1. All Models Aren’t Gisele: Lessons in Mixed Model Management (on How to Manage Projects and not Tasks) Presented by Bill Bellows Associate Fellow InThinking Network Aerojet Rocketdyne Email: william.bellows@rocket.com, Cell: 818-519-8209 October 25, 2013 All Models Aren’t Gisele: Lessons in Mixed Model Management (on How to Manage Projects and not Tasks) Presented by Bill Bellows Associate Fellow InThinking Network Aerojet Rocketdyne Email: william.bellows@rocket.com, Cell: 818-519-8209 Playing, Gaming, Learning Online UCLA Conference October 25, 2013william.bellows@rocket.com

2. Product / Program / Project As Conceived Replacing the screwdriver Pilot holes Hole saw Drywall installation Concrete

3. Product / Program / Project As Conceived Replacing the screwdriver Pilot holes Hole saw Drywall installation Concrete The top 5 uses: 1.Replacing the screwdriver 2.Pilot holes 3.Hole saw 4.Drywall installation 5.Concrete

4. Product / Program / Project As Managed As Conceived

5. Agenda Models Quiz Purposeful Resource Management Opportunities to Think

6. Super Models

8. Mental Models For our purposes in this paper, ideologies are the shared framework of mental models that groups of individuals possess that provide both an interpretation of the environment and a prescription as to how that environment should be structured. As developed… institutions are the rules of the game of a society and consist of formal and informal constraints constructed to order interpersonal relationships. Source: Shared Mental Models, Denzau, A. and D. North

9. Mental Models The mental models are the internal representations that individual cognitive systems create to interpret the environment and the institutions are the external (to the mind) mechanisms individuals create to structure and order the environment. Source: Shared Mental Models, Denzau, A. and D. North

10. Mental Models Essentially, all models are wrong, but some are useful. Professor George Box

11. Ownership ActivityActivity Proactive Reactive “Mine”“Ours” Resource Management Model

12. Proactive – applying effort while “good,” “OK,” “well,” or “correct” is happening Resource Management

13. Reactive – applying effort after “bad,” “not OK,” “sick,” or “incorrect” happens Proactive – applying effort while “good,” “OK,” “well,” or “correct” is happening

14. “An ounce of prevention is worth a pound of cure” Resource Management

15. “An ounce of prevention is worth a pound of cure” “A stitch in time saves nine” Resource Management

16. “Every dollar we invest in high-quality early education can save more than $7 later on” “An ounce of prevention is worth a pound of cure” “A stitch in time saves nine” Resource Management

17. “What we see depends on what we thought before we looked.” Myron Tribus Perception & Thinking

18. Quiz

19. Horse Trading “The secret to selling a horse is… Mark Twain

20. “The secret to selling a horse is… to sell it before it dies.” Mark Twain Horse Trading

21. Time Management How much time is spent discussing parts, tasks, activities, program milestones, etc. which are good and completed on time?

22. Grades What letter grade is required for all purchased parts and services, as well as tasks completed internally?

23. DEF P GIH Task Flow

24. Handoff Requirements? DEF P GIH Task Flow

25. Task Grades

28. Task Management

29. Macro System Model Task Completion

30. Step 1 Step 2 Step N Macro System Model Task Completion

31. Task A Step 1 Step 2 Step N GOOD Macro System Model

32. Task A Step 1 Step 2 Step N Task B Task O Task P GOOD Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Macro System Model Task Completion

33. Task A Step 1 Step 2 Step N Task B Task O Task P Assembly GOOD Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Macro System Model Task Completion

34. Sub- Assembly 1 Task A Step 1 Step 2 Step N Task B Task O Task P Assembly FIT GOOD Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Macro System Model Task Completion

35. Sub- Assembly 1 Task A Step 1 Step 2 Step N Task B Task O Task P Sub- Assembly 2 Assembly FIT GOOD Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Macro System Model Task Completion

36. Sub- Assembly 1 Task A Step 1 Step 2 Step N Task B Task O Task P Sub- Assembly 2 Assembly Final Assembly FIT GOOD Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Macro System Model Task Completion

37. Sub- Assembly 1 Task A Step 1 Step 2 Step N Task B Task O Task P Sub- Assembly 2 Product Assembly Final Assembly FIT GOOD Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Macro System Model Task Completion

38. Sub- Assembly 1 Task A Step 1 Step 2 Step N Task B Task O Task P Sub- Assembly 2 Product Assembly Final Assembly FIT GOOD WORKS GOOD Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Macro System Model Task Completion

39. 0102030405060708090100 Task Grades

40. 0102030405060708090100 Task Grades

41. MAXMIN HOLE DIAMETER MAXMIN 2520 100 FT 0 FT DISTANCE FROM THE DOOR PAGE COUNT OUTER DIAMETER Examples of Task Management

42. MAXMIN HOLE DIAMETER MAXMIN 2520 PAGE COUNT OUTER DIAMETER Examples of Task Management 100 FT 0 FT DISTANCE FROM THE DOOR

43. MAXMIN HOLE DIAMETER MAXMIN 2520 PAGE COUNT OUTER DIAMETER Examples of Task Management 100 FT 0 FT DISTANCE FROM THE DOOR

44. MAXMIN HOLE DIAMETER MAXMIN 2520 PAGE COUNT OUTER DIAMETER Examples of Task Management 100 FT 0 FT DISTANCE FROM THE DOOR

46. MAXMIN HOLE DIAMETER MAXMIN 2520 PAGE COUNT OUTER DIAMETER Examples of Task Management 100 FT 0 FT DISTANCE FROM THE DOOR

47. MAXMIN HOLE DIAMETER MAXMIN 2520 PAGE COUNT OUTER DIAMETER Macro System Task Management 100 FT 0 FT DISTANCE FROM THE DOOR

48. MAXMIN HOLE DIAMETER MAXMIN 2520 PAGE COUNT OUTER DIAMETER Macro System Task Management 100 FT 0 FT DISTANCE FROM THE DOOR = = = =

49. MAXMIN HOLE DIAMETER MAXMIN 2520 PAGE COUNT OUTER DIAMETER Micro System Task Management 100 FT 0 FT DISTANCE FROM THE DOOR = = = =

50. Resource Management Contrast MAXMIN HOLE DIAMETER MAXMIN OUTER DIAMETER MAXMIN HOLE DIAMETER MAXMIN OUTER DIAMETER

51. Resource Management Contrast MAXMIN HOLE DIAMETER MAXMIN OUTER DIAMETER MAXMIN HOLE DIAMETER MAXMIN OUTER DIAMETER MIND THE TASK

52. Resource Management Contrast MAXMIN HOLE DIAMETER MAXMIN OUTER DIAMETER MAXMIN HOLE DIAMETER MAXMIN OUTER DIAMETER MIND THE TASK MIND THE GAP

53. Sub- Assembly 1 Task A Step 1 Step 2 Step N Task B Task O Task P Sub- Assembly 2 Product Assembly Final Assembly Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Degrees of GOOD Degrees of WORKS Degrees of FIT Micro System Model Task Completion

54. Purposeful Resource Management

55. Ownership ActivityActivity Proactive Reactive “Mine”“Ours” Resource Management

56. Ownership ActivityActivity Proactive Reactive “Mine”“Ours” Resource Management

57. Ownership ActivityActivity Proactive Reactive “Mine”“Ours” Resource Management

58. Ownership ActivityActivity Proactive Reactive “Mine”“Ours” PURPOSEFULPURPOSEFUL REFLEXIVE Resource Management

59. Opportunities to Think

60. An InThinking Roadmap AKA The Hotel California InThinking Together (9 hrs) (Formerly known as “ET” and “Understanding Variation”) Six Thinking Hats (8 hrs) Kepner-Tregoe (24 hrs) (Problem Solving and Decision Making) Workshop”) Managing Variation as a System (9 hrs) The New Economics Study Session (14 hrs) Understanding Taguchi Methods – Part 2 (40 hrs) Understanding Taguchi Methods – Part 1 (40 hrs) ools DATT (16 hrs) irect pplied hinking - (Problem Solving and DATT (16 hrs) DATT (16 hrs) Design of Experiments & Taguchi Methods – An Overview (16 hrs) Leading Systems (12 hrs) (AKA the “Organization Resource Leadership (8 hrs) OD iscussion ngoing (4 th week, Th/Fri, 12-2pm PT) Prerequisites BTA…webinar hinking etter (2 nd week, Th/11:30-1pm PT) bout Lateral Thinking (16 hrs)

61. All Models Aren’t Gisele: Lessons in Mixed Model Management (on How to Manage Projects and not Tasks) Presented by Bill Bellows Associate Fellow InThinking Network Aerojet Rocketdyne Email: william.bellows@rocket.com, Cell: 818-519-8209 October 25, 2013 All Models Aren’t Gisele: Lessons in Mixed Model Management (on How to Manage Projects and not Tasks) Presented by Bill Bellows Associate Fellow InThinking Network Aerojet Rocketdyne Email: william.bellows@rocket.com, Cell: 818-519-8209 Playing, Gaming, Learning Online UCLA Conference October 25, 2013william.bellows@rocket.com