Management of Engineers and Technology

Strategic PlanningGroup Processes

Principle 2: Seeing the Big Picture

Financial goals of business Short and long term

Uncertain environment Formulate and carry out plans to

Defuse threats Take advantage of opportunities Achieve goals Meet needs of various constituencies

Strategic Planning

Strategic Plan Vision

High organizational values High aspirations for the future Provides inspiration

Mission What we do (primary purpose) For whom we do it (customers,

stakeholders) How we will get it done

Strategic Plan (cont.)

Goals Achievable and believable Time target Address mission

Objectives Specific, measurable outcomes Help to achieve a goal Identify projects, activities, and tasks

Organizational Philosophy

Statement of purpose Values – what we stand for Beliefs – what we believe in Goals – what we intend to accomplish

May be a better fit for public or non-profit organizations

Behavioral Guidelines

Policies Guides for decision-making Interpretation and discretion

Procedures How things should be done Reviews, approvals, communications

Rules Strict, enforceable

Planning Under Uncertainty

Uncertainty increases into the future

Just Try to Hit the Box

Mars Rover Landing Site(Gusev Crater)

Mars Rover Landing Site(Gusev Crater)

Planning Horizon

Short-term plans (1 year or less) Detailed Fairly rigid Reflect goals, objectives

Long-term plans (3-5 years) Less detail Flexible Reflect vision, mission

Agile Planning and Control

For projects with high uncertainty

Recognize only near-term is predictable

Adapt long-term expectations

People (not process) oriented

Agile Process

Clear group mission Ground rules

Pursue the mission Interim conditions

Periodic reviews Short-term goals Keep people focused Keep customer involved

Management of Uncertainty

Themes

Need to focus the efforts of an organization Strategic planning Organizational philosophy Effects of uncertainty Agile methodologies

Engineers are good planners!

Group Processes

Group problem solving Group decision making Group tasks or projects Communication is vital!

Solving Problems – You’re not in college anymore

Problems and/or solutions affect many people

Many sources of information Much information is missing,

uncertain or even conflicting No single, deterministic solution

Many or no solutions None are perfect

Identify the Problem

Focus on the problem, not solutions Interview all key people Collect all pertinent information Organize your results

Post-it notes Cause-effect diagram Cull excess junk

Cause-Effect Diagram

Identify Solutions

Feasibility check Brainstorming Combinations Vendors/consultants Think about

Risk/reward Evolution/revolution

Evaluate Alternatives

Determine criteria Vision-mission-goals Economics-Ergonomics-Environment

Decision support models Mathematical (weighted matrix) Statistical (decision tree, DOE) Computer (simulation, 3-D) Physical (prototype, mock-up)

Make Decision

Determine primary and backup solutions

Consider evolution over revolution Develop implementation plan

Deliverables Phases Departments/specialties Systems/subsystems

Follow-up

Did the solution work as expected? Is the problem solved?

Were cost/time/resources in line? Was the decision process flawed?

Evaluation criteria Generation of alternatives Decision model

Summary Communication is the key to group

processes Large or dispersed groups require

formal procedures Input to and agreement on vision,

mission, goals, and evaluation criteria is vital

Leaders participate in and facilitate effective group processes