce results than another, or will any

do, as long as something is decided?

2. Does the leader have enough information to decide alone? (If no,

autocratic mode is unwise.)

3. Does the success of the decision depend upon acceptance by thegroup? (If yes, drive for consensus)

4. Are members of the group likely to be in conflict? (If yes, consensus

could be difficult.)

5. Can the members be depended upon to put the interests of the

team ahead of self interests? (If no, consensus could

be difficult).

Agree on Decision-making methods as a team ground ruleAgree on Decision-making methods as a team ground rule


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Page 20

Team operating procedures form the backbone of team norms and

expectations for new team members who will work together. These

procedures require a significant amount of discussion, often raising

points of ambiguity and conflicting assumptions among team members,

and between team members and management. Before developing the

operating principles, it should be decided by the chartering person or

team which of the procedures have room for negotiation and which are

fixed. For example, if it is expected that meetings will occur each week,

then the team will not be deciding frequency of meetings. In this vein, try

to facilitate the team to decide for themselves on the most effective

principles (that confidentiality of discussions is a good idea, for example),

and dictate no more than absolutely necessary. Remember, theprocess of developing the operating procedures is as important

as the operating principles themselves are.

Team Operating Procedures


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Page 21

Team Operating Procedures To Specify

Agenda:

Attendance:

Meetings:

Decision Process:Minutes and

Reports:

Leader Role:

Behavioral Norms:

Confidentiality:

Guests:

Meeting Audits:

Facilitator:Conflict:

Recommendations,

Suggestions:

Commitments Outside

Meetings:

Who sets? When published? Input invited, etc.

Excused absences, handling latecomers

Times, frequency, place

Consensus? Collaborative? Majority?Select a recorder, how? How are minutes approved?

Where posted? Who types them? How are they distributed?

How is it defined? How is leader selected? Expectations of the

leader.

Listening, interruptions, giving and receiving feedback, empathy.

What goes outside the group?

How are they invited? How excused?

How frequent? Who is responsible?

How selected? Expectations?Expected? How managed?

How initiated? How routed? Who is informed?

Expectations for follow-through on commitments for

studies, information, data analysis, word processing, etc.


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Page 22

Example: Meeting Procedures and Ground Rules

Team leader will monitor and control meeting to assure members have

ability to participate without interruption. Minimal cross talk will be

permitted and domination by any group of members is prohibited. Team

recorder can interrupt for clarity.

Team members are expected to:

Be honest, open and caring.

Come prepared to fully participate.

Be prompt.

Honor confidentiality.

Notify team leader of impending

absences

No substitutes permitted.

Meeting Logistics

Meeting will be scheduled in advance as to date,

time, and location, and be scheduled to allow

sufficient time for member preparation.

Meeting will start on time.

No smoking permitted in meeting room.

Refreshments to be provided and accessible

during meeting.

Maximum meeting length to be announced.

Agenda and Minutes Preparation

Planning worksheet will be used to establish agenda.

Agenda of next meeting will be established at end of current meeting.

Minutes and next meeting agenda to be issued in a timely manner.


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Page 23

Example: Meeting Procedures and Ground Rules

(cont.)Conduct of Meeting

70% of member attendance is required for a quorum.

Agenda to be review at start of meeting.

Role of team leader, facilitator, recorder, timer are to be recognized andrespected.

Breaks to occur at a minimum of every 90 minutes with desired intervals of

60 minutes.

Evaluate meeting at end for improvement ideas.

Respect all input from members. Sense of humor is OK and fun is desired.

OK to disagree

Team consensus to be used to resolve issues.

Action items. to be clearly defined with identified responsibilities.

Feedback is at the option of the member. Process checks will be conducted at a frequency determined by team leader

and members.

Seven-step model is desired approach to problem solving and process

improvement.

Social Interaction is Desired


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Page 24

A Meeting is a Process

that Can be Improved

MEETING PROCESS MEETING MANAGEMENT

TOOLS

CONDUCTING

EVALUATING

PLANNING

ENSURING

FOLLOW-UP

MEETING PLANNING SHEET

AND AGENDA

AGENDA

ACTION REGISTER

PROCESS CHECK


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Page 26

Example Meeting AgendaTeam: EDCP Implementation

Date: September 10, 2007

Time: 11:00 a.m.-12:00 p.m.

Location: Evendale: ESD&I Conference Room Lynn: Paula Wrights Office

Roles: Leader: Mike Smith

Facilitator: Tim Jones

AGENDA ITEM DESIRED OUTCOMETIME

ALLOTTED

WHO

RESPONSIBLE

1. Agenda Review Consensus on agenda 11:00-11:05 Tim

2. Action Items Status on 04/25 action items/PCB operation discussion 11:05-11:15 Tim/Jeff/Team

3. Communication QMI Ideas and suggestions for Communications Team/EDCP 11:15-11:25 George/Paula/Team

article publication schedule

4. Training QMI Update on Training Team activities 11:25-11:35 Moses/Team

5. EDCP Implementation Metrics Continued discussion of proposed metrics and action 11:35-11:55 Team

plan for implementation

6. Wrap-up Summary of action items/agenda for 05-09 meeting 11:55-12:00 Tim/Team

7. Adjourn 12:00

Put Team Meeting Agendas in this FormatPut Team Meeting Agendas in this Format


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Page 28

Example Action RegisterTeam: EDCP Implementation

Date: September 10, 2007

Team Leader: Mike Smith

Action

ItemIs Going To Do What? When Completed

1. J. Martin Discuss PCB Operation 05/02

2. J. Stow Check with Al Heyson for the existence of 0502

Readiness Review documents

3. M. Moore Set up training team review of GCRB Team 05/02

building concerns with G. Villena and D. Newcomb

4. B. Bessom Support formation of Best Practices and Lessons 05/23 Herzner meeting 04/25

Learned Database Team

5. Resource Meet with all other sub-teams to ensure that the 05/23 Sub-team meetings in

Sub-Team identified EDC resource barriers are addressed preparation

6. T. Russell Terry to get Tollgate Review and Target Costing 05/23 Delayed pending

modules scheduled for all VPs completion of TollgateReview module

7. T. Kinne Integrate Lynn LM1600 Quality System Review with 05/23

P. Wright activities of Roger Pfalzgraf Team

8. T. Russell Work with Al Parker to integrate ISO9000 06/30

requirements into EDCP checklists

9. Team Submit difficulties with using WAIS to Bob Bessom On-going Closed temporarily

StatusWho


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Page 30

Circle the number of each dimension which reflects your rating of the group process.

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

ON-TRACK

PARTICIPATION

LISTENING

LEADERSHIP

DECISION QUALITY

FUN

No agenda or didnot follow the agenda

A few key members

dominating and some

members not participating

More than one person

talks at a time; repetitions,

interruptions, and side

conversations

No attempts to bring the

team back on track and

encourage equal

participation

Team decisions were

inferior to individual

assessments

Followed the agenda -no digressions

Everyone contributes and

is involved in team

decisions

One person talks at a time;

clarifying and building of

ideas

Team leader and team

intervene to keep the team

on track and actively

manage equal participation

Team expertise and

decisions were superior to

individual judgments

Team Process Check


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Project ManagementTools and Techniques

ScorecardsProject Plan

Risk Rating Criteria

Risk Management Process


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Scorecards

Display of Project Quantifiable Measurements inVisual Form

Initiated at Beginning of Project

Used to Track Project Progress to DefinedGoals over Time

Provide Project Reviewers Quick and Efficient

Tracking AbilityUsed During Reviews Throughout ProjectDuration

A Good Set of Scorecards Displays KeyProject Challenges, Requirements,

Schedule and Cost Goals; and the Teams

Progress to the Goals

A Good Set of Scorecards Displays KeyProject Challenges, Requirements,

Schedule and Cost Goals; and the Teams

Progress to the Goals


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Critical To Quality Characteristics (CTQs)

Project Cycle Time

Error Free Processes

Cost and/ or Cost Reduction

Program Risks

Others....

Scorecards Should Be Related to:


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3880

3900

3920

3940

3960

3980

4000

4020

4040

Aug-07

Oct

-07

Dec

-07

Feb-

08 Apr

-08

Jun-08

Aug-08

Oct-08

TIME

ENGINEWE

IGHTINLBS

WEIGHT RISK ABATEMENT

- 129 AVG.

LCBF ROTOR

CI P EXHAUSTNOZZLE

REDUCED DRAGNOZZLE

TECH REQUI REMENTS

REVI SED TECH REQUI REMENTS

FRONT FRAME( BLADE OUT)

T25 SENSOR

RADI AL AUGMENTOR

FUEL DELI VERY SYS. DP REVI SI ONFOR BLADE OUT

COMPOSI TE FAN DUCT- $5K

CHEM MI LL+ $8K

EJ ECTOR NOZZLE

Engine Weight Scorecard


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Project Plan

Documents Activities Required for the Execution

and Control of a Project

Provides Precise Details on What Needs to be Done,

When it needs to be Complete, What it will Cost,

and Who is Responsible to Keep Project

Participants Informed

Project Plan Advances a Product fromGeneration of Product Idea Through

Transition into Continuous Operations

Project Plan Advances a Product fromGeneration of Product Idea Through

Transition into Continuous Operations


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Value of the Project Plan

Provides Project Completion Date Based

on Logical Flow of Work and Duration of

Work Tasks Provides Early Warning for Quick

Intervention of Problems

Allows Teams to Assess the Impact ofProblems and Make Necessary

Adjustments to the Project Plan

Allows for the Recording and Tracking of

Risk Abatements

Provides the Project Team with a Vehicle

for Consistently Communicating Project

Status with Business and Customer


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THE CRITICAL PATH -A sequence of activities in the network having thelongest total duration of the project. Activities along the Critical Path havezero or negative slack/float. The Critical Path can be shown on any type ofnetwork and/or Gantt Chart.

Critical Path Schedule Method

Li k ith T C t


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Facilitates all functions understanding how and when they interactwith one another

Allows teams to focus on the process and make improvementsfrom a common understanding of what the process is

Allows and facilitates early involvement of suppliers/manufacturersin the design stages

Facilitates risk assessment/ abatement based on knowledge of theprocess:

Helps eliminate missed, redundant, inconsistent analysis and/ oreffort

When teams meet, the critical path schedule provides a focal point

for agenda items

Helps teams manage their own processes and provides atool for reducing cycle and establishing best practicetemplates

Links with Team Concept

E l C iti l P th S h d l


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Example Critical Path Schedule(Microsoft Project)

ID Task Name

1 538185/6 (Aero/Mechanical Test)

2 583185/7 (Aero/Performance Test)

3 538185/7B (Radial Aug Demo test)

4 Qualification Program Definition

5 538185/8 (Aeromech. Checkout @ Even

6 538185/8 (Aeromech. Qual @AEDC-22

7 538185/9 (Perf/Oper Qual-100 Hrs)

8 538192/3 (Endurance Qual-4300 TAC)

9 LCBF Component Tests

10 Radial Augmentor Component Tests

11 Qualification Reports to USAF

12 USAF Agreement on Reports

13 Qualification Complete

14 Support Equipment Dev't

15 Repair Development

16 Tech Data Definition

17 Deliver 1st EFE Flt Test Eng & Spare

18 EFE Flight Test Program

19 EFE Production Engine Deliveries Start

11/6 2/29

6/22 10/8

11/22 1/10

5/2 9/24

2/1 3/1

3/2 6/30

2/10 4/12

3/10 8/25

12/2 9/16

1/1 6/30

8/26 10/27

10/28 12/8

12/9

9/1 4/1

1/1 12/31

7/1 11/3

6/30 7/31

8/1 5/31

5/30

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q41995 1996 1997 1998 1999 2000 2001 2002


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The probability of an undesirable event occurring and theimpact of that event to the project or program

What is Risk?

Ri k M t P


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Risk Management Process

Technique Used to Manage Negative Events thatCould Occur in the Execution of a Project

Provides Valuable Information to the Business andCustomer for Reducing Risks Involved in Changing

a ProjectSpecifies Early in the Project What is Needed to

Reduce Risks to an Acceptable Level

Initial Identification, Quantification and Prioritization ofRisk Statements at Beginning of Poject

Risk Abatement Plans are Monitored Throughout the

Project

The Purpose of Performing the Risk Management Processis to Identify all the Events that Could Prevent Project

Team Success

The Purpose of Performing the Risk Management Processis to Identify all the Events that Could Prevent Project

Team Success


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What is The Value of Using The Risk

Management Process?

Reduces overall program costs and schedule impact by

stimulating up-front team planning to reduce or eliminateprogram risk

Allows business to formally share in the risk decisions

Some customers require it

It increases customer confidence in our ability to identifyand manage risks



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Start of Risk Management Process

Guidelines for Judging Risk Items so that Risks canbe Rated from High to Low

Removes Uncertainty from the Risk ImpactEvaluation and Ensures Teams are Rating the RiskItems Consistent with Leadership Risk Tolerance

Developed by Faculty and Project Team

Establishing Definitions of High, Mediumand Low for Probability and Impact

Ratings is the Most Important Outcome of

Risk Rating Criteria Development

Establishing Definitions of High, Mediumand Low for Probability and Impact

Ratings is the Most Important Outcome of

Risk Rating Criteria Development



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Risk criteria to consider for High, Medium, or Low:

Probability that Risk Issues will Occur:

High Likely occurrence to happenMajor uncertainties/unknowns exist

Medium Unlikely to occur but couldSignificant uncertainties exist

Low Very unlikely to occurAlmost no uncertainties exist

Example of Risk Rating Criteria


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Example of Risk Rating Criteria

Impact of Risk on Project Mission

Manufacturing Process Improvement Project

TECHNICAL

REQUIREMENTSSCHEDULE COST

HIGHRISK

MEDIUM

RISK

LOW

RISK

Implementation ofImprovements thatExceeds the 9Month Schedule by6 Months

Implementation ofImprovements thatExceeds the 9Month Schedule by3-6 Months

Implementation ofImprovements thatMeet the 9 MonthSchedule

Implementation Coststhat Exceed TargetCost by $50K

Implementation CostsThat Exceed TargetCost by $25K to $50K

Implementation CostsLess than $25K orMeets Target Cost

Implementation of Project

Improvements RequireMajor Re-Design andModifications

Implementation of ProjectImprovements RequireSome Significant Re-Design and Modifications

Implementation of ProjectImprovements RequireMinor Re-Design andModifications


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Risk Prioritization Matrix

P

robability

H

M

L

H 3 6 9

2 4 6

1 2 3

Impact

L M H

HighRisk

6 - 9Medium

Risk3 - 4

LowRisk1 - 2

Risk Rating = Probability x ImpactRisk Rating = Probability x Impact

Key Steps of the Risk Management Process


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Key Steps of the Risk Management Process

1. Identify Risk Rating Criteria

2. Obtain Agreement on Risk Rating Criteria

3. Develop Risk Statements and Combine into Logical RiskCategories

4. Quantify the Risk Statements

5. Select Risks Needing Abatement

6. Define and Document All Needed Risk Abatements

7. Prepare Risk Management Summary Report

8. Obtain Approval of Risk Abatement Plan

9. Track and Monitor Risk Abatement

10. Identify and Evaluate Additional Risks

11. Communicate Risk Management Status


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Potential Risk Issue Examples

Technical program requirements have not been defined

Assigned technical team lacks experience

New or unfamiliar technical approach has not been defined

New suppliers lack of technical experience will cause delays

Inadequate technical analysis methods will cause problems

Little or no recovery time in the schedule will cause delays

Resources or technology not available in time

Schedule of tasks has not been communicated

Little or no recovery in the budget will cause cost constraints

Changing requirements will increase costsMissed schedules will increase costs

Poor process capability will impact parts and inspection cost

Risk Abatement Plan


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Risk Abatement Plan

Develop the Abatement (Risk Reduction) Plans forthe High or Medium Rated Risks as Identified

For Elements of High Risk Consider the Following:

Assure that if implemented, the risk level of associated element isreduced to medium or lowThe risks are documented on the Risk Report MatrixThe Risk Abatement Plan is written

Responsibility for the risk plan implementation, measurement,tracking and documentation is identified and included in theCritical Path ScheduleIf no effective abatement plan can be identified consider droppingthe project

For Elements of Medium Risk Consider the Following:

Create a Scorecard to monitor the risk over time.The NPI Project team will decide if a Risk Abatement Plan is required

Risk Abatement Plans


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Technical Abatement Plan Examples:

Clarify and strengthen the technical requirements. Be very specific

Identify limitations early in the design process by a test...analysis

Involve manufacturing sources early in the design/mfg. process

Conduct producibility studies early

Identify and provide technical tools that increase productivity

Conduct Concept Reviews

Implement a technical freeze and technical change processApply performance modeling, simulation, and analysis early in thedesign process

Conduct periodic technical reviews tied to milestones



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Schedule Abatement Plan Examples:

Include the duration of Technical Abatement Plans in the CriticalPath Schedule. Negotiate additional schedule relief as required.

Strengthen and clarify the definition of tasks, milestones, anddeliverables

Implement formal schedule freeze and schedule change process

Schedule critical resources and technology within acceptablewindows of the Critical Path Schedule

Define and implement periodic supplier reviews. Ensure that suppliersare utilizing adequate scheduling and monitoring tools. Include

suppliers as part of the scheduling, design, and team

Evaluate serial vs. parallel task; increase resource levels performingthe tasks


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Cost Abatement Plan Examples:

Include the cost of Schedule and Technical Abatement Plans in the

budget baseline; negotiate a new budget if required

Validate the budget by use of Team Reviews of bottom-up estimates

Define a clear statement of work (SOW), program requirements etc.

Get commitments that control or stabilize cost benefit assumptions

Decrease technical scope; reduce and manage cost via earned

value management methods; conduct periodic cost performancereviews

Use Design to Cost and/ or Target Costing methods

Risk Example


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Risk Rating :

(P*IT)+(P*IS)+(P*IC) = T

Probabili ty of Event: 3

Impact onTechnical

Impact onSchedule

Impact onCost

TotalScore

Abatement PlanCost (9-6)Schedule (9-6)

Technical (9-6)

Approach:

Deliverables & Date(s):

Status: (R, Y, G)EffectivenessProgress

Owner:

Risk Category :

Lack of Plan

Risk Issue :

Cause of Risk :

Late hardware deliveries will delayassembly and test schedules

Changes as a result of programchanges, process capability, supplierselections, or cost reduction

1 3 1 15

Senior Design Project Team

Complete program CPS planning up front, select

suppliers early and weigh project changes againstcost and schedule impact

Program plan by 1 October 2008 Supplier selection by 15 November 2008 Project change process defined by

22 November 2008

Y Y(3x1) + (3x3) + (3x1) = 15

p

Program Risk Scorecard


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Program Risk Scorecard1000

900

800

700

600

500

400

300

200

100

0

SCORE

TOPS DOWN RISKASSESSMENT COMPARINGONLY NEW FEATURES

FIRST BOTTOMS UPRISK ASSESSMENTLOOKING AT MORETHAN NEW PORTIONS

BOTTOMS UP ASSESSMENT

CLEANUP BY NPI TEAM LEADERS TEMPERATURE PROFILE& STG 1&2 DISK LCF ADDED

~ 7 NEW RISKS ADDED

TMF

FETT

NEW RISKSCEO REVIEWS

SETT

PRODUCTION

A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O

ASSESSMENT

TG 6 PLAN

2004 2005 2006