Fam 103 Week 1

Self Awareness

Self Management

Emotional Awareness

Relationship Management

Being able to understand what you are feeling

Being able to handle your emotions

Being able to understand other people's emotions

Being able to synthesize your emotions and others' emotions to manage interactions successfully

Cognitive Styles

Age/Generation

Culture

Household Situation

What you bring to the table

"Multi-generational workplace"

Preferences based on family size/dynamics

Preferences based on country or state (where you were raised)

Help us make sense of different relationships with team/organization.

Has an organizational structure, defined authority and can emerge over time

Accepted standards or behaviors to regulate/guide a group's behavior

Typically performed at a subconscious level.

Not written.

Doing things with respect to where we are because we're used to something

Statements or directives made by a group member (most often a formal/informal leader). Members accept directives as rules.

An event in the group's history that causes a group to reassess their existing rules, procedures, processes, or relationships

The first behavior pattern to emerge in a group. Rules that aren't stated. Just the way it is

Norms that carry over the group members' experiences in other groups

Mode of thinking when groups unity overrides motivation to realistically appraise alternative courses of action

Competing, Accommodating, Avoiding, Compromising, Collaborating

Position of power takes firm stand and know what they want.

Competitive Conflict Resolution Technique

Meets the needs of all people involved.

Collaborative Conflict Resolution Technique

Partially satisfy everyone. Everyone gives up something

Compromising Conflict Resolution Technique

Meets the needs of others at own expense.

Accommodating Conflict Resolution Technique

Evade the conflict entirely.

Avoiding Conflict Resolution Technique

1. Seperate people from the problem

2. Focus on interest, not positions

3. Invent options for mutual gain

4. Insist on objective criteria

5. Develop your BATNA

Interest Based Negotiations

Best Alternative to a Negotiated Agreement

1. Do your homework: Research facts, present. case professionally, prepare for objections

2. Keep it short: Stick to the point, stick to the agenda, if you've got nothing to say, shut up!

3. Keep it cool and courteous: Questions, not contradictions, Listen & respect arguments, admit your weak points, & their strong ones

1. The Waffler

2. The Turf Warrior

3. Assassin

4. Dominator

5. Interrupter

The Waffler

1. Give them recognition

2. Take over the steering wheel

3. Don't stop the car

The Turf Warrior

1. Respect their authority

2. Ask them for answers

The Assassin

1. Ask them for ideas

2. Push them

3. Keep Pushing

The Dominator

1. Keep cool and stick to your guns

2. Respond to the arguments

3. Talk to the chair

4. Remember the stuck record

Interrupter

1. Ignore the Interrupter

2. Appeal to the chair

3. Use the "3-point" technique

- Brainstorming and Electronic Brainstorming

- Nominal Group Technique

- Delphi Technique

- Constructive Conflict

Brainstorming

Nominal Group Technique

Delphi Technique

Constructive Conflict

1. Authority Rule: military structure

2. Majority Rule: voting/polling

3. Compromise: everyone gives something

4. Consensus: Everyone agrees even if not idea

Clarity, Accuracy, Precision, Relevance, Depth, Breadth, Logicalness, Significance, Fairness

Is the problem/question clear, is it understandable

Free from errors or distortion, true.

Double check answers

To the level of necessary detail.

(Ex) "take a lil of the top"

Relates to the matter/issue at hand

Understanding the underlying complexities

Encompassing multiple viewpoints

Make sense together, no contradictions

Focus on what's important

Unbiased, fair, not self-serving or one sided

1. Purpose of thinking: goal, objective

2. Question at Issue: problem

3. Information: data, facts, obs, experiences

4. Implications & Consequences: other systems

5. Concepts: theories, definitions, laws...

6. Points of View: frame of ref, perspective

7. Assumptions: know assumptions from facts

8. Inferences: know the outcome

To determine rather to cancel, change, or continue

Represents incremental work that develops a product to allow for better design/development decisions

1. Material Development Decision (DP)

2. Material Solution Analysis MSA (phase)

3. Milestone A (Milestone DP)

4. Technology Maturation & Risk Ruduction (Phase)

5. Development Request For Proposal (RFP) release (DP)

6. Milestone B (Milestone DP)

7. Engineering & Manufacturing Development (Phase)

8. Milestone C (Milestone DP)

9. Production & Development (phase)

10. Full Rate Production Decision Review FRPDR (DP)

11. Operations & Support (phase)

Phase 0: Planning

Decision Point

Phase 1: Concept development

Decision Point

Phase 2: System level design

Decision Point

Phase 3: Detail Design

Decision Point

Phase 4: Test and Refinement

Decision Point

Phase 5: Production Ramp-up

Joint Capabilities Integration & Development System

Defense Acquisitions System

Planning, Programming, Budgeting & Execution

Material Development Decision (Decision Point)

Material Solution Analysis MSA (phase)

Milestone A

Technology Maturation & Risk Reduction (TMRR) phase

The Development Request For Proposal RFP release (Decision Point)

Milestone B

Engineering & Manufacturing Development: E.M.D phase of DAS

Milestone C

Production & Development Phase

Full rate production Decision review FRPDR (DP)

Operations & Support phase

A discipline of methods, theories, and techniques to manage projects that are temporary, unique, complex & uncertain

1. Agreement on Goals

2. A Plan

3. Effective Communication

4. Controlled Scope

5. Management Support

Project

On going operations

Technical Competence, Business Management, Project management

On time, on budget, high quality

Schedule, Cost, Performance

Staying within the boundaries of schedule cost and performance triangle

Procuring Contracting Officer, Acquisition Logistics, Manufacturing, Quality Assurance, Configuration management, program/project manager, financial manager, system engineer, test & eval, data management

Work Breakdown Structure: identifies all the tasks in a project i.e. task list

Project scope, monitor progress, create accurate cost & schedule estimates, build project teams

Include several subordinate tasks

Summarize subordinate work packages

The work done to complete a summary task

1. The 8/80 rule: no task smaller than 8hrs or larger than 80hrs

2. The reporting period rule: no task should be longer than status checkpoints

3. The if it's useful rule: break down tasks if task is easier to estimate, assign, or track

The longest path with 0 slack

Stochastic scheduling techniques used to determine success probabilities (assigning confidence factors)

1. Build a WBS

2. ID task relationship/Sequence tasks (Gannt Chart)

3. Estimate work packages: time frame, ppl, and resources

4. Calculate initial schedule: find critical path

5. Assign & level resources: Affirm who's doing the work

When you have slack a work package can start late(depending on slack hrs) and the project can still finish on schedule

Re-estimate project: run #s again

Crash the schedule: shorten critical path

Increase productivity: better tool, hire expert

Reduce Performance: Max effort range

Provide the PM with the best possible estimate of the resources required to complete a project

1. Fixed, Variable, or Semi-variable

2. Recurring or Nonrecurring

3. Direct or Indirect

Costs that do not change despite changes in cost driver

Cost changes in total in proportion to cost driver

Contains both fixed and variable components

Repetitive, will continue as long as activity on project continues

Incurred once on the project and will not incur again regardless of project continuity

Cost incurred directly as a result of executing the project

Indirectly incurred but MUST be incurred by all of the organization i.e. overhead or administrative costs

Lust to Dust, Cradle to Grave

1. Establish ground rules & assumptions: answer 4 W's

2. Collect data: ID similar projects, SME, raw data, filter

3. Select Methodolgy: Analogy, Parametric, Detailed estimator, Expert Opinion, Actual Cost

4. Make the estimate: sum the cost of the diff cost estimates

5. Check the estimate: verify your numbers

6. Review & report: put in format requested by stakeholder

Cost estimation based on similar projects

Estimates based on extrapolated cost by identifying cost drivers, specifying models, collect data, fit model, evaluate then apply

Cost estimation based on WBS projection of actual hours

Cost estimates based on SME opinions about cost, schedule, and technical data

Cost estimation based on extrapolated costs from actual cost incurred early on the same project

Customers, Decision makers, vendors, employees, anyone impacted by project results, anyone who contributes to the project

1. Control who is allowed to influence the project

2. Manage upwards: use the chain of command

1. Announces a new project has begun

2. Demonstrates management support

3. Name and Purpose of Project

4. ID the project manager

5. Legitimate authority to PM

6. Statement of support from the user

Describes the major activities of the project

1. Goals and Objectives

2. Constraints

3. Success Criteria

4. Achievements

Gets the right info to the right people at the right time

Shows who is responsible for what, decide and decide who does what

1. RACI: Responsible, Accountable, Consult, Informed

2. LIST major activities of project

3. List stakeholder groups

4. Code response

5. Incorporate the responsibility in the project

1. Define the work: create a WBS

2. Schedule the work

3. Allocate Budgets

Performance Measurement Baseline

Earned Valued Management System

Budgeted Cost for Work Scheduled (planned):

A measure of how much work should be completed at a given time per the schedule

Positive = ahead of schedule

Negative = Behind on schedule

Budgeted Cost for Work Performed:

Earned value for work performed

Actual Cost for Work Performed:

How much the contractor spent

Budget at Completion:

Sum of $ budgeted for each work package

Estimate at completion:

New estimate (projection) for TOTAL cost of program. i.e. if you run out of funds and you get more

Schedule Variance

Scheduled Performance Index:

Measure historical EFFICIENCY

Fav > 1

Unfavorably < 1

Closer to 1 = goodness

Cost Performance Index:

Measure historical EFFICIENCY

Fav > 1

Unfavorably < 1

Closer to 1 = goodness

To Complete Performance Index:

Measure how efficient contractor need to be to get back on track

Cost Variance:

Positive = under budget

Negative = Over budget