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Principles of Engineering System Design

Principles of Engineering System Design. Dr T Asokan asok@iitm.ac.in. TOOLS FOR ENABLING CREATIVE DEVELOPMENT. Dr T Asokan asok@iitm.ac.in 044-2257 4707. Tools for enabling Creative Development Processes- To remove barriers that obscure our collective imagination. Development Teams

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Principles of Engineering System Design

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  1. Principles of Engineering System Design Dr T Asokan asok@iitm.ac.in

  2. TOOLS FOR ENABLING CREATIVE DEVELOPMENT Dr T Asokan asok@iitm.ac.in 044-2257 4707 T Asokan

  3. Tools for enabling Creative Development Processes- To remove barriers that obscure our collective imagination. Development Teams Team composition Team Building and Evaluation Planning What When Where How

  4. Team work

  5. Basics of Teams A team may be defined as two or more persons engaged in a common goal, who are dependent on one another for results, and who have joint accountability for the outcome. Beyond the definition, there are a number of necessary characteristics that must exist to be an effective team.

  6. PRIDE Principles: Purpose Respect Individuals Discussions Excellence Mission Statement Trust and Support Enhance creativity through respecting individual differences Communication and consensus Strive for excellence

  7. TEAM Roles Team roles relate to the professional needs of the team.Beyond technical expertise, members of teams must also fulfill roles as general problem solvers and team players • Administrator/ Reviewer • Trouble shooter/Inspector • Producer/Test Pilot • Manager/Coordinator • Conserver/critic • Expediter/Investigator • Conciliator/Performer • Mockup maker/Prototyper/modeler

  8. It should be kept in mind that all persons perform all of these roles to some degree or other. • Visionary • Strategist • Need finder • Entrepreneur/Facilitator • Diplomat/orator • Simulator/Theoretician • Innovator • Director/programmer “It is easier to go to Mars or to the Moon than it is to penetrate one’s own being”- Carl Jung

  9. Team Development There are five stages in the development of a Team: • Forming: When the team is formed • Storming: When disagreements arise, team members get to know each other, and relationships develop • Norming: When agreements are made, relationships mature and conflicts are settled • Performing: When the team actually makes progress towards the goal • Adjourning: When the task is finished and the team disbands “It is easier to go to Mars or to the Moon than it is to penetrate one’s own being”- Carl Jung

  10. Myers-Briggs Type Indicator (MBTI) Myers-Briggs type indicator (MBTI) is a simple measurement indicator of how people behave and contribute in a work environment. It describes four categories to distinguish personality: How a person is energized (Extraversion Vs Introversion), What a person pays attention to (Sensory Vs INtuition), How a person decides (Thinking Vs Feeling), What kind of outlook on life a person adopts (Judgment Vs Perception). For each category of type, a person is assumed to have an intrinsic preference for one of each pair over the other, thereby defining sixteen different personality types. ( Refer: Kevin Otto and Kristin Wood )

  11. T Asokan ED309

  12. Summary of MBTI types

  13. Implement solutions Understanding problem 12:00-12:24 Sensing Intuition Thinking Feeling 12:24-12:28 12:28-12:48 12:48-End Analyse Solutions Final solutions Sensing Intuition Thinking Feeling 12:00-12:04 12:04-12:28 12:28-12:40 12:40-End

  14. Sensing Intuition Thinking Feeling 12:00-12:24 Sensing Intuition Thinking Feeling 12:00-12:12 12:12-12:28 12:12-12:32 12:32-12:40 12:32-12:56 12:40-End 12:56-End Most preferred to Least Preferred MBTI can be effectively used for improving communications within the team. Besides motivating team discussions, it can be used to understand team roles and potential weaknesses that may exist in a team.

  15. Managerial uses of MBTI • Do use the MBTI to: • Understand individual preferences • Improve communication • Resolve conflict • Improve team decision making • Do NOT use MBTI to • Define skills, abilities or intelligence • Place value on one team member over another • Make assumptions about people

  16. Team Building (Basic activities) A business environment should encourage effective team work. There should exist a natural enthusiasm to work together, to support each team member, and to work cooperatively towards a common goal. A variety of team building exercises may be created and implemented to create a successful team.

  17. Any Team building activity should have the following characteristics: • a clear goal or set of goals that are non-obvious (i.e., cannot be solved by inspection or previous knowledge) • a task that requires team cooperation and leadership for success • inherent risk for failure, at least partially • a task that is not part of the everyday job or actual project. • a facilitator to help guide the team when a catalyst is needed. • an independent observer that records the performance and responses of the team, outside the “heat of the battle”. • a forum to discuss the activity, analyzing successes and failures

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