1. 1 The Engineering Process An iterative design process... Problem Design Constraints Test Specification Design Simulation Test Verification Prototyping Test Verification Hardware Implementation Test Verification

2. 2 Problem: recognize that a problem exists, and develop a concise statement of the problem. Objectives: study the parameters of the problem, and convert them into engineering language you are familiar with. Literature Survey: assimilate existing knowledge about the problem, and search for similar data (related experiments, evaluations, etc.) The Engineering Process a design methodology...

3. 3 Analysis: analyze the problem based on the knowledge gained from the literature survey, produce a set of design constraints, and generate test specifications to verify these design constraints. Synthesis: manipulate the analysis to yield a family of solutions (typically through simulation and prototyping). Evaluation: choose the best solution and verify it meets the design constraints. Presentation: communicate the solution to your peers/management. The Engineering Process a design methodology continued...

4. 4 Teams and Team Development Putting the Pieces Together... TEAMS Communication Conflict Resolution Diversity Coaching Decision Making Meeting Effectiveness Team Charter Problem Solving Decision Making Source: Andersen Consulting

5. 5 Teams and Team Development Putting the Pieces Together... TEAMS Communication Conflict Resolution Diversity Coaching Decision Making Meeting Effectiveness Team Charter Problem Solving Decision Making Source: Andersen Consulting

6. 6 Teams TEAMS Communication Conflict Resolution Diversity Coaching Decision Making Meeting Effectiveness Team Charter Problem Solving Decision Making

7. 7 Clearly Defined Team Objectives, Scope, Roles & Responsibilities, Key Activities, Key Deliverables, Critical Success Factors, Metrics, Risks, and Boundaries Clearly Defined Meeting Guidelines Cooperative, Committed, and Trusted Climate Clear, Effective, Constructive Communication Ingredients for a Successful Team TEAMS

8. 8 Understanding of Problem Solving Techniques Well-defined Decision-making Processes Understanding of Conflict Resolution Awareness of Diversity Issues Understanding of Proper Coaching Techniques Ingredients for a Successful Team TEAMS

9. 9 “A team is a group of people who must collaborate to achieve common goals, and who assume responsibility for the functioning and performance of the group.” Common Goals Common Operating Procedures Inter- dependent Accountable Goals of a team need to be (1) clear and explicit, (2) motivating and challenging, (3) tied to rewards in order for a team to reach a level of maximum performance. This means that team members have established systems, procedures, processes and norms for addressing the various issues facing the team, e.g., procedures to reduce conflict. Team members must (1) understand team goals, (2) be committed to team goals, (3) demonstrate a willingness to solve individual and team problems. Each member of a team must be held responsible for producing specific outputs and results. There must be a clear delineation of roles and responsibilities. What is a team? TEAMS

10. 10 Differences Between Teams and Work Groups TEAMWORK GROUP Teams achieve a balance between concern for the process of the group and the final results. Work groups only emphasize results. Work groups do not formally develop skills for working together for common goals. Teams encourage open communication between members. Work groups tend to limit communication to immediate supervisors or managers and so individuals tend not to gain the expertise and ideas of others. Teams encourage collective effort.Work groups promote individual performance. This leads to group members who focus on completing their task with little interest or coordination with other group members work. Teams operate with a high degree of autonomy and experience a high degree of ownership of project goals. In addition, teams demonstrate greater ability to solve problems and think creatively, which leads to higher productivity and quality products. Work groups work with a high degree of management control. TEAMS

11. 11 Component DefinitionComponent Characteristics of High Performing Teams There are seven components which distinguish high performing teams from teams that experience problems... 1. Clarity in Team Goals 2. Clearly Defined Roles Groups often assume their goals are clear and then later experience mistakes due to confusion. Goals need to be specific, attainable, and well communicated. To clearly define roles of a team, you need to: design formal roles and responsibilities, set clear boundaries for each role, design job team responsibilities that use each member’s talents and rotate general roles. When team goals are not clear, potential troubles may include frequent disagreement about next steps, frustration at the lack of progress and excessive questioning of group decisions and actions. When there are no clearly defined roles the skills of team members will not be fully utilized. There may be confusion over which team member has a specific task and some may get more than their share of tedious chores. Potential Issues If Missing TEAMS

12. 12 Component DefinitionComponent Characteristics of High Performing Teams 3. Clear Communication 4. Well Defined Decision Procedures Clear communication exists when team members speak with clarity and directness, listen actively, explore ideas rather than argue over them, openly share information & provide constructive feedback not criticism. When teams develop effective decision making procedures they: explore important issues by polling members, decide important issues by consensus, use high quality data as a basis for decisions, agree who will make what decisions. Teams with poor communication have members who have a tendency to withhold information, discount others’ ideas and opinions and cover up true feelings. Without well-defined decision making procedures, teams find it difficult to break out of the old orientation of being told what to do as opposed to deciding for themselves. Potential Issues If Missing TEAMS The seven components continued...

13. 13 DefinitionComponent Characteristics of High Performing Teams Continued The seven components continued... 5. Established Ground Rules 6. Balanced Participation 7. Improvement Plan Establishing rules for the team involves the process of members deciding what are acceptable and unacceptable behaviors within the team for both tasks and relationships. This strategy not only contributes to getting the job done, but it develops all members’ expertise in all areas, which strengthens the team’s performance. The goal of an improvement plan is to ensure high team performance. The plan needs to cover 5 activities: - Maintain communications - Fix obvious problems - Look upstream to larger issues - Document progress and problems - Monitor changes Without openly stated rules teams often experience frustration and confusion in other members’ behaviors. Potential troubles may include members who continue behavior that frustrates other team members. Without balanced participation, performance can result in certain members having too much or too little influence based on their skill set, and cross-job coverage not supporting productivity goals. Without an improvement plan, the team may use ineffective approaches to address problems that result in little or no improvement of team output. Potential Issues If Missing TEAMS

14. 14 Stages of Team Development FormingStormingNormingPerforming The four stages of team development are... TEAMS

15. 15 Forming and Storming Forming Storming The forming stage occurs when team members first come together as a team. How members Feel: optimistic proud anxious/suspicious about the job resentful How members Act: unfocused impatient During the storming stage, teams discover teamwork is more difficult than they expected. How members Feel: attitudes fluctuate resist new approaches How members Act: argue defensive/competitive question wisdom of approach tension/jealousy TEAMS

16. 16 Norming and Performing Norming Performing The norming stage begins as the team moves beyond the storming stage and begins to function as a team. How members Feel: acceptance of team ability to express constructive criticism relieved - it’s going to be O.K. How members Act: avoid conflict share common spirit/goals establish ground rules and boundaries When a team reaches the performing stage it is functioning as a high performance team. How members Feel: better understanding of team strengths and weaknesses insight into personnel and group processes satisfied with the team How members Act: self change prevent and work through group problems close attachment to the team TEAMS

17. 17 TEAMS Lessons from the Geese There is an interdependence in the way geese function. Teams, like flocks of geese, learn from their experience.

18. 18 Team Charter Team Charter TEAMS Communication Conflict Resolution Diversity Introduction to Teams Decision Making Meeting Effectiveness Problem Solving Decision Making

19. 19 Team Charter An agreement between the team and its sponsor A communication tool between the project and the organization A high-level guide for the project What is a Team Charter?

20. 20 Objectives:Goals of the team. Scope:Fundamental aspects of the project that will not change: objectives, limits, initial assumptions, timeframes. Roles/Responsibilities:Duties & assignments for each member of the team. Key Activities:Defined by the workplan to foster accomplishment of the project. Key Deliverables:Tangible outcomes of the project, usually in the form of documents. These should be tied directly to Key activities. Timeline/Schedule:Target dates for completion of the project and its various phase, activities, etc. Milestones:Dates of key accomplishments of the team. Critical Success Factors: Any factors that must occur to ensure success of the project. Metrics:Information looked at regularly and systematically to monitor, control, and improve our work. Risks:Anything that prevents the team from completing the key activities. Boundaries:Factors that limit the scope of work (e.g. timeframes). Team Charter Components of a Team Charter

21. 21 Example Team Charter Team Charter

22. 22 Team Charter Validation Objective - Does it accurately described the project? Scope -Is the project well defined? Roles & Responsibilities - Have they been determined for all team members? Key Activities - Will they allow team to meet its objectives? Key Deliverables - Are they tangible, and do they demonstrate results? Timeline/Schedule-Is the schedule sufficient to finish the project on a timely basis? Team Charter

23. 23 Team Charter Validation Continued Milestones-Do they support accomplishment of the project? Critical Success Factors - Do they ensure team’s success? Metrics - Do they accurately measure results, and support critical success factors? Risks - Are they full documented, and do they significantly impede success? Boundaries - What elements are in, and out, of the project? Sponsor -Is the sponsor at a high enough level in the organization to clear barriers, provide resources, etc? Team Charter

24. 24 Team Charter Validation... Who validates the Charter? The team sponsor, and other key stakeholders of the project. What does the validation processA series of meetings with the sponsor and consist of? other stakeholders where representatives of the team talk through the various components of the Charter getting feedback and sign off on each part from the stakeholders. How does validation usually go?Each iteration usually brings fine-tuning to the respective components. Once all parties are in agreement, and support the team moving aheadwith its efforts. Team Charter

25. 25 Meeting Effectiveness TEAMS Communication Conflict Resolution Diversity Coaching Decision Making Meeting Effectiveness Team Charter Problem Solving Decision Making

26. 26 Simple method for effective, direct, communication of information perceptions, concerns, etc. Structured forum for reaching decisions and resolving conflicts Dedicated time to work on goals and objectives Gathering for face to face interactions and opportunities to develop familiarity, and trust as a team Place where outsiders can interface with all team members at the same time to communicate important information Facilitates involvement, input, and ownership in results Enables/supports easy clarification & elaboration of information and intent Decision Making Meeting Effectiveness Source: Jonier & Associates, The Team Handbook, 1988. Why have meetings? Meetings should provide a...

27. 27 Create meeting ground rules Create guiding principles Use agendas with clear definition of expected outcomes & processes Apply effective facilitation methods Manage meeting processes to achieve desired outcomes Document meetings Evaluate meetings (to identify & address problems early & to enable continual improvement in team effectiveness) Decision Making Meeting Effectiveness Source: Jonier & Associates, The Team Handbook, 1988. General Meeting Guidelines Teams should commit to the following guidelines...

28. 28 Start all meetings on time Establish an agenda and stick to it Use a flip chart to record ideas Everyone should participation No side discussions Test ideas for agreement Document & distribute all meeting minutes and group decisions Clarify follow-up responsibilities Agenda will be developed for the next meeting Decision Making Meeting Effectiveness Create Meeting Ground Rules Ground rules should be specific enough to enable easy compliance and enforcement. Examples...

29. 29 Review of Agenda and Time Contract Assignment of Meeting Roles Review of Meeting Purpose Brainstorming/Discussion Consensus Development Development of Path Forward Plans Meeting Feedback (e.g. “Likes”, “Changes”, and “Overall Rating”) Decision Making Meeting Effectiveness Source: Jonier & Associates, The Team Handbook, 1988. Typical Meeting Structure A meeting will typically have the following format...