Mechanical Engineering Department Senior Design Project

Mechanical Engineering Department Senior Design Project Effective Project Teams and Project Management Tools and Techniques Terry Russell OU ME Advisory Board Chairman

Ten Common Group Problems 1. Floundering 2. Overbearing participants 3. Dominating participants 4. Reluctant participants 5. Unquestioned acceptance of opinions as facts 6. Rush to accomplishment 7. Attribution 8. Discounts and plops 9. Wanderlust: digression and tangents 10. Feuding members Page 5

Nine Ingredients for a Successful Team 1. Clarity in team goals 2. Use of the scientific approach 3. Clearly defined roles 4. Clear communication 5. Beneficial team behaviors 6. Well-defined decision procedures 7. Balanced participation 8. Established group rules 9. Awareness of the group process Page 6

Values & Beliefs That Support Good Communication in Work Teams Each person is worthy of being treated with respect. Conflict can be managed to support win/win solutions. Disagreement is normal and a natural part of communication between any two people. Feelings should be dealt with as facts for the purpose of understanding the other person. Feedback should be given when requested or solicited (especially if critical). Members receiving feedback should feel free to ask any question they have concerning the feedback they receive. You can reject what the person says without rejecting the person. Dumping may feel good, but it rarely leads to improved communication between people and should be avoided. Rigid value positions and critical character judgments prevent good communication. A willingness to consider new information, input and an openness to be persuaded to another way of thinking, acting, etc., is necessary if high level consensus decisions are to be reached. Page 15

Decision Tree AUTOCRATIC WITH INPUT Decision-maker gets Information(not suggestions) from Individuals then makes the decision. One on one. COOPERATIVE The problem is shared with Individuals not as a group; suggestions are asked for, then the decision-maker makes the decision. No meeting COOPERATIVE WITH MEETING Problem is shared with whole group; collective suggestions are asked for; the decision-maker makes the decision. Must explain the decision back to people. AUTOCRATIC Decision is made alone by the decision-maker A DECISION NEEDS TO BE MADE CONSENSUS Problem is shared with the whole group; the decision is based on consensus. Page 16

Decision Tree (cont.) Questions to consider in the choice of a method for making decisions 1. Is one decision more likely to produce results than another, or will any do, as long as something is decided? 2. Does the leader have enough information to decide alone? (If no, autocratic mode is unwise.) 3. Does the success of the decision depend upon acceptance by the group? (If yes, drive for consensus) 4. Are members of the group likely to be in conflict? (If yes, consensus could be difficult.) 5. Can the members be depended upon to put the interests of the team ahead of self interests? (If no, consensus could be difficult). Agree on on Decision-making methods as as a team ground rule rule Page 17

Team Operating Procedures Team operating procedures form the backbone of team norms and expectations for new team members who will work together. These procedures require a significant amount of discussion, often raising points of ambiguity and conflicting assumptions among team members, and between team members and management. Before developing the operating principles, it should be decided by the chartering person or team which of the procedures have room for negotiation and which are fixed. For example, if it is expected that meetings will occur each week, then the team will not be deciding frequency of meetings. In this vein, try to facilitate the team to decide for themselves on the most effective principles (that confidentiality of discussions is a good idea, for example), and dictate no more than absolutely necessary. Remember, the process of developing the operating procedures is as important as the operating principles themselves are. Page 20

Team Operating Procedures To Specify Agenda: Attendance: Meetings: Decision Process: Minutes and Reports: Leader Role: Behavioral Norms: Confidentiality: Guests: Meeting Audits: Facilitator: Conflict: Recommendations, Suggestions: Commitments Outside Meetings: Who sets? When published? Input invited, etc. Excused absences, handling latecomers Times, frequency, place Consensus? Collaborative? Majority? Select a recorder, how? How are minutes approved? Where posted? Who types them? How are they distributed? How is it defined? How is leader selected? Expectations of the leader. Listening, interruptions, giving and receiving feedback, empathy. What goes outside the group? How are they invited? How excused? How frequent? Who is responsible? How selected? Expectations? Expected? How managed? How initiated? How routed? Who is informed? Expectations for follow-through on commitments for studies, information, data analysis, word processing, etc. Page 21

Example: Meeting Procedures and Ground Rules Team leader will monitor and control meeting to assure members have ability to participate without interruption. Minimal cross talk will be permitted and domination by any group of members is prohibited. Team recorder can interrupt for clarity. Team members are expected to: Be honest, open and caring. Come prepared to fully participate. Be prompt. Honor confidentiality. Notify team leader of impending absences No substitutes permitted. Meeting Logistics Meeting will be scheduled in advance as to date, time, and location, and be scheduled to allow sufficient time for member preparation. Meeting will start on time. No smoking permitted in meeting room. Refreshments to be provided and accessible during meeting. Maximum meeting length to be announced. Agenda and Minutes Preparation Planning worksheet will be used to establish agenda. Agenda of next meeting will be established at end of current meeting. Minutes and next meeting agenda to be issued in a timely manner. Page 22

Example: Meeting Procedures and Ground Rules (cont.) Conduct of Meeting 70% of member attendance is required for a quorum. Agenda to be review at start of meeting. Role of team leader, facilitator, recorder, timer are to be recognized and respected. Breaks to occur at a minimum of every 90 minutes with desired intervals of 60 minutes. Evaluate meeting at end for improvement ideas. Respect all input from members. Sense of humor is OK and fun is desired. OK to disagree Team consensus to be used to resolve issues. Action items. to be clearly defined with identified responsibilities. Feedback is at the option of the member. Process checks will be conducted at a frequency determined by team leader and members. Seven-step model is desired approach to problem solving and process improvement. Social Interaction is Desired Page 23

A Meeting is a Process that Can be Improved MEETING PROCESS PLANNING MEETING MANAGEMENT TOOLS MEETING PLANNING SHEET AND AGENDA CONDUCTING AGENDA ENSURING FOLLOW-UP ACTION REGISTER EVALUATING PROCESS CHECK Page 24

Example Meeting Agenda Team: EDCP Implementation Date: September 10, 2007 Time: 11:00 a.m.-12:00 p.m. Location: Evendale: ESD&I Conference Room Lynn: Paula Wright s Office Roles: Leader: Mike Smith Facilitator: Tim Jones AGENDA ITEM DESIRED OUTCOME TIME ALLOTTED WHO RESPONSIBLE 1. Agenda Review Consensus on agenda 11:00-11:05 Tim 2. Action Items Status on 04/25 action items/pcb operation discussion 11:05-11:15 Tim/Jeff/Team 3. Communication QMI Ideas and suggestions for Communications Team/EDCP 11:15-11:25 George/Paula/Team article publication schedule 4. Training QMI Update on Training Team activities 11:25-11:35 Moses/Team 5. EDCP Implementation Metrics Continued discussion of proposed metrics and action 11:35-11:55 Team plan for implementation 6. Wrap-up Summary of action items/agenda for 05-09 meeting 11:55-12:00 Tim/Team 7. Adjourn 12:00 Put Put Team Meeting Agendas in in this this Format Page 26

Example Action Register Team: EDCP Implementation Date: September 10, 2007 Team Leader: Mike Smith Action Item Who Is Going To Do What? When Completed 1. J. Martin Discuss PCB Operation 05/02 Status 2. J. Stow Check with Al Heyson for the existence of 0502 Readiness Review documents 3. M. Moore Set up training team review of GCRB Team 05/02 building concerns with G. Villena and D. Newcomb 4. B. Bessom Support formation of Best Practices and Lessons 05/23 Herzner meeting 04/25 Learned Database Team 5. Resource Meet with all other sub-teams to ensure that the 05/23 Sub-team meetings in Sub-Team identified EDC resource barriers are addressed preparation 6. T. Russell Terry to get Tollgate Review and Target Costing 05/23 Delayed pending modules scheduled for all VP s completion of Tollgate Review module 7. T. Kinne Integrate Lynn LM1600 Quality System Review with 05/23 P. Wright activities of Roger Pfalzgraf Team 8. T. Russell Work with Al Parker to integrate ISO9000 06/30 requirements into EDCP checklists 9. Team Submit difficulties with using WAIS to Bob Bessom On-going Closed temporarily Page 28

Team Process Check Circle the number of each dimension which reflects your rating of the group process. No agenda or did not follow the agenda A few key members dominating and some members not participating More than one person talks at a time; repetitions, interruptions, and side conversations No attempts to bring the team back on track and encourage equal participation Team decisions were inferior to individual assessments ON-TRACK 1 2 3 4 5 6 7 8 9 10 PARTICIPATION 1 2 3 4 5 6 7 8 9 10 LISTENING 1 2 3 4 5 6 7 8 9 10 LEADERSHIP 1 2 3 4 5 6 7 8 9 10 DECISION QUALITY 1 2 3 4 5 6 7 8 9 10 FUN 1 2 3 4 5 6 7 8 9 10 Followed the agenda - no digressions Everyone contributes and is involved in team decisions One person talks at a time; clarifying and building of ideas Team leader and team intervene to keep the team on track and actively manage equal participation Team expertise and decisions were superior to individual judgments Page 30

Project Management Tools and Techniques Scorecards Project Plan Risk Rating Criteria Risk Management Process

Scorecards Display of Project Quantifiable Measurements in Visual Form Initiated at Beginning of Project Used to Track Project Progress to Defined Goals over Time Provide Project Reviewers Quick and Efficient Tracking Ability Used During Reviews Throughout Project Duration A Good Good Set Set of of Scorecards Displays Key Key Project Challenges, Requirements, Schedule and and Cost Cost Goals; and and the the Team s Progress to to the the Goals Goals

Scorecards Should Be Related to: Critical To Quality Characteristics (CTQs) Project Cycle Time Error Free Processes Cost and/ or Cost Reduction Program Risks Others...

Engine Weight Scorecard 4040 4020 4000 3980 3960 3940 3920 3900 ENGINE WEIGHT IN LBS T25 SENSOR FUEL DELIVERY SYS. RADIAL AUGMENTOR -129 AVG. CIP EXHAUST NOZZLE LCBF ROTOR REDUCED DRAG NOZZLE FRONT FRAME (BLADE OUT) REVISED TECH REQUIREMENTS TECH REQUIREMENTS DP REVISION FOR BLADE OUT CHEM MILL + $8K COMPOSITE FAN DUCT -$5K EJECTOR NOZZLE 3880 Aug-07 Oct-07 Dec-07 Feb-08 Apr-08 TIME Jun-08 Aug-08 Oct-08 WEIGHT RISK ABATEMENT

Tollgate Completion Status Scorecard The basic chart shown here and the activities included under each tollgate are to be adapted by each NPI Team to suit the mission and deliverables of the team. Key Elements NPI PROJECT TITLE TITLE Tollgate Completion Schedule (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) 1 2 3 4 5 Idea Strategize Get Consensus Feedback Propose - Prepare detailed plan (Month/Yr) 6 Prepare Launch Launch (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) 7 8 9 10 Design Develop Validate Produce & Support 100% + Need identified for NPI Process. + Establish Senior Leadership Team. + Identify Leadership Team. + Establish NPI Team. + Evaluate business impact. + Define initial program requirements. + Conduct Tollgate 1 review. + Define key technical requirements. + Brainstorm issue. + Develop risk assessment criteria. + Finalize alternative approaches (strategy). + Identify manufacturing approaches. + Perform risk assessment + Prepare prelim. program plan + Conduct Tollgate 2 review. + Expand team membership. + Begin risk abatement plans. + Generate preliminary approach. + Obtain stakeholder feedback and review approach as required. + Review Tollgate 3 checklist. + Conduct Tollgate 3 review. + Establish program strategy. + Communicate status of program direction. + Define detailed customer requirements. + Initiate QFD to identify top-level CTQs. + Prepare detailed proposal/ program plans. + Obtain customer buy-in. + Conduct Tollgate 4 review. + Finalize technical requirements + Update business and technical plans. + Identify NPI metrics. + Establish launch requirements. + Confirm funding, participants, and facilities available. + Conduct Tollgate 5 review. + Issue launch documents. + Identify critical path elements. + Finalize best options. + Finalize manufacturing processes. + Identify design review schedule. + Review Tollgate 6 checklist. + Conduct Tollgate 6 review. + Launch program. + Refine critical path elements/ schedule. + Identify CTQs. + Initiate concurrent detail design & manufacturing process planning. + Hold detailed design reviews. + Finalize detail design/test definition. + Review Tollgate 7 checklist. + Conduct Tollgate 7 review. + Procure/manufacture hardware. + Validate process capability. + Finalize detailed cert/ qual test plans. + Prepare test hardware. + Review Tollgate 8 checklist. + Conduct Tollgate 8 review. + Complete component tests, engine, and flight testing as required. + Confirm all program requirements are met, and complete documentation. + Obtain customer/ agency approval. + Review Tollgate 9 checklist. + Conduct Tollgate 9 review. + Review producibility data. + Review field data. + Identify ongoing improvements. + Hold periodic Tollgate 10 reviews. 90% 80% 70% 60% 50% 40% 30% Percent Tollgate Checklist Items Complete 20% 10% 1% 2% 5% 8% 10% 20% 40% 70% 95% 100% 0% Percent Overall NPI Program Complete NPI Team Team Mission Mission

Project Plan Documents Activities Required for the Execution and Control of a Project Provides Precise Details on What Needs to be Done, When it needs to be Complete, What it will Cost, and Who is Responsible to Keep Project Participants Informed Project Plan Advances a Product from Generation of of Product Idea Through Transition into Continuous Operations

Value of the Project Plan Provides Project Completion Date Based on Logical Flow of Work and Duration of Work Tasks Provides Early Warning for Quick Intervention of Problems Allows Teams to Assess the Impact of Problems and Make Necessary Adjustments to the Project Plan Allows for the Recording and Tracking of Risk Abatements Provides the Project Team with a Vehicle for Consistently Communicating Project Status with Business and Customer

Critical Path Schedule Method THE CRITICAL PATH - A sequence of activities in the network having the longest total duration of the project. Activities along the Critical Path have zero or negative slack/float. The Critical Path can be shown on any type of network and/or Gantt Chart.

Links with Team Concept Facilitates all functions understanding how and when they interact with one another Allows teams to focus on the process and make improvements from a common understanding of what the process is Allows and facilitates early involvement of suppliers/manufacturers in the design stages Facilitates risk assessment/ abatement based on knowledge of the process: Helps eliminate missed, redundant, inconsistent analysis and/ or effort When teams meet, the critical path schedule provides a focal point for agenda items Helps teams manage their own processes and provides a tool for reducing cycle and establishing best practice templates

Example Critical Path Schedule (Microsoft Project) ID Task Name 1 538185/6 (Aero/Mechanical Test) 2 583185/7 (Aero/Performance Test) 3 538185/7B (Radial Aug Demo test) 4 Qualification Program Definition 5 538185/8 (Aeromech. Checkout @ Even 6 538185/8 (Aeromech. Qual @AEDC-227 7 538185/9 (Perf/Oper Qual-100 Hrs) 8 538192/3 (Endurance Qual-4300 TAC) 9 LCBF Component Tests 10 Radial Augmentor Component Tests 11 Qualification Reports to USAF 12 USAF Agreement on Reports 13 Qualification Complete 14 Support Equipment Dev't 15 Repair Development 16 Tech Data Definition 17 Deliver 1st EFE Flt Test Eng & Spare 18 EFE Flight Test Program 19 EFE Production Engine Deliveries Start 1995 1996 1997 1998 1999 2000 2001 2002 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 11/6 2/29 6/22 10/8 11/22 1/10 5/2 9/24 2/1 3/1 3/2 6/30 12/2 9/16 2/10 4/12 3/10 8/25 1/1 6/30 9/1 4/1 8/26 10/27 10/28 12/8 12/9 1/1 12/31 7/1 11/3 6/30 7/31 8/1 5/31 5/30

What is Risk? The probability of an undesirable event occurring and the impact of that event to the project or program

Risk Management Process Technique Used to Manage Negative Events that Could Occur in the Execution of a Project Provides Valuable Information to the Business and Customer for Reducing Risks Involved in Changing a Project Specifies Early in the Project What is Needed to Reduce Risks to an Acceptable Level Initial Identification, Quantification and Prioritization of Risk Statements at Beginning of Poject Risk Abatement Plans are Monitored Throughout the Project The The Purpose of of Performing the the Risk Risk Management Process is is to to Identify all all the the Events that that Could Could Prevent Project Team Team Success

What is The Value of Using The Risk Management Process? Reduces overall program costs and schedule impact by stimulating up-front team planning to reduce or eliminate program risk Allows business to formally share in the risk decisions Some customers require it It increases customer confidence in our ability to identify and manage risks

Risk Rating Criteria Start of Risk Management Process Guidelines for Judging Risk Items so that Risks can be Rated from High to Low Removes Uncertainty from the Risk Impact Evaluation and Ensures Teams are Rating the Risk Items Consistent with Leadership Risk Tolerance Developed by Faculty and Project Team Establishing Definitions of of High, Medium and Low for for Probability and Impact Ratings is is the the Most Important Outcome of of Risk Rating Criteria Development

Risk Rating Criteria Risk criteria to consider for High, Medium, or Low: Probability that Risk Issues will Occur: High Medium Low Likely occurrence to happen Major uncertainties/unknowns exist Unlikely to occur but could Significant uncertainties exist Very unlikely to occur Almost no uncertainties exist

Example of Risk Rating Criteria Manufacturing Process Improvement Project Impact of Risk on Project Mission TECHNICAL REQUIREMENTS SCHEDULE COST HIGH RISK Implementation of Project Improvements Require Major Re-Design and Modifications Implementation of Improvements that Exceeds the 9 Month Schedule by 6 Months Implementation Costs that Exceed Target Cost by $50K MEDIUM RISK Implementation of Project Improvements Require Some Significant Re- Design and Modifications Implementation of Improvements that Exceeds the 9 Month Schedule by 3-6 Months Implementation Costs That Exceed Target Cost by $25K to $50K LOW RISK Implementation of Project Improvements Require Minor Re-Design and Modifications Implementation of Improvements that Meet the 9 Month Schedule Implementation Costs Less than $25K or Meets Target Cost

Risk Prioritization Matrix Probability H 3 6 9 H M L 2 4 6 1 2 3 High Risk 6-9 Medium Risk 3-4 Low Risk 1-2 L M H Impact Risk Risk Rating = Probability x Impact

Key Steps of the Risk Management Process 1. Identify Risk Rating Criteria 2. Obtain Agreement on Risk Rating Criteria 3. Develop Risk Statements and Combine into Logical Risk Categories 4. Quantify the Risk Statements 5. Select Risks Needing Abatement 6. Define and Document All Needed Risk Abatements 7. Prepare Risk Management Summary Report 8. Obtain Approval of Risk Abatement Plan 9. Track and Monitor Risk Abatement 10. Identify and Evaluate Additional Risks 11. Communicate Risk Management Status

Potential Risk Issue Examples Technical program requirements have not been defined Assigned technical team lacks experience New or unfamiliar technical approach has not been defined New suppliers lack of technical experience will cause delays Inadequate technical analysis methods will cause problems Little or no recovery time in the schedule will cause delays Resources or technology not available in time Schedule of tasks has not been communicated Little or no recovery in the budget will cause cost constraints Changing requirements will increase costs Missed schedules will increase costs Poor process capability will impact parts and inspection cost

Risk Abatement Plan Develop the Abatement (Risk Reduction) Plans for the High or Medium Rated Risks as Identified For Elements of High Risk Consider the Following: Assure that if implemented, the risk level of associated element is reduced to medium or low The risks are documented on the Risk Report Matrix The Risk Abatement Plan is written Responsibility for the risk plan implementation, measurement, tracking and documentation is identified and included in the Critical Path Schedule If no effective abatement plan can be identified consider dropping the project For Elements of Medium Risk Consider the Following: Create a Scorecard to monitor the risk over time. The NPI Project team will decide if a Risk Abatement Plan is required

Risk Abatement Plans Technical Abatement Plan Examples: Clarify and strengthen the technical requirements. Be very specific Identify limitations early in the design process by a test...analysis Involve manufacturing sources early in the design/mfg. process Conduct producibility studies early Identify and provide technical tools that increase productivity Conduct Concept Reviews Implement a technical freeze and technical change process Apply performance modeling, simulation, and analysis early in the design process Conduct periodic technical reviews tied to milestones

Risk Abatement Plans Schedule Abatement Plan Examples: Include the duration of Technical Abatement Plans in the Critical Path Schedule. Negotiate additional schedule relief as required. Strengthen and clarify the definition of tasks, milestones, and deliverables Implement formal schedule freeze and schedule change process Schedule critical resources and technology within acceptable windows of the Critical Path Schedule Define and implement periodic supplier reviews. Ensure that suppliers are utilizing adequate scheduling and monitoring tools. Include suppliers as part of the scheduling, design, and team Evaluate serial vs. parallel task; increase resource levels performing the tasks

Risk Abatement Plans Cost Abatement Plan Examples: Include the cost of Schedule and Technical Abatement Plans in the budget baseline; negotiate a new budget if required Validate the budget by use of Team Reviews of bottom-up estimates Define a clear statement of work (SOW), program requirements etc. Get commitments that control or stabilize cost benefit assumptions Decrease technical scope; reduce and manage cost via earned value management methods; conduct periodic cost performance reviews Use Design to Cost and/ or Target Costing methods

Risk Example Risk Category : Lack of Plan Risk Issue : Late hardware deliveries will delay assembly and test schedules Cause of Risk : Changes as a result of program changes, process capability, supplier selections, or cost reduction Probability of Event: 3 Risk Rating : (P*IT)+(P*IS)+(P*IC) = T Impact on Technical Impact on Schedule Impact on Cost Total Score 1 3 1 15 (3x1) + (3x3) + (3x1) = 15 Abatement Plan Owner: Approach: Deliverables & Date(s): Status: (R, Y, G) Senior Design Project Team Progress Y Cost (9-6) Schedule (9-6) Technical (9-6) Complete program CPS planning up front, select suppliers early and weigh project changes against cost and schedule impact Program plan by 1 October 2008 Supplier selection by 15 November 2008 Project change process defined by 22 November 2008 Effectiveness Y

Program Risk Scorecard 1000 900 BOTTOMS UP ASSESSMENT CLEANUP BY NPI TEAM LEADERS TEMPERATURE PROFILE & STG 1&2 DISK LCF ADDED ASSESSMENT 800 TG 6 PLAN 700 ~ 7 NEW RISKS ADDED 600 TMF SCORE 500 FETT 400 300 FIRST BOTTOMS UP RISK ASSESSMENT LOOKING AT MORE THAN NEW PORTIONS NEW RISKS CEO REVIEWS 200 100 0 TOPS DOWN RISK ASSESSMENT COMPARING ONLY NEW FEATURES SETT PRODUCTION A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O 2004 2005 2006