Bruce Mayer, PE Licensed Electrical & Mechanical Engineer BMayer@ChabotCollege

1. Engineering 11 Projects, Teams, Ethics Bruce Mayer, PE Licensed Electrical & Mechanical EngineerBMayer@ChabotCollege.edu

2. Projects: Work breakdown structure Scope of work Budget Schedule Teamwork Elements of a team Stages of development Teamwork Team rules OutLine: Projects, Teams, Ethics • Ethics • Professional responsibility • Laws and Technical-Codes • ASME Code of Ethics

3. How to Solve a Design Problem? Design problem (function, customer need) Make a Project Plan, thenExecute the Plan ? Decision making processes and activities Solution (form, manufacturable product design)

4. The Need for Project Planning • To plan a project we make decisions which answer the following questions • WHAT?  Scope of Work • WHEN?  Schedule • HOW MUCH?  Budget • WHO?  Organization Chart, Responsibilities Table • That is; Answer Q: WHO will do WHAT by WHEN for HOW-MUCH?

5. Concept of a “Project” • Project≡ Unique sequence of activities (work tasks) undertaken ONCE to achieve a specific set of objectives. • Summarize TradeOffs in Scope-Schedule-Cost-Performance TriAngle cost time work scope performance • Changing the length of any leg of the project triangle affects the other Legs

6. Engineering Project Management “How do you get a bunch of engineers (and others) to work together to actually make a product?” Helder CarvalheiraPlantronics Inc. • Systems Engineering Mgr Chabot Graduate Engineering 10 • 10-27-04

7. Product Development • Pick a product, any product • Most require multiple Engineering disciplines to develop. • Some need many disciplines, including (but not limited): • Quality Engineering • Product Assurance Engineering • Software Quality Engineering • Supplier Quality Engineering • Reliability Engineering • Design Engineering • Mechanical Engineering • Electrical Engineering • Software Engineering • Packaging Engineering • Industrial Design • Research & Development • Manufacturing Engineering • Industrial Engineering • Tooling Engineering • Process/Manufacturing Engineering • Test Engineering

8. Product Development • But wait, there’s more! • Also need NON-ENGINEERING groups to make a product • Financial Analysts • Product Managers • Marketing Managers • Marketing Communications • Sales, Order Entry, Account Managers • Customer Service / Field Service • Production Control • Purchasing & Commodity Management • And many more, depending on the industry . . . • OverWhelming? YES – But there ISa Solution...........................................

9. How to Tie Together This Mess? Two words: PROJECT MANAGEMENT Project Management is the means to coordinate, control, and drive all the individual elements required to develop a product to achieve performance, cost, schedule, and customer satisfaction requirements

10. Elements of Project Engineering • CoOrdinate • Make sure all the disciplines are in the right place at the right time, doing the right things, and working together to achieve the product’s objectives. • Communicate project status to upper management, other divisions & locations, employees, customers

11. Elements of Project Engineering • Control • Ensure that all the disciplines are on track. Manage problems and issues as they arise and help find creative solutions. • Ensure that cost, schedule and performance objectives will be met, and redirect the team immediately if any are in jeopardy.

12. Elements of Project Engineering • Drive • Get people to work!Convince them why they should do what you ask. Exert your influence, because that’s your main tool. • Learn from the team members. They have valuable input. Use their input to help make better products FASTER!

13. Project Engineering Focus • Product Performance • Emphasize The key features of the product. • Understand What the customer wants from the product. • How the customer interfaces with the product. • What the usefullness/value the product delivers to the customer.

14. Project Engineering Focus • Cost • Unit cost • Materials, labor, overhead, and shipping costs. • Development cost • Development labor cost • Contractors and consultants • Prototype materials and tools • Equipment cost • Production test equipment • Production tooling • Production line equipment

15. Project Engineering Focus • Schedule • WHEN the product will be ready for: • Design • Prototype build • Testing • Customer samples • Volume production • Customer shipment • Create the schedule, then use it as a development roadmap • Define all product development tasks

16. Project Engineering Focus • Customer Satisfaction • Happy, delighted customers who want to buy your product now, AND in the Future. • If you do all the above, you’ll probably have happy customers!

17. Product Marketing – Subproject Leader • Channel Marketing • Sales • PR • Advertising • Finance – Subproject Leader • Information Technology Finance Marketing • Product Management – Subproject Leader • Industrial Design • Product Assurance – Subproject Leader • Production Quality • Supplier Quality Engineering • Software Quality Assurance • Technical Assistance Project Manager Product Manage-ment Quality TeamLeader Engineering Operations • New Product Introduction Manager – Subproject Leader • Manufacturing Engineering • NPD Procurement • Tooling • Test Engineering • Packaging Engineering • Systems Engineering – Subproject Leader • Electrical Engineering • Mechanical Engineering • Software Engineering • Acoustic Engineering • Engineering Services Project Team Structure

18. Mr. Carvalheira Patents

19. Work BreakDown Structure • WHO Does WHAT B. Mayer B. Mayer Traditional OrgChart Form FSMenagh RSMurphy JAH (MSW) CEErickson RAEwald HSPaek L. Harlamoff AKMcGrogan JAHaverkamp (MSWalton) Z. Yuan DMDobkin AKPlumley

20. 2000A Development Crunch-TimeProposed a-System Schedule Gantt Chart Style Long? Short? Short?

21. Table-Style Project Schedule

22. Cost Estimate • Labor

23. Engineering Cost Estimate • Matl

24. SpecStyleSoW • Detailed OutLine of Work to be Done • Typically Given to OutSiders such as Customers

25. TableStyleSoW • Summary OutLine of Work to be Done • Typically used internally

26. OutLine  Project Teams • Definition of a “team” • Elements that describe a “team” • How teams change during the project • How to have effective team meetings • Setting “Team Rules”

27. A Team  What is it? • A Team Is A Small Group Of People With Complementary Skills Who Are Committed To A Common Purpose, Performance Goals, and Approach For Which They Hold Themselves MUTUALLY ACCOUNTABLE

28. Team Attributes • Common Goal • This Must Be Clearly Communicated to Generate a Feeling of Common Purpose • Leadership • A Critical Function To Keep The Team Focused • Complementary Skills • Resources are Limited; Each Team Member Should have a CLEARLY DEFINED and UNIQUE Role

29. Team Attributes cont. • Effective Communication • A CRITICAL Leadership Function • Honest & Productive Communication is Needed for Design/Solution Integration • Creativity • A “Close Knit” & Motivated Team Generates Creative Energy Thru Goal-Oriented Interaction

30. Team Attributes cont.2 • Collegial Relationships • Problem ChildrenNeed Not Apply • Team Engineering is an Intensive, Dynamic Endeavor • Discourteous Behavior Saps the Energy • Solid Game Plan • Another Critical Leadership Function • Shows the Team a Path to SUCCESS • More Later on Leadership...

31. Team LifeCycle ☺ Project initiation Wild enthusiasm Disillusionment Chaos Search for the guilty Punishment of the innocent Promotion of the non-participants

32. Team Growth Stages (Real) • FORMING (orientation) • Tentative interactions • Polite Discourse • Concern Over Ambiguity (odds for success?) • STORMING (conflict) • Criticism of Ideas • Poor Attendance • Hostility and/or Polarization • Coalition Forming

33. Team Growth Stages cont • STORMING cont. • Strong LeaderShip is Crucial To Keep The Team Focused On the Task At Hand • NORMING (cohesion) • Agreement on Procedures • Reduction in ROLE-AMBIGUITY • Development of a Code of CoOperation Based Upon Current Experiences • Increased "WE” Feeling • Replaces “IT”

34. Team Growth Stages cont.2 • PERFORMING (performance) • Decision making • Problem Solving • Mutual Cooperation • High Task Orientation • Emphasis Placed Upon Performance & Production • ADJOURNING (dissolution) • MISSION ACCOMPLISHED (Hopefully)

35. Team Player Characteristics • Commits to the goals of team • Performs assigned tasks completely, accurately, on time. • Respects the contributions of others • Assists other team members when needed • Asks for help before the Team gets into trouble • Follows guidelines for effective meetings • Actively participates in team deliberations • Focuses on problems; not people or personalities • Constructively resolves conflicts or differences of opinion • Comments clearly and constructively

36. Team Trauma (for the Leader) • Slackers • Have the Skills but NOT the Dedication to the Cause • Incompetents • Have the will & dedication, but simply Lack the HorsePower needed for the job • Problem Children • NonCollegial, Negative Attitude, Painful • Exhibit Poor “FollowerShip”

37. Define Professional Responsibility • RESPONSIBILITY ≡ The social force that binds you to your obligations and the courses of action demanded by that force • PROFESSION ≡ • The body of people in a learned occupation. • An occupation requiring special education (especially in the liberal arts or sciences) • Engineers are “obligated”…. to follow certain “courses of action”.

38. Ethical Issues • Conflicts between individual worker and the company regarding the “public.” Whistle blowing on: • manufacturing unsafe products • violating environmental regulations • operating equipment dangerous to public • Company/Person Advancement versus Public-Safety Balance

39. Ethical Decision Making • Making Ethical decisions requires making VALUE(S) Judgments..... • Whose values do we use? • Company manager’s? • Our Colleague’s • Our own? • Our profession’s?

40. Engineer’s Creed (NSPE) • As a Professional Engineer, I dedicate my professional knowledge and skill to the advancement and betterment of human welfare. I pledge: • To give the utmost of performance; • To participate in none but honest enterprises; • To live and work according to the laws of man and the highest standards of professional conduct; • To place service before profit, the honor and standing of the profession before personal advantage, and the public welfare above all other considerations. • Adopted by National Society of Professional Engineers June 1954

41. NSPE Code of Ethics - Cannons • Engineers, in the fulfillment of their professional duties, shall: • Hold paramount the safety, health, and welfare of the public. • Perform services only in areas of their competence. • Issue public statements only in an objective and truthful manner.

42. NSPE Code of Ethics - Cannons • Engineers, in the fulfillment of their professional duties, shall: • Act for each employer or client as faithful agents or trustees. • Avoid deceptive acts. • Conduct themselves honorably, responsibly, ethically, and lawfully so as to enhance the honor, reputation, and usefulness of the profession.

43. NSPE Professional Obligations • Engineers shall be guided in all their relations by the highest standards of honesty and integrity. • Engineers shall at all times strive to serve the public interest. • Engineers shall avoid all conduct or practice that deceives the public • Engineers shall not disclose, without consent, confidential information concerning the business affairs or technical processes of any present or former client or employer, or public body on which they serve.

44. NSPE Professional Obligations • Engineers shall not be influenced in their professional duties by conflicting interests. • Engineers shall not attempt to obtain employment or advancement or professional engagements by untruthfully criticizing other engineers, or by other improper or questionable methods. • Engineers shall not attempt to injure, maliciously or falsely, directly or indirectly, the professional reputation, prospects, practice, or employment of other engineers. Engineers who believe others are guilty of unethical or illegal practice shall present such information to the proper authority for action

45. NSPE Professional Obligations • Engineers shall accept personal responsibility for their professional activities, provided, however, that engineers may seek indemnification for services arising out of their practice for other than gross negligence, where the engineer's interests cannot otherwise be protected. • Engineers shall give credit for engineering work to those to whom credit is due, and will recognize the proprietary interests of others.

46. Resolving Ethical Dilemmas

47. Resolving Ethical Dilemmas

48. shared belief in the value and achievability of the team's goals, • awareness of the value of the individual's own role and contribution, • recognition of the value of other team members (whether they are key specialists or just non-specialist, junior assistants), • desire to work collaboratively, sharing thoughts, ideas, concerns, etc, • friendship - enjoying working together with a common purpose, • supporting each other in recognition that the team's success requires all members to be successful, • coaching junior members rather than bossing them, • listening to ideas and advice from other team members, • making time to communicate with other team members, • celebrating successes, • rewarding good team behaviour in financial and non-financial ways. All Done for Today GoodTeamBehavior

49. Engineering 11 Appendix Bruce Mayer, PE Registered Electrical & Mechanical EngineerBMayer@ChabotCollege.edu

50. Project Engineering GuideLines • Figure out what business you are in, and then mind your own business. Figure out what business you are in. Make sure your business is viable. Select projects that are good for your business. Understand the business value in your project and watch for changes. Be diligent in your chosen business, learning and applying best practices. Define what is inside and outside your area of responsibility. 50% of project management is simply paying attention. • Understand the customer’s requirements and put them under version control. Thoroughly understand and document the customer’s requirements, obtain customer agreement in writing, and put requirements documents under version identification and change control. Requirements management is the leading success factor for systems development projects. http://www.hyperthot.com/pm_princ.htm • James R. Chapman