[email protected] engr-11_lec-13_chp14_projects-teams-ethics.ppt 1 bruce mayer, pe...

[email protected] • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt1

Bruce Mayer, PE Engineering-11: Engineering Design

Bruce Mayer, PELicensed Electrical & Mechanical Engineer

[email protected]

Engineering 11

Projects,Teams, Ethics



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



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



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?



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



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



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



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...........................................



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



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




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.




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!



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.



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




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




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!



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



Mr. C

arvalheira P

atents



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



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?



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



Co

st Estim

ate • Lab

or



Engineering Cost Estimate • Matl



SpecStyleSoW

Detailed OutLine of Work to be Done• Typically

Given to OutSiders such as Customers



TableStyleSoW

Summary OutLine of Work to be Done• Typically

used internally



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”



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



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



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



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...



Team LifeCycle ☺

Project initiation

Wild enthusiasm

Disillusionment

Chaos

Search for the guilty

Punishment of the innocent

Promotion of the non-participants



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



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”



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)



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



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”

http://www.google.com/url?sa=i&rct=j&q=slacker&source=images&cd=&cad=rja&docid=lmElOHEzf0i8IM&tbnid=D2vtEYJJdi8XHM:&ved=0CAUQjRw&url=http://evolvingthroughrunning.blogspot.com/2013/03/slacker-redeemed.html&ei=tgaVUZ_XA4O-yQG7wYCYDg&bvm=bv.46471029,d.aWc&psig=AFQjCNFamZJcND76H3GJK-kR37uLNW0Pwg&ust=1368807448838634



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”.



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



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?



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



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.



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.



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.



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



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.



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



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



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.



Bruce Mayer, PERegistered Electrical & Mechanical Engineer

[email protected]

Engineering 11

Appendix



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

http://www.hyperthot.com/pm_princ.htm



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.





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.





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.





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.



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