Teamwork and Project Management. Karl A. Smith Engineering Education – Purdue University STEM Education Center/ Civil Eng - University of Minnesota firstname.lastname@example.org http://www.ce.umn.edu/~smith Engineers Leadership Institute Minnesota Society for Professional Engineers November 18, 2011.
Karl A. Smith
Engineering Education – Purdue University
STEM Education Center/ Civil Eng - University of Minnesota
Engineers Leadership Institute
Minnesota Society for
November 18, 2011
Body of Knowledge is the
sum of knowledge within
the profession of project
March, J.G. 1991. Exploration and exploitation in organizational learning. Organizational Science, 2, 71-87
Bransford, Brown & Cocking. 1999. How people learn. National Academy Press.
What is takes to be a good project manager On-Going Operations
--Barry Posner (1987)
Communications (84% of the respondents listed it)
Organizational skills (75%)
Team Building Skills (72%)
Esprit de Corps
Leadership Skills (68%)
Vision (big picture)
Coping Skills (59%)
Technological Skills (46%)
“The secret of expertise is that there is no secret. It takes at least 10 years of concentrated effort to develop expertise.” Herbert Simon
Teamwork and Project Management Exercise On-Going Operations
Project Life Cycle
The engineering method is design under constraints – Wm. Wulf, President, National Academy of Engineering
The engineering method is the use of heuristics to cause the best change in a poorly understood situation within the available resources – Billy Koen, Mechanical Engineering Professor, UT-Austin, author Discussion of the Method
Design objective On-Going Operations
Design and build a tower at least 25 cm high that can support a stack of textbooks. The tower is built from index cards and office tape.
Materials are 100 index cards and one roll of office tape
Cards can be folded but not torn
No piece of tape can be longer than 2 inches
Tower cannot be taped to the floor
Tower must be in one piece, and easily transported in one hand
Time to design and build: 15 minutes
Height is measured from the ground to the lowest corner of the book placed on top
Tower must support book for at least 10 seconds before the measurement is made
Room must be cleaned up before measurements are made.
Group Processing On-Going Operations
Things Group Could Improve
Things That Group Did Well
32 On-Going Operations
33 On-Going Operations
34 On-Going Operations
Wysocki & Rudd, Figure 2.8, page 47 On-Going Operations
38 On-Going Operations
Project Success: Quadruple Constraint On-Going Operations
A recent survey of technology projects in the United States by the Project Management Institute reveals some startling percentages. Close to half of the projects started were never finished, 30% were completed but took at least twice as long as expected, some took 5 times as long. Only 10% of the projects were finished on time.
Standish Group Survey of Software Project – 1994 (Lewis, 2000, p. 109)
Critical Success Factors and Their Importance for System Implementation (Listed in decreasing order of correlation)
[Pinto (1986), See Smith (2004), p. 67]
1.Project mission. Initial clearly defined goals and general directions.
2.Top management support. Willingness of top management to provide the necessary resources and authority/power for implementation success.
3.Schedule plans. A detailed specification of the individual action steps for system implementation.
4.Client consultation. Communication, consultation, and active listening to all parties impacted by the proposed project.
5.Personnel. Recruitment, selection, and training of the necessary personnel for the implantation project team.
6.Technical tasks. Availability of the required technology and expertise to accomplish the specific technical action steps to bring the project on-line.
7.Client acceptance. The act of "selling" final product to its ultimate intended users.
8.Monitoring and feedback. Timely provision of comprehensive control information at each stage in the implementation process.
9.Communication. The provision of an appropriate network and necessary data to all key actors in the project implementation process.
10.Troubleshooting. Ability to handle unexpected crises and deviations from plan.
Wysocki & Rudd, p. 34
ISE 5101 – Fall Implementation (Listed in decreasing order of correlation)2011 – Session 1
Q4 – Pace: Too slow 1 . . . . 5 Too fast (3.3)
Q5 – Relevance: Little 1 . . . 5 Lots (4.3)
Q6 – Format: Ugh 1 . . . 5 Ah (4.7)