CEG 4392: ELECTRICAL ENGINEERING PROJECT Course: (Misbah Islam)

Project Management Process, Team Dynamics:

Components of Project Management Process:

1. Project Human Resource Management Task assignment

2. Project Life-Cycle ManagementProject Execution using one or more of the following:

Waterfall Model V Model Spiral Model Prototyping Model

3. Project Scope Management Work Breakdown Structure

4. Project Time Management Gantt Chart Critical Path Method, CPM Project Evaluation and Review Technique, PERT

5. Project Quality ManagementFor ensuring targets, e.g. Sigma-1 quality = 68.27% ~ 317 defects / 1000Sigma-2 quality = 95.45% ~ 45 defects / 1000Sigma-4 quality = 99.9937% ~ 6.3 defects / 1000Sigma-6 quality = 99.9999998% ~ 2 defects / Billion

Quality Assurance (Rules, Processes, Job Aids,Tools & Training) Quality Control (Monitoring and Corrective Action) Tools: Pareto Charts ( identifies high runners), 80-20 type rule Sampling Plan Defect Cause Analysis: Ishikawa’s Fishbone diagram

6. Project Risk Management Types of Risks: Technical, Quality, Cost, Time, People Risk avoidance Risk acceptance Risk effect mitigation (reduction of impact)

7. Project Cost Management8. Project Non-Human Resource Management

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PROJECT MANAGEMENT

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REQUIREMENT ENGINEERING

PLAN

ARCHITECTURAL & HIGH LEVEL

DESIGN PLAN

DETAILED DESIGNPLAN

IMPLEMENTATION PLAN

UNIT TESTPLAN

ARCHITECTURAL & HIGH LEVEL

DESIGN PLAN

V & V and DEMONSTRATION

PLAN

PRODUCT DEPLOYMENT PLAN

TIME MANAGEMENT

RESOURCE MANAGEMENT

QUALITY MANAGEMENT

SCOPE MANAGEMENT

HUMAN RES MANAGEMENT

LIFE-CYCLE MANAGEMENT

COST MANAGEMENT

RISK MANAGEMENT

Project Human Resource Management:

Team Building and Team Management:

a. How to Motivate people:

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Physiological

Safety

Social

Esteem

Self

Actuali- zation

b. Factors That Influence Team Motivation

[Ref: www.teambuildinginc.com]

1. Expertise2. Assignment3. Reward4. Friendship5. Coercion6. Penalty

1. Purpose

The mission and purpose of the team must be articulated and there must be a buy-in by all the team members. If the team members are reluctant or not enthusiastic towards achieving the final gaol then either the message itself is not right or the way it is presented is flawed.

2. Challenge and Responsibility

The team will get better if there is a challenge associated with the mission and purpose that taxes the abilities of the team members. The challenge should be geared to the capability level of the team, it should not either too simple or too difficult for the team to achieve within the time, resource and skill constraints.

It is the job of the team leader to reiterate the challenge if interest seems to be flagging. The team leader should assign responsibility in accordance with member’s skill. It should not too narrow or too much.

3. Team Spirit

For a team to be successful, its members should be on the same or similar wavelength. For the duration of the project, every team member once he/she has signed in must work towards building friendship and team spirit. Each member should be loyal to the team and overcome tendencies for highlighting differences in a negative manner.

4. Progress

For a team that is making progress the visible indicators of achievement, in themselves are the reward and a source of satisfaction. Progress develop a momentum of its own that can have snow ball effect. The team leader and the members should not rest too much on the laurels but constantly work towards achieving the end-result.

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d. Increasing Personal Effectiveness

Seven Habits of Highly Effective People (Stephen Covey)

Habit Description

1 Be Proactive

2 Be Focussed. Begin with end in mind

3 First things first

4 Think Win / Win (no zero sum game)

5 Seek first to understand then to be understood (be a good listener)

6 Synergize

7 Sharpen the saw (improve thyself)

It has been found that Habit #5 differentiates the good Project Managers from bad.

e. Types of People: (Myers-Briggs Type Indicator)

There are four dimensions of people personalities based on psychological type:

Type Brief Description

1 Extrovert Draw energy from other peopleIntrovert Self energizing

2 Sensation Accept facts and detailsINtuition Imaginative and intuitive

3 Thinking Objective and LogicalFeeling Subjective and personal

4 Judgement Desire closure and deadlinesPerception Open and flexible

Engineers and IT developers are generally ISTJ or ESTJ.

A team’s makeup should be balanced as far as possible.What is ideally the profession of a person whose MB Type is?

a. INFP _________________________

b. ENFP ___________________c. ENTJ __________________________

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f. What is Synergy?

The aggregation of individual capabilities such that the effective capability is more than the sum of its parts.

Team Building Stages (Life cycle):

Must involve one way control flow WITHOUT retracing.

1. Forming: Acquainting Personality Traits Group Behaviour Ground Rules

2. Storming: Intense interaction (technical and personal)

3. Norming: Clarifications of roles and responsibilities Emergence of Leadership Commitment

4. Performing: Designing, Implementing, Tracking progress, Team synergy Product

2.Storming

1.Forming

3.Norming

4.Performing

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How to do Storming and Norming:

a. Gallery Method:

Group discussion (using Black board, sticky notes, conference call or email)Good for one or two sessions only.

b. 5-2-4 Method:

In a team of 5, each member proposes 2 ideas and communicates those to the remaining 4 colleagues, who ‘independently’ write their comments on each other’s proposals.

Variation: 3-2-2

All the documents (along with the feedback) are then reviewed and the optimum design option is adopted.

Conflict Management:

Why do Conflicts Arise?

a. Elevated egosb. Difference between skill setsc. Communication Deficit (not listening, not informing, not emailing, etc..)d. Dedication and Commitment Deficite. Performance Deficitf. Interpersonal issues

Constructive conflict (that has no lingering effects) is perfectly OK.

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Managing Conflicts:

Constructive conflict is OK.

1. Avoidance: Ignore++ and avoid+

2. Smoothing: Allow the other party to have their own way (once, twice, thrice)

3. Constructive Engagement: Seriously listen to other party and decide (after listing the pros and cons)

4. Compromising: Arrive at a compromise (give and take)

5. Forcing: Imposing a solution (majority or by the strength of argument)

Team Dynamics

Working in a team can be both rewarding and challenging. You should observe rules of team dynamics to produce maximum output.

Patience is a virtue Acknowledge contribution in a positive way to achieve team synergy. Appoint a team leader (with backup) to coordinate the work and provide

leadership. Initially you may have to do brain-storming and meet frequently. Later on

you should be meeting twice every week to assign work and monitor progress.

Establish rules to achieve load balancing and manage differences of opinion.

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Qualities expected of an effective Leader:

1. Always keep the goal in sight

2. Set up intermediate targets

3. Communicate the goal and the intermediate targets

4. Build team and maintain its integrity

5. Synergize effort

6. Delegate work

7. Time and resource management

8. Be receptive to ideas. Listen.

9. Motivate and lead by example

10. Consistency: No dichotomy between he says and what he does.

11. Personal qualities(patience, diplomacy, justice, balance, humour)

12. Raise morale

13. Resolve Conflict

14. Acknowledge achievement

Expected Responsibilities of a Team Member:

1. Be aware of the goal and the intermediate targets

2. Work towards achieving targets

3. Time and resource management

4. Communicate issues and concerns (diplomatically)

5. Maintain team integrity and team camaraderie ( Minimal FP )

6. Personal qualities

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How to handle Conflicts:

Why do Conflicts Arise?

g. Elevated egosh. Difference between skill setsi. Communication Deficit (not listening, not informing, not emailing,

etc..)j. Dedication and Commitment Deficitk. Performance Deficitl. Interpersonal issues

Constructive conflict (that has no lingering effects) is perfectly OK.

Managing Conflicts:

Constructive conflict is acceptable and is to be encouraged.

6. Avoidance:

Ignore++ and avoid+ (allow a cooling off period)

7. Smoothing:

Allow the other party to have their own way (once, twice, thrice…)

8. Constructive Engagement:

Seriously listen to other party and decide (after listing the pros and cons)

9. Compromising:

Arrive at a compromise (Give and take, Win / Win, or perception of Win / Win)

10. Forcing:

Imposing a solution (majority view or through the strength of argument)

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Team Dynamics

Working in a team can be both rewarding and challenging. You should observe rules of team dynamics to produce maximum output.

Patience is a virtue

Acknowledge contribution in a positive way to achieve team synergy.

Appoint a team leader (with backup) to coordinate the work and provide leadership.

Initially you may have to do brain-storming and meet frequently. Later on you should be meeting twice every week to assign work and monitor progress.

Establish rules to achieve work-load balancing and manage differences of opinion.

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Team Effectiveness

Example:

A team has four members with individual capability levels (expertise) in different areas that are essential for the project. Assume that these capabilities are disjoint, in the sense that each member can make an independent contribution to the team.

Depending on their effectiveness level, teams can be described as

- Functional - Dysfunctional.

Functional teams have an overall capability that is greater than that of its weakest member, implying that there is some advantage (howsoever minute) for it raison d’etre. In general, a functional team will have a much higher overall capability as we shall see in the following examples.

Capability (Functional) > Minimum { Capabilities of the members of the team }

Dysfunctional teams have an overall capability that is equal to or less than that of its weakest member. Thus there is no advantage whatsoever for conjuring up the team. It might be better to disband such as team.

Capability (Dysfunctional) <= Minimum { Capabilities of the members of the team }

Person Capability LevelAllen 3Bradley 4Cummins 6Diesel 8

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A

C D

B

Functional Teams:

Case 1: Average

If the level of cooperation is not consistent or patchy, the team’s effectiveness may revert to the average of the capabilities of its members:

Team’s Capability = Average ( 3, 4, 6, 8 ) = 21 / 4 = 5.25

Case 2: Maximal:

In this case, the most competent person assumes responsibility for the project and does not take advantage of other member’s capabilities. Team’s Capability = Maximum of individual capabilities

= Max ( 3, 4, 6, 8) = 8

Case 3: Synergistic

The team is Synergistic if

Team’s Capability >= of the individual capabilities>= 3 + 4 + 6 + 8

>= 21

Case 4: Enhanced Synergisms

If each team member contributes to the effectiveness of every other team member then the total capability may approach the product of the individual capabilities. It is assumed that the expertises of the team members are disjoint or non overlapping.

Team’s Capability = of the individual capabilities = 3 * 4 * 6 * 8

= 576

The reason of this enhanced capability is that every team member gains from that of the rest. This implies that his capabilities go towards reinforcing the capabilities of other members resulting in the augmentation of team’s overall effectiveness.

It may be noted that the product value may the ideal case and may not be achievable in most cases.

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Dysfunctional Teams:

Case 5: Dysfunctional

For a dysfunctional team, each member’s contribution falls down to the level of its weakest member:

Team’s Capability = Min (3,4,6,8) = 3

Case 6: Extreme Dysfunctional (Misbah’s Hypothesis)

If the team is totally dysfunctional, i.e. every team member does not let anybody else to contribute anything (i.e. continuously obstructs or comes in the way), then the net capability is the Harmonic mean of individual capabilities.

Team’s Capability C = Harmonic mean (3, 4, 6, 8)

1/ C = (1/3 +1/4 + 1/6 + 1/8) = 21/24 Therefore C = 24 / 21 = 1.14

(Note that this is even far less than the capability of the weakest member)

Case 7: Dismantled

If the team fails to gel and splits up prior the commencement of the work then its capability is obviously zero.

Case 8: Disruptive

In certain cases, the team due to reasons of omission of commission (negligence or disruption) instead of making a positive contribution can cause damage to the organization. In this case its contribution can be negative.

Summary: Capability of teams can vary over a wide range

In our example it can vary from some negative value to up to 576.Our target should be to achieve team synergy.

Examples from your own experience?

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Some Office Jargon:

Cube Farm: A typical Office

Boss-Spasming: Getting busy with work as soon as your boss enters the Cube

Blame-Storming: Debating with colleagues why an error happened and who was responsible

Brain Dump: Debriefing

Helicopter View: An overview

Low Hanging Fruit: Easy targets

404: Clueless

WWW: World Wide Waiting

Heisenburg’s Principle: A phenomenon where the presence of the observer changes the nature of the observed?

http://www.theofficelife.com/business-jargon-dictionary-A.html

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