1. 1 Chapter 7 Developing Models and Prototypes: Projects and People Skills

2. 2 Today’s Menu Note regarding purpose of course Note regarding purpose of course Project management: roles and managing time and money Project management: roles and managing time and money Communications: writing a progress report Communications: writing a progress report Collaboration: recognizing style differences is the most interesting part.. Collaboration: recognizing style differences is the most interesting part..

3. 3 SAW 4! A film in which a determined detective tries to help a group of trapped people, in grave danger A film in which a determined detective tries to help a group of trapped people, in grave danger The detective tries very hard to help them.. The detective tries very hard to help them.. And by doing that he ends up hurting rather than helping them And by doing that he ends up hurting rather than helping them “Let people help themselves” is the message “Let people help themselves” is the message http://movies.break.com/saw4/ http://movies.break.com/saw4/ http://movies.break.com/saw4/

4. 4 7.1 Project Management  Assigning roles to people, and ensuring they have the resources to fulfill them

5. 5 7.1.1 Clarifying Role and Responsibilities  What needs to be done and When does it need to be done?  Who will do it?  Identifying Resources: tools, books etc. required Project Manager The Project Manager then ensures that the project is delivered on time, to budget and to the required quality standard (within agreed specifications). He/she ensures the project is effectively resourced and manages relationships with external parties. Project Team Members The staff who actively work 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 the Team Manager

6. 6 7.1.2 Obtaining Resources The 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 Second-system effect?

7. 7 7.2 Communication  Documenting and explaining to others  Criticizing ideas in a way that points out flaws and yet encourages continued effort for improvement

8. In summary Project Management Project Management Managing people Managing people Obtaining Resources Obtaining Resources Ensuring X has Y to do Z in time T Ensuring X has Y to do Z in time T Roles & Responsibilities Roles & Responsibilities More people != less time More people != less time Communications Communications Essential in any relationship Essential in any relationship 8

9. 9 7.2.1 Writing Progress Reports Typical key questions: Typical key questions: Is the project on track- time? Is the project on track- time? Is the project on budget- money? Is the project on budget- money? Is the work being done of satisfactory quality? Is the work being done of satisfactory quality? Prior to writing, consider: Prior to writing, consider: Who needs the info? Who needs the info? When do they need it? When do they need it? What questions might they have? What questions might they have? How will the info be presented? (on paper or face-to-face) How will the info be presented? (on paper or face-to-face) Keeping a complete neat record book is essential Keeping a complete neat record book is essential Following a standard report structure helps! Following a standard report structure helps! In terms of style, aim for clarity and linearity In terms of style, aim for clarity and linearity

10. 10 Topics to address in typical progress report Topics to address in typical progress report

11. 11 Concise summary of progress Concise summary of progress

12. 12 7.2.2 Providing Feedback  Feedback is information about what is being done and how it is being done  Preferably, it is quantitative and constructive  Table 7.3 (following) summarizes some guidelines for giving constructive feedback  Table 7.4 (following) provides suggested methods for assessing your team’s ability to provide feedback

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15. 15 7.2.3 Seeking Input and Feedback  What’s the difference?  The importance of critical self-assessment! Feedback example #1 What 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? [J1] In other words ‘what is it?’[J1] Feedback example #2 By the way, there is a significant list of speakers-- have they all been contacted and agreed to participate or are they just possibilities at this point? Also, what is the number of speakers allowed per session? It ought not to be too large, or participants will feel like they were unable to adequately express their viewpoint....

16. 16 7.3 Collaboration  The familiarity with each individual will help in ensuring the continuity of the work in a constructive atmosphere 7.3.1 Managing Role Conflict and Role Ambiguity  Role conflict: conflict between N roles for 1 person  Role ambiguity: lack of clarity in role definition  relationship to function definition?

17. 17 7.3.2 Recognizing style differences Unstructured with multiple parallel tasks __________________ Short and intense bursts of energy YN YFirefighter Air traffic controller NProfessor Nuclear Factory Control Operator

18. 18 7.3.3 Eliminating Social Loafing Some common reasons for loafing and some suggestions about how to resolve the matter Some common reasons for loafing and some suggestions about how to resolve the matter

19. 19 In summary, Clear role definition is important for efficiency and lack of conflict Clear role definition is important for efficiency and lack of conflict Providing feedback in person or on paper is an integral part of project management Providing feedback in person or on paper is an integral part of project management Recognizing style differences is key to defining proper roles and group structure Recognizing style differences is key to defining proper roles and group structure