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Chapter 7Chapter 7

Developing Models and Prototypes: Developing Models and Prototypes: Projects and People Skills Projects and People Skills

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Today’s MenuToday’s Menu

Note regarding purpose of Note regarding purpose of coursecourse

Project management: roles and Project management: roles and managing time and moneymanaging time and money

Communications: writing a Communications: writing a progress reportprogress report

Collaboration: recognizing style Collaboration: recognizing style differences is the most differences is the most interesting part..interesting part..

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SAW 4!SAW 4!

A film in which a determined A film in which a determined detective tries to help a group of detective tries to help a group of trapped people, in grave dangertrapped people, in grave danger

The detective tries very hard to help The detective tries very hard to help them.. them..

And by doing that he ends up hurting And by doing that he ends up hurting rather than helping themrather than helping them

““Let people help themselves” is the Let people help themselves” is the messagemessage

http://movies.break.com/saw4/

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7.1 Project Management7.1 Project Management

Assigning roles to people, and ensuring Assigning roles to people, and ensuring they have the resources to fulfill themthey have the resources to fulfill them

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7.1.1 Clarifying Role and 7.1.1 Clarifying Role and ResponsibilitiesResponsibilities

WhatWhat needs to be done and needs to be done and WhenWhen does it does it need to be done?need to be done?

WhoWho will do it? will do it?

Identifying Identifying ResourcesResources: tools, books etc. : tools, books etc. requiredrequired

Project ManagerProject Manager The Project Manager then ensures that The Project Manager then ensures that

the project is delivered on time, to budget and to the required quality the project is delivered on time, to budget and to the required quality standard (within agreed specifications). He/she ensures the project is standard (within agreed specifications). He/she ensures the project is effectively resourced and manages relationships with external parties.effectively resourced and manages relationships with external parties.

Project Team MembersProject Team Members The staff who actively work The staff who actively work

on the project, at some stage, during the lifetime of the project. Some may on the project, at some stage, during the lifetime of the project. Some may have a specific role – especially in smaller teams, the Team might include have a specific role – especially in smaller teams, the Team might include the Team Managerthe Team Manager

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7.1.2 Obtaining Resources7.1.2 Obtaining Resources

The Mythical Man-MonthThe Mythical Man-Month

Assigning more programmers to a project running behind schedule will make it even later, due to the time required for the new programmers to learn about the project, as well as the increased communication overhead.

The The Second-systemSecond-system effect?effect?

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7.2 Communication7.2 Communication DocumentingDocumenting and and explainingexplaining to others to others

Criticizing ideas in a way that points out Criticizing ideas in a way that points out flaws and yet encourages continued effort flaws and yet encourages continued effort for for improvementimprovement

In summaryIn summary

Project ManagementProject Management Managing peopleManaging people

Obtaining ResourcesObtaining Resources Ensuring X has Y to do Z in time TEnsuring X has Y to do Z in time T

Roles & ResponsibilitiesRoles & Responsibilities More people != less timeMore people != less time

CommunicationsCommunications Essential in any relationshipEssential in any relationship

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7.2.1 Writing Progress 7.2.1 Writing Progress ReportsReports Typical key questions:Typical key questions:

Is the project on track- Is the project on track- timetime?? Is the project on budget- Is the project on budget- moneymoney?? Is the work being done of satisfactory Is the work being done of satisfactory qualityquality??

Prior to writing, consider: Prior to writing, consider: WhoWho needs the info? needs the info? WhenWhen do they need it? do they need it? WhatWhat questions might they have? questions might they have? HowHow will the info be presented? (on paper or face-to-face) will the info be presented? (on paper or face-to-face)

Keeping a complete neat Keeping a complete neat record bookrecord book is essential is essential Following a Following a standard report structurestandard report structure helps! helps! In terms of style, aim for In terms of style, aim for clarity and linearityclarity and linearity

1010 Topics to address in typical progress reportTopics to address in typical progress report

1111 Concise summary of progressConcise summary of progress

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7.2.2 7.2.2 Providing FeedbackProviding Feedback

Feedback is information about Feedback is information about whatwhat is is being done and being done and howhow it is being done it is being done

Preferably, it is quantitative and Preferably, it is quantitative and constructiveconstructive

Table 7.3 (following) summarizes some Table 7.3 (following) summarizes some guidelines for giving constructive feedbackguidelines for giving constructive feedback

Table 7.4 (following) provides suggested Table 7.4 (following) provides suggested methods for assessing your team’s ability methods for assessing your team’s ability to provide feedbackto provide feedback

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7.2.3 7.2.3 Seeking Input and FeedbackSeeking Input and Feedback

What’s the difference?What’s the difference?

The importance of critical self-assessment! The importance of critical self-assessment! Feedback example #1What is development? What conditions are necessary and sufficient in order to call a system developmental? How may we measure these intrinsic qualities? Can we specify a litmus test that differentiates between a developmental and a non-developmental system? What is the relationship between evolution and development?

Feedback example #2By the way, there is a significant list of speakers--have they all beencontacted and agreed to participate or are they just possibilities at thispoint? Also, what is the number of speakers allowed per session? It oughtnot to be too large, or participants will feel like they were unable toadequately express their viewpoint....

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7.3 Collaboration7.3 Collaboration

The familiarity with each individual will The familiarity with each individual will help in ensuring the continuity of the work help in ensuring the continuity of the work in a constructive atmospherein a constructive atmosphere

7.3.1 7.3.1 Managing Role Conflict and Managing Role Conflict and Role Ambiguity Role Ambiguity

Role conflictRole conflict: conflict between N roles for 1 : conflict between N roles for 1 personperson

Role ambiguityRole ambiguity: lack of clarity in role : lack of clarity in role definitiondefinition

relationship to function definition?relationship to function definition?

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7.3.2 Recognizing style 7.3.2 Recognizing style differencesdifferencesUnstructured with Unstructured with multiple parallel tasksmultiple parallel tasks

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Short and intense Short and intense bursts of energybursts of energy

YY NN

YY FirefighterFirefighter Air traffic Air traffic controllercontroller

NN ProfessorProfessor

Nuclear Factory Nuclear Factory

Control OperatorControl Operator

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7.3.3 Eliminating Social Loafing7.3.3 Eliminating Social Loafing Some common reasons for loafing and some Some common reasons for loafing and some

suggestions about how to resolve the mattersuggestions about how to resolve the matter

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In summary,In summary,

Clear role definition is important Clear role definition is important for efficiency and lack of conflictfor efficiency and lack of conflict

Providing feedback in person or Providing feedback in person or on paper is an integral part of on paper is an integral part of project managementproject management

Recognizing style differences is Recognizing style differences is key to defining proper roles and key to defining proper roles and group structuregroup structure