ART Management Workshop

1. ART Management Workshop Peter P. Yim June 9 ~ 12, 2003 ver. 1.02

2. What do good managers do? • They Manage the entire Project Life Cycle and make sure it aligns with the vision & mission (strategy & charter) • They Make Things Happen • They Manage Resources : • Time • Money • People • Intellectual Capital • To Drive : • Efficiency • Productivity • Effectiveness, & • Optimal Deployment of Resources

3. How do they do it? • They Organize the Team • They Plan & schedule • They Manage the • Deliverables • Resources – time, money, people, knowledge • Priorities • Expectations • Risks • Project Life Cycle • They Communicate • They Monitor and Measure (set up metrics) • They Document • They Review, and make sure lessons are learned

4. You’ve already got a great Mission Statement (and a most wonderful Vision) ! “ The Aragon Robotics team is a group of students motivated by an interest in science, math, and technology. Our goal is to unite a team of students, engineers, teachers, and adult volunteers to accomplish the central goal of constructing a robot to capable of competing in the U.S. FIRST Robotics Competition. By doing this, we hope to gain experience in the fields of computer science and electrical and mechanical engineering, and an understanding and appreciation of the cooperative process of design and engineering. In addition, we intend to establish a robotics program at Aragon High School that will continue to thrive for years to come. ”

5. Sizing Up (1) • S.W.O.T. analysis of our situation • Strengths • Motivated • Affinity to science & technology • Started early • Have lots of devoted mentors • Members know each other already • Already put on one exhibition which was very well received • Already interacting on a virtual community platform • Have already put together a good foundation (e.g. have Lego Mindstorms kits, some financial resources, etc.) • We have realistic goal (just operational, not to win) • Have full support from the principal and teachers (ART will be a key program in the school) • We can learn from others before us (e.g. Gunn) • Weaknesses • We are complete beginners and don’t know what we are doing • Don’t know what to expect (no experience) • Hard to get everyone together for meetings • Have not even been in the machine shop yet from ART Management Jul-2001

6. Sizing Up (2) • S.W.O.T. analysis of our situation(cont’d) • Opportunities • Have a good vision and mission • We are starting a program, building a community and building a knowledge base • This is a total “green field” operation, and we have the opportunity to take it practically in any direction we can imagine • We can learn from Gunn • We may even join up with Mills • Threats • Only have 4 months left to learn everything • Lots of members have busy schedules • Funding not totally in place yet • We don’t have a dedicated space • Lack of Skills • Inexperience • Inadequate tools and material • All managers are seniors (succession plans need to be in place too) from ART Management Jul-2001

7. Strategic Plan (1 of 2) • Sizing Up • Our strengths • Our weaknesses • The environment • Opportunities • Threats • Where Do We Want To Be [Goal] • What Are The • Obstacles • Things going for us • Changes happening as we progress from: ppy / Strategic_Plan_Template_020715a

8. Strategic Plan (2 of 2) • How Shall We Do It [Strategy] • What Shall We Do [Action Plan] • How Do We Know If We Have Done It Properly • Metrics • Monitor • Fine Tuning • Reiteration from: ppy / Strategic_Plan_Template_020715a

9. Sharing Management Responsibilities • Scheduling, Planning and Calendar [Denise] • Training - Organize all the training/workshop [Denise] • Membership / Human Resources manager [Jason] • Fund Raising: Sponsorship proposals, sponsor relationship [Jason] • Treasurer / Budget [Krista] • Outreach / Public Relations (local community) [?] • Outreach / Community Relationship (other robotics activities) [?] • Website (external facing) [Rishi/JeremyL?,Matt?, Dan?] • Manage eGroups community environment (internal facing) [JeremyL & JeremyY] • Communications person - phone calls, notices [Denise] • IT support person [Charles] • Knowledge manager (Cyberian) [?] • Construction: • Chassis • Locomotion: Drive Train, … • Manipulators: Grippers, … • Electronics • Programming • Material/Inventory/Purchase manager [JeremyL] • Testing / Reliability / Safety / Quality Assurance • Practice (organize, schedule, coach) • “Parliamentarian” – someone who knows the rules and regulations from ART Management Jul-2001

10. What is in a Product or Service? • Features • Quality • Cost • Responsiveness

11. Lessons Learned (1) • engage people, find out what they need and want, and deliver them • if no one is assigned to it, it doesn't get done • if someone has to do it "later", it probably won't get done (or, at least not done as well, or as expediently as if one were to be able to do it right-then-and-there) • Set realistic goals (otherwise how would your assessment look like at the end of the period)?

12. Lessons Learned (2) • know the difference between: Goal/Mission, Strategy, Approach/Methodology/Process, Action Item/Task, Resource, Ownership. • With a goal, you'd still need an action plan, a set of metrics, a monitoring system, and some fine-tuning and reiterations (to both the goal and the plan) • Be Introspective: what was your "best 5", "worst 5" during the last period; and your "target 5" items for the next? • know your resources, make them accessible, and deploy them optimally

13. The Five Pillars of TQM • Product • Process • System • Leadership • Commitment

14. Leadership (1) • Product is the focal point for organization purpose and achievement. Quality in the product is impossible without quality in the process. Quality in the process is impossible without the right organization. The right organization is meaningless without the proper leadership. from “The Five Pillars of TQM” by Bill Creech

15. Leader vs Management (1) • Leaders shape the outputs. Managers chase the inputs. • Leaders focus on group products. Managers focus on individual jobs. • Leaders encourage new ideas. Managers enforce the old ideas. • Leaders stimulate right things. Managers monitor for wrong things. • Leaders thrive on tough competition. Managers talk little of competition. • Leaders prize comparison with others. Managers see scant need for comparison. from “The Five Pillars of TQM” by Bill Creech

16. Leader vs Management (2) • Leaders think of involvement programs. Managers think of suggestion programs. • Leaders empower others to make decisions. Managers tightly control the decision process. • Leaders see leading as animate and proactive. Managers see managing as inanimate and reactive. • Leaders think of a dynamic, caring human system. Managers think of a business following a script. • Leaders think of improving initiative and innovation. Managers think of improving compliance and conformance. • Leaders shape organization character, culture and climate. Managers assume that's neither a big deal, nor their job. from “The Five Pillars of TQM” by Bill Creech

17. 12 Nuggets to take away (1) • Label things properly - every page should have, at least, a title, an author and a date (if you can't find it, you've lost it) • bring CLOSURE to the thing you are doing as soon as you can (don't leave it open/hanging) • NIH (not-invented-here) does not equal to Innovation • Leadership is not Managership • both the Devil and the Buddha are in the detail • think from the perspective of your audience (not yourself); learn to be a better listener

18. 12 Nuggets to take away (2) • true teamwork and collaboration can only come from genuine trust and respect • in a collaborative community setting, • your "position (the trust and respect you command)" is gauged by your contribution and responsiveness, not your endowment • Consensus will always work better than dictatorial or majority rule • Discipline yourself, but be generous to other (capacity; qi-liang) • Be strategic; but be sure it is also relevant • Be committed, be passionate about ART (this may change your life!)