Fö 4, week 2 Flashcards
when should you finish a project earlier?
- cost too high
2. high sunk costs
project phases?
1. Feasibility study —> possibility to add value —> cheap to work —> most important decisions here —> low knowledge —> let this stage take time 2. Planning 3. Execution —> somewhere here the cost of the change is higher than the added value 4. Closure —> completion —> if time is the most important factor, usually documentation and closure activities are disgarded —> important to plan for the closure
why do we need documentation?
- show that we’ve done something
- Create guidance and support manuals to clients and
- For future work or maintainance
Orherwise
- loose knowledge
- project will not be used as intended
- not the changes that we planner for
How to make documentation?
- Audit
- (profesor was afraid of this part)
- internal
- makeing sure that we do things right
- - Review
- have we done the right thing?
- what can we improve/learn?
- softer factors
learning before vs learning by doing?
BY DOING:
gathering knowledge from project and through documentation
—> need to plan for this
BEFORE DOING:
- gather the knowledge that we can already see that we miss before the project
challenge:
- knowing that we have a knowledge gap
-
Agile
From software sector
- difficulty to plan—> new methodology
- too fast concepts
- scrum, short intervals
- a team that is self-controlling
- build - test - move too the next
- never right the first time
STILL need planning
Sprints
- short, visable work pages
3 questions:
yesterday
today
help
scrum
- can be used to any projects
Different organisational structures?
- Functional
—> IT/HR so on
—> not so cross-functional
—> challenge to create performing team in this structure - Matrix
- Project
—> consultants on projects
—> commitment to project not company
Teamwork
- common goal
—> build commitment for goal
2.
name of woman important to teamwork studies?
??
Team development in time?
1. collections —> polite —> not so much conflicts —> low effectiveness —> team building 2. Entrenchment phase —> know the team —> know the assignment —> struggle with who's the leader and so on —> low productivity —> team building 3. Resolution 4. Synergy 5. Decline —> focus down —> efficiency down
Keep 1-2 as short as possible (team-building)
Keep 5 as short as possible
Issue of teams and team-rolls?
1. Plant —> a lot of idéas (kind of crazy) —> energetic, social & Optimistic —> not always realistic —> (Yellow?)
- Resource investigator
—> make connections between people
—> not very reliable when carry things out
—> good in finding what we need
3. Coordinator —> the leader —> fins the strengths and weaknesses in people —> manipulative —> lazy
4. Shaper —> wants to win —> start pushing people ahead to win —> very competitive —> tendency to hurt people —> make people "burn out" —> not good in understanding other people
5. Monitor evaluator —> critical eye —> person who find the problems in plan —> not afraid to speak her mind —> perceived as a break in the systems —> never satisfied —> not toooo enthusiastic —> eye for detail
6. Teamworker —> cares for the others —> glue for the group —> bad at dealing with conflicts —> undeceive
- Implementer
—> strength in execution & closing part
—> don’t care about plan - Complementer finisher
—> will find potential improvements and execute them
—> deliver 100% (good enough does not exist)
—> never really happy with what we deliver
9. Specialist —> extremely knowledgeable —> not really interested in what is gong on outside his/hers subject —> not very social —> (Chalmers professor)
Many different:
- need a lot of time to transport individuals to a team
Same:
- Will feel good, what you are is right but not so productive
M.Belbin
- different management teams
- how can we have 2 teams that seems very similar and one is very well performing and the other one hasn’t got started
- analyzed roles and what roles you take in different teams
