WATKINS - Chabot College

Engineering 11

Projects,

Teams, Ethics

Bruce Mayer, PE

Licensed Electrical & Mechanical Engineer

BMayer@ChabotCollege.edu

Bruce Mayer, PE

BMayer@ChabotCollege.edu • ENGR-11_Lec-13_Chp14_Projects-Teams-Ethics.ppt

Engineering-11: Engineering Design

1

OutLine: Projects, Teams, Ethics

 Projects:

• Work breakdown structure

• Scope of work

• Budget

• Schedule

 Teamwork

• Elements of a team

• Stages of development

• Teamwork

• Team rules

 Ethics

• Professional responsibility

• Laws and Technical-Codes

• ASME Code of Ethics


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Bruce Mayer, PE


How to Solve a Design Problem?

Design problem

(function, customer need)

Make a Project

Plan, then

Execute the Plan

Decision making processes and activities


3

Solution

(form, manufacturable product design)

Bruce Mayer, PE


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 ?


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Bruce Mayer, PE


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 work scope time performance

 Changing the length of any leg of the project triangle affects the other Legs


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Bruce Mayer, PE


Engineering Project Management

“How do you get a bunch of engineers (and others) to work together to actually make a product?”

Helder Carvalheira

Plantronics Inc. • Systems Engineering Mgr

Chabot Graduate

Engineering 10 • 10-27-04


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Bruce Mayer, PE


Product Development

 Pick a product, any product

• Most require multiple Engineering disciplines to develop.

• Some need many disciplines, including (but not limited):

– Design Engineering

 Mechanical Engineering

 Electrical Engineering

 Software Engineering

 Packaging Engineering

 Industrial Design

 Research & Development

– Quality Engineering

 Product Assurance

Engineering

 Software Quality Engineering

 Supplier Quality Engineering

 Reliability Engineering

7

– Manufacturing Engineering

 Industrial Engineering


 Tooling Engineering

 Process/Manufacturing Engineering

 Test Engineering

Bruce Mayer, PE


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 IS a Solution...........................................


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Bruce Mayer, PE


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


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Bruce Mayer, PE


Elements of Project Engineering

1. 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


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Bruce Mayer, PE



2. 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

11 if any are in jeopardy.

Engineering-11: Engineering Design Bruce Mayer, PE



3. 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 !


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Bruce Mayer, PE


Project Engineering Focus

1. 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 .


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Bruce Mayer, PE



2. Cost

• Unit cost

– Materials, labor, overhead, and shipping costs.

• Development cost

– Development labor cost

– Contractors and consultants

– Prototype materials and tools

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• Equipment cost

– Production test equipment

– Production tooling

– Production line equipment




3. 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


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Bruce Mayer, PE



4. 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 !


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Bruce Mayer, PE


Project Team Structure

• Finance – Subproject Leader

• Information Technology

• Product Marketing – Subproject Leader

• Channel Marketing

• Sales

• PR

• Advertising

• Product Assurance – Subproject Leader

• Production Quality

• Supplier Quality Engineering

• Software Quality Assurance

• Technical Assistance

Quality

Finance

Project

Manager

Team

Leader

Marketing

Product

Management

• Product Management – Subproject Leader

• Industrial Design

Engineering Operations

• Systems Engineering – Subproject Leader

• Electrical Engineering

• Mechanical Engineering

• Software Engineering

• Acoustic Engineering

• Engineering Services

• New Product Introduction Manager – Subproject Leader

• Manufacturing Engineering

• NPD Procurement

• Tooling

• Test Engineering

• Packaging Engineering


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Bruce Mayer, PE



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Bruce Mayer, PE


Work BreakDown Structure

 WHO Does WHAT

B. Mayer

B. Mayer

FSMenagh

AKMcGrogan

AKPlumley

Z. Yuan


19

HSPaek

RSMurphy

RAEwald

DMDobkin

JAHaverkamp

(MSWalton)

Bruce Mayer, PE


2000A Development Crunch-Time

Proposed

a

-System Schedule


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Bruce Mayer, PE


Table-Style Project Schedule

Target Date(s)

N/A

N/A

N/A

N/A

N/A

N/A

N/A

WW –4

WW 0

WW 2

WW 4

WW 39

WW 52

WW70

Prepare SoW & NDA

Approval by MaxTech and OTA

Milestones

Design optical integration of Raman Spectrometer w/AL2100

Choose Raman supplier

Integrate Raman spectrometer with AL2100

Baseline tool Performance

Evaluate ThermoGalactic spectral analysis & data-base software

OTA perform site survey & facilities plan

OTA ship AL2100-Raman

Installation & Qualification & Training

Baseline tool performance with FEP

Characterize Raman spectra for defect materials

Develop spectral pattern recognition software to ID chemical composition

Develop Raman-Measurement Process-Control Model

WW 4+ OTA collect reliability and contamination data for AL2100

WW: 13,26,39,52,65, Quarterly Progress Reports

WW78 Final Project Report submitted to PAG


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Bruce Mayer, PE



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Bruce Mayer, PE


Engineering Cost Estimate • Matl


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Bruce Mayer, PE



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Spec

Style

SoW

 Detailed

OutLine of

Work to be

Done

• Typically

Given to

OutSiders such as

Customers

Bruce Mayer, PE



25

Table

Style

SoW

 Summary

OutLine of

Work to be

Done

• Typically used internally

Bruce Mayer, PE


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”


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Bruce Mayer, PE


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


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Bruce Mayer, PE


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

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Member Should have a CLEARLY

DEFINED and UNIQUE Role



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


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Bruce Mayer, PE


Team Attributes cont.2

 Collegial Relationships

• Problem Children

Need 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...


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Bruce Mayer, PE


Team LifeCycle

☺

Project initiation

Wild enthusiasm

Disillusionment

Chaos

Search for the guilty

Punishment of the innocent

Promotion of the non-participants


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Bruce Mayer, PE


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


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Bruce Mayer, PE


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

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– Replaces “IT”



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)


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Bruce Mayer, PE


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



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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 ”


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Bruce Mayer, PE


Define Professional Responsibility

 RESPONSIBILITY ≡ The social force that binds you to your obligations and the courses of action demanded by that force

 PROFESSION ≡

1. The body of people in a learned occupation.

2. An occupation requiring special education

(especially in the liberal arts or sciences)

 Engineers are “obligated”…. to follow certain “courses of action”.


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Bruce Mayer, PE


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


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Bruce Mayer, PE


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?


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Bruce Mayer, PE


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 .

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 Adopted by National Society of

Professional Engineers June 1954



NSPE Code of Ethics - Cannons

 Engineers, in the fulfillment of their professional duties, shall:

1. Hold paramount the safety, health, and welfare of the public.

2. Perform services only in areas of their competence.

3. Issue public statements only in an objective and truthful manner.


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Bruce Mayer, PE


NSPE Code of Ethics - Cannons

 Engineers, in the fulfillment of their professional duties, shall:

4. Act for each employer or client as faithful agents or trustees.

5. Avoid deceptive acts.

6. Conduct themselves honorably, responsibly, ethically, and lawfully so as to enhance the honor, reputation, and usefulness of the profession.


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Bruce Mayer, PE


NSPE Professional Obligations

1. Engineers shall be guided in all their relations by the highest standards of honesty and integrity.

2. Engineers shall at all times strive to serve the public interest.

3. Engineers shall avoid all conduct or practice that deceives the public

4. 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.


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Bruce Mayer, PE



5. Engineers shall not be influenced in their professional duties by conflicting interests.

6. Engineers shall not attempt to obtain employment or advancement or professional engagements by untruthfully criticizing other engineers, or by other improper or questionable methods.

7. 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


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Bruce Mayer, PE



8. 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.

9. Engineers shall give credit for engineering work to those to whom credit is due, and will recognize the proprietary interests of others.


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Bruce Mayer, PE


Resolving Ethical Dilemmas

Step 1: Determine the facts in the situation - obtain all of the unbiased facts possible

Step 2: Define the Stakeholders - those with a vested interest in the outcome

Step 3: Assess the motivations of the Stakeholders - using effective communication techniques and personality assessment

Step 4: Formulate alternative solutions - based on most complete information available, using basic ethical core values as guide

Step 5: Evaluate proposed alternatives - short-list ethical solutions only ; may be a potential choice between/among two or more totally ethical solutions


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Bruce Mayer, PE


Resolving Ethical Dilemmas

Step 6: Seek additional assistance, as appropriate - engineering codes of ethics, previous cases, peers, reliance on personal experience, prayer

Step 7: Select the best course of action - that which satisfies the highest core ethical values

Step 8: Implement the selected solution - take action as warranted

Step 9: Monitor and assess the outcome - note how to improve the next time


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Bruce Mayer, PE


48

 shared belief in the value and

All Done for Today

achievability of the team's goals,

 awareness of the value of the individual's own role and contribution,

Good

Team

Behavior

 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.

Bruce Mayer, PE Engineering-11: Engineering Design


Engineering 11

Appendix

Bruce Mayer, PE

Registered Electrical & Mechanical Engineer

BMayer@ChabotCollege.edu


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Bruce Mayer, PE


Project Engineering GuideLines

1.

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.

2.

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.


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Bruce Mayer, PE



3.

Prepare a reasonable plan. Prepare a plan that defines the scope, schedule, cost, and approach for a reasonable project. Involve task owners in developing plans and estimates, to ensure feasibility and buy-in. If your plan is just barely possible at the outset, you do not have a reasonable plan. Use a work breakdown structure to provide coherence and completeness to minimize unplanned work.

4.

Build a good team with clear ownership. Get good people and trust them. Establish clear ownership of well-defined tasks; ensure they have tools and training needed; and provide timely feedback. Track against a staffing plan.

Emphasize open communications. Create an environment in which team dynamics can gel. Move misfits out. Lead the team.


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Bruce Mayer, PE



5.

Track project status and give it wide visibility. Track progress and conduct frequent reviews. Provide wide visibility and communications of team progress, assumptions, and issues. Conduct methodical reviews of management and technical topics to help manage customer expectations, improve quality, and identify problems before they get out of hand. Trust your indicators. This is part of paying attention.

6.

Use Baseline Controls. Establish baselines for the product using configuration management and for the project using cost and schedule baseline tracking. Manage changes deliberately. Use measurements to baseline problem areas and then track progress quantitatively towards solutions.


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Bruce Mayer, PE



9.

Ensure Customer Satisfaction. Keep the customer's real needs and requirements continuously in view. Undetected changes in customer requirements or not focusing the project on the customer's business needs are sure paths to project failure. Plan early for adequate customer support products.

10. Be relentlessly pro-active. Take initiative and be relentlessly proactive in applying these principles and identifying and solving problems as they arise. Project problems usually get worse over time. Periodically address project risks and confront them openly. Attack problems, and leave no stone unturned. Fight any tendency to freeze into day-to-day tasks, like a deer caught in the headlights.


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Bruce Mayer, PE



7.

Write Important Stuff Down, Share it, and Save it. If it hasn’t been written down, it didn’t happen. Document requirements, plans, procedures, and evolving designs.

Documenting thoughts allows them to evolve and improve.

Without documentation it is impossible to have baseline controls, reliable communications, or a repeatable process.

Record all important agreements and decisions, along with supporting rationale, as they may resurface later.

8.

If it hasn't been tested, it doesn't work. If this isn't absolutely true, it is certainly a good working assumption for project work. Develop test cases early to help with understanding and verification of the requirements. Use early testing to verify critical items and reduce technical risks. Testing is a profession; take it seriously.


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Bruce Mayer, PE


WATKINS - Chabot College

Engineering 11

Projects,

Teams, Ethics

OutLine: Projects, Teams, Ethics

How to Solve a Design Problem?

The Need for Project Planning

Concept of a “Project”

Engineering Project Management

“How do you get a bunch of engineers (and others) to work together to actually make a product?”

Product Development

Product Development

How to Tie Together This Mess?

PROJECT MANAGEMENT

Elements of Project Engineering

Elements of Project Engineering

Elements of Project Engineering

Project Engineering Focus

Project Engineering Focus

Project Engineering Focus

Project Engineering Focus

Project Team Structure

Work BreakDown Structure

Proposed

-System Schedule

Table-Style Project Schedule

Engineering Cost Estimate • Matl

Spec

Style

SoW

Table

Style

SoW

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”

A Team

What is it?

Team Attributes

Team Attributes cont.

Team Attributes cont.2

Team LifeCycle

Team Growth Stages (Real)

Team Growth Stages cont

Team Growth Stages cont.2

Team Player Characteristics

Team Trauma (for the Leader)

Define Professional Responsibility

Ethical Issues

Ethical Decision Making

Engineer’s Creed (NSPE)

NSPE Code of Ethics - Cannons

NSPE Code of Ethics - Cannons

NSPE Professional Obligations

NSPE Professional Obligations

NSPE Professional Obligations

Resolving Ethical Dilemmas

Resolving Ethical Dilemmas

All Done for Today

Good

Team

Behavior

Engineering 11

Appendix

Project Engineering GuideLines

Project Engineering GuideLines

Project Engineering GuideLines

Project Engineering GuideLines

Project Engineering GuideLines

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