Projects teamwork and ethics Projects n Work breakdown

Projects, teamwork and ethics Projects: n Work breakdown structure n Scope of work n Budget n Schedule Teamwork n Elements of a team n Stages of development n Teamwork n Team rules Ethics n Professional responsibility n State laws n Code of Ethics

How do we solve a design problem? Design problem –FUNCTION (customer & company requirements) Activities (decision making processes) Make a project plan then execute the plan Solution - FORM (manufacturing specifications)

Why should we plan a project? To plan a project we make decisions which answer the following questions WHAT ? ……. . . scope of work tasks WHEN ? ……. . . schedule HOW MUCH? . . budget WHO? ………. . . organization chart, responsibilities table Without a roadmap…. . how will you know where you are headed?

What is a project Project – Unique sequence of activities (work tasks) undertaken ONCE to achieve a specific set of objectives. cost time work scope performance Changing the length of any leg of the project triangle affects the other legs!

Work breakdown structure Quick, 1 page graphic

Scope of work (partial) e v i t a r Nar tion rip c s e d 1. 0 Design Problem Formulation 1. 1 Visit Site, Meet with customers, determine desired attributes and parameters 1. 2 Complete QFD/HOQ Determine requirements, engineering characteristics 1. 3 Satisfaction Curves, Determine the satisfaction curves for each engineering characteristic. 1. 4 Create EDS/PDS List in-use purposes for the product List product performance requirements 1. 5 Conduct Benchmarking Research existing products that are currently available Contact manufacturers and request brochures Analyze the competition for functionality and performance

Responsibilities table assist d o h W responsible at h w oes

Project schedule

Project Budget

Project notebook Identification Sheet Project name, Team member name, Telephone/email addresses Design problem formulation Engineering Design Specifications, customer notes, QFD, Ho. Q, Prior art (library research, web) /benchmarks Alternative generation, analyses & evaluation Analysis Plan, computations, experiments Citations for equations, data, spreadsheets, sketches, figures, Schematics, drawings, Evaluations References / Bibliography Project Engineering Scope of work, Project schedule & updates Budget, Earned Value Analyses, Risk Assessments Time sheet - Log of work/team mtg hours Punch lists of things to be done Vendor Information Telephone numbers, addresses Phone conversations notes Web site printouts Product/vendor literature

Organization chart for a design project Project Manager s r e y a l ey p K John Smith Sales Marketing Industrial Design Mechanical Engineering Electrical Engineering Civil Engineering Purchasing Bob Johnson Stan Tully Sara Hughs Jim Parsons Dave Hart Jack Driggs Mfg. & Industrial Engineering Sue Grant

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

What defines a “team” A team - is a group of people that: • have complementary skills and knowledge • work together toward common goals • hold each other mutually accountable.

Elements of a “team” Communication – Listening, speaking, writing, drawing, etc Seek first to understand before being understood Group Decision making Handoff to management Voting majority versus minority, unanimous Consensus thorough discussion, some minor compromises, command decision Collaboration – committed, cooperate, participate, assist Team is more important than individual desires Self-management – (starts with a project plan, however)

Advantages of Teaming n n n Varied expertise. More ideas. More time and effort. Minimized mistakes. Pleasant and rewarding. More confidence in results.

Disadvantages of Teaming · Interpersonal problems n One person dominating the project. n Some members feel left out. n Improper resolution of conflicts. n Lack of professional conduct. n Lack of motivation.

Disadvantages of teaming n Coordination and planning n Lack of planning. n Poorly defined tasks. n Poorly structured meetings. n Lack of leadership and continuity. n Working together on same tasks.

Task Assignment Checklist n n n Specify main purpose Stress the results needed (be specific) Identify the process and scope Assign “Help” members Provide all the information needed to carry out the assignment

Checklist for a productive team

Ground rules n Examples n n n n Listen carefully to another team member. Ask for clarification. It is OK to disagree. Facilitate consensus by offering alternatives. Criticize ideas not people. Arrive on time for meetings. Complete assigned tasks.

Stages of Team Development project initiation wild enthusiasm disillusionment chaos search for the guilty punishment of the innocent promotion of the non-participants, and definition of the project requirements (Lewis, 2002). Team interaction is dynamic not static!

Effective Teams n The four stages of team development (Tuckman) n n Forming, Storming, Norming, Performing.

Effective team meetings Agenda Effective execution Start on time Practice effective listening skills Facilitate the facilitator Come prepared Discuss fact not fiction Take action Take minutes Draft next agenda Turn-off cell phones

Common Problems n One team member is not contributing n Causes may be: n n Tasks not clearly defined Language barriers Resentful member Remedy n Define tasks more clearly n Open discussion on issues n Assign “Helper Member” (jump start things)

Common Problems n One team member is dominating the others n Causes: n n n Remedy: n n Experienced person frustrated. Deferral of control by less experienced members. Nothing - if the team is happy. Help others contribute and be more patient. Team members cannot agree on major decisions. Team members can not work together.

Team Roles n n n Team Sponsor Team leader and facilitator Team recorder Team time keeper Team member Team Project Planner

Conflict Resolution n Helpful Guidelines n n Make a pledge to abide by the team’s decisions when idea conflicts arise. Support the team decisions 100% Spend effort on major decisions only. Yield on small disagreements - Avoid conflicts not worth the effort.

Resolving conflicts n Helpful Guidelines n Don’t hold back when you disagree. n State your own ideas without excessive emotion. n Communicate well, avoid misunderstanding n When interrupted ask people to allow you finish.

Conflict Resolution n n Once you have been heard, avoid showing inflexibility, let the idea stand on its own merit. Don’t get personally attached to an idea. Don’t take it personally if the team takes a different approach. Support the team decision 100% and move on. Don’t criticize without offering help.

Conflict Resolution Strategies n n n Avoidance Giving in Compromise Co-operative Compromise Arbitration

Conflict Resolution Strategies n Avoidance: n Ignore the Conflict n Why n Issue is not very important n The issue will resolve itself in the future n Decision has to be made. There is no time left to fight

Conflict Resolution Strategies n Giving in n Let the other guy win … for now n Show you are against it n Why n The issue may resolve itself in the future n You are not prepared to fight for it now

Conflict Resolution Strategies n n n Compromise: n Try to meet the other party half-way n Works on some issues but not all Co-operative Compromise: n Understand what everyone wants and trying to find a new solution to meet all needs Arbitration n “Team”, Boss, Expert, Trusted source

Team Rules n n n n n Commit to the goals of team Perform assigned tasks completely, accurately, on time. Respect the contributions of others Assist other team members when needed Ask for help before we get into trouble Follow guidelines for effective meetings Actively participate in team deliberations Focus on problems not people or personalities Constructively resolve conflicts or differences of opinion Comment clearly and constructively

Team Exercise n Role play some problem patterns causing conflict n n n n A chronic late arriver. A chronic speech interrupter. A non-performer. A dominating character. A member who does not participate. A member who complains or criticizes others. A member who does not follow team directions. A member who insists his/her ideas to be chosen and shows emotional distress otherwise.

Design Team Membership n Who designs and develops products n Marketing n Identifies product opportunities n Identifies customer needs n Sets target prices, warranties, etc n Plans product promotion and sales n Designers n Manufacturing

Design Team Membership n n n Service and Maintenance Management Depending on Product n Chemist, physicists, theoretical experts n Procurement n Legal (regulation and code experts)

Teamwork What does it mean to be a good team player? n n n n Completes Individual tasks on time Completes Individual tasks thoroughly Assists other teammates Listens well Participates in team deliberations Keeps deliberations on track Respects individual differences (ethnicity, gender etc. ) Solves problems openly, authentically

What is Professional Responsibility? definition of responsibility 1. The social force that binds you to your obligations and the courses of action demanded by that force. definition of profession 1. The body of people in a learned occupation. 2. An occupation requiring special education (especially in the liberal arts or sciences) “obligated” …. to follow “courses of action. ”

When should we be professionally responsible? • Conflicts between individual worker and the company regarding the “public. ” Whistle blowing! 1. manufacturing unsafe products 2. illegal hazard waste dumping 3. operating equipment dangerous to public • Profits versus public safety • Making decisions requiring evaluating. . . Whose values do we use? Company manager’s? Our own? Our profession’s?

Rules of Professional Responsibility (State board of registration for PE’s and P. Land Surve Four major sections in most state laws: 1. Responsibility to the Public State law! 2. Competency for Assignments 3. Conflict of Interest 4. Improper Conduct What obligations do we (engineers) have?

Code of Ethics – Fundamental Principles Engineers uphold and advance the integrity, honor, and dignity of the Engineering profession by: I. Using their knowledge and skill for the enhancement of human welfare; II. Being honest and impartial, and serving with fidelity the public, their employers and clients; and III. Striving to increase the competence and prestige of the engineering profession.

Code of Ethics Fundamental Cannons 1 -4 1. Engineers shall hold paramount the safety, health and welfare of the public in the performance of their professional duties. 2. Engineers shall perform services only in areas of their competence. 3. Engineers shall continue their professional development throughout their careers and shall provide opportunities for the professional development of those engineers under their supervision. 4. Engineers shall act in professional matters for each employer or client as faithful agents or trustees, and shall avoid conflicts of interest.

Code of Ethics Fundamental Cannons 5 -8 5. Engineers shall build their professional reputation on the merit of their services and shall not compete unfairly with others. 6. Engineers shall associate only with reputable persons or organizations. 7. Engineers shall issue public statements only in an objective and truthful manner. 8. Engineers shall consider environmental impact in the performance of their professional duties.

Guidelines for facilitating ethical problems

Guidelines for facilitating ethical problems

Summary n n n Design Project – decisions, teamwork, coordination Project plan – scope of work, schedule, budget “Teamwork” requires: communication, group decision making, collaboration, self–management n n Teams are dynamic… expect changes Hold “effective meetings” Set team rules… early in project Ethics We are professionally responsibile Observe state laws Memorize the Code of Ethics http: //www. engr. washington. edu/~uw‑epp/Pepl/Ethics/ethics 3. html