Team Meeting 5

Last updated: Oct 13, 2020 at 2:11pm

Main Team Meeting Objective

The main goal of the team meeting this week is to determine which concept your team will pursue for the remainder of the term. Once this decision is made, your team should organize, allocate resources, and begin working towards the assembly review, as well as continue with physical modeling in support of the technical review.

It is important to have your full team and your instructors participate in the concept selection process, so it is strongly recommended that you wait until this week's team meeting before making a decision. Due to the Monday holiday, Monday teams are meeting on Tuesday, Oct 13. Tuesday's team, Pink Team, will also be meeting on Tuesday, 5-7pm.

Advanced preparation for Team Meeting #5

Individual:
Please watch Lecture 12 (release date Oct 12) so that you understand the mindset you should have for this team meeting. Read the assembly model review (October 23) and technical review (November 6) descriptions so that you are familiar with the upcoming milestones. Also, be sure to review the nine 2.s009 product risk factors and success factors for 2.s009 projects.

Information officers should be sure that everyone knows the Zoom link for the meeting.

As a section:
If possible, meet with your section to discuss the sketch model review. What worked well? What did not? How will you do better next time? If there are additional issues that should be be looked into before deciding on your project direction, work on them prior to the team meeting.

Prepare a short but informative presentation about your opposite section's two concepts, highlighting strengths, weaknesses, risks, and open issues. Be sure to work with the opposite section and have their agreement on the key points of your presentation. In addition to summarizing the sketch models and mockups, please try to outline thoughts about key tasks that the team will engage in to carry an idea forward to a product prototype. Remember FNAP!

As a team:
System integrators from both sections should meet to form an agenda and devise a rational decision process with relevant criteria for choosing the team's concept. Please read the G'DAY decision process and design dispute mediation framework for selecting your team's product direction and making data-driven decisions. Please send the agenda and proposed decision making process out to the entire team enough in advance so that there is some time for everyone to review and provide feedback. Prepare in advance!

What's due

Please email the course instructor your team's final product decision after the team meeting.

After your decision is made, your team should have a first version Gantt chart and task dependency matrices (or similar visualization that clearly shows milestones, key tasks, and timing) through the assembly review in your team area. Your white board may be used for this schedule.

In all remaining team meetings the two sections will work together. Make a point of intermixing the seating so that sections are not polarized on opposite sides of the room. Decide if the name cards are needed.

Begin with the standard meeting startup.

Your instructors will discuss your sketch model review grades in next week's team meeting.

Spend up to 20 minutes in total to present the short concept summaries prepared before the team meeting, reviewing the team's four ideas and feedback from the sketch model presentations. FNAP!

System integrators should propose the decision process they have developed, and revisions should be made based upon input from the team. If the sections are different in size, be sure that your decision process is perceived to be fair. It should not be possible for one section to simply out-vote the other. You want to make the best choice regardless of who has worked on an idea.

A Pugh chart or similar rational process should be used to help elucidate and compare the strengths and weaknesses of the concepts relative to your team's project criteria. Think carefully about risks associated with your product concepts and negotiate the product definition for the final alpha prototype. Focus on the common goal of having the best-possible successful project, and in making a timely decision so that your team can move on to the next steps. You should make a choice on the basis of what is the best option, not on an emotional level. Be willing to change your mind as new information becomes available.

It is hoped that this experience will help you prepare for times when, as a project manager, you will need to make critical decisions from a set of alternatives. Be thorough but do not belabor the process—begin by checking to see if there is consensus.

Be sensitive to team dynamics and focus on the merits of the concepts, not ownership of the ideas. For example, make statements like: the idea has significant technical risk rather than your idea has significant technical risk; the widget fulfills an important need rather than my widget fulfills an important need. Paying attention to how things are said can make a significant difference.

Remember that consensus does not mean that every team member has the same opinion about what is the best direction to pursue. Consensus means that all team members agree that the direction has been chosen and that they will fully engage in helping the development effort succeed in the chosen direction.

Once a decision is made, celebrate team buy-in symbolically with a YoWup! (view the instructions and an actual board meeting YoWup) This is derived from a Japanese tejime gesture [reference 2] symbolizing that all team members fully support the decision and are committed to advancing the project in its chosen direction. To perform the ritual, the team stands, chants Yo Wup! and simultaneously claps on the Wup. Creative interpretation of the chant is encouraged. If the chant is not sufficiently enthusiastic it should be repeated, or the team needs to further reflect on the decision.

Make a plan for the team's next steps (assembly and technical review) and allocate responsibilities. Think carefully about the best way to bring all team members up to speed on the chosen concept and how to utilize your team effectively. Divide tasks and assign responsibility for design issues that need to be addressed. Make sure that there is a clear plan for how the product contract and assembly model will be prepared for the deadline next week. Remember that the in-class assembly presentations on Friday next week.

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