All Models Aren’t Gisele: Lessons in Mixed Model Management (on How to Manage Projects and not...

All Models Aren’t Gisele: All Models Aren’t Gisele: Lessons in Mixed Model Lessons in Mixed Model Management Management (on How to Manage Projects and not Tasks)(on How to Manage Projects and not Tasks)

Presented by Bill BellowsPresented by Bill BellowsAssociate FellowAssociate FellowInThinking NetworkInThinking NetworkAerojet RocketdyneAerojet RocketdyneEmail: Email: [email protected], Cell: 818-519-8209, Cell: 818-519-8209

Playing, Gaming, Learning OnlineUCLA ConferenceOctober 25, 2013October 25, 2013

mailto:[email protected]

Product / Program / ProjectProduct / Program / Project

As Conceived


As Conceived

The top 5 uses:1.Replacing the screwdriver2.Pilot holes3.Hole saw4.Drywall installation5.Concrete


As ManagedAs Conceived

AgendaAgenda

•Models•Quiz•Purposeful Resource Management•Opportunities to Think

Super ModelsSuper Models

Mental ModelsMental ModelsFor our purposes in this paper, ideologies are the shared framework of mental models that groups of individuals possess that provide both an interpretation of the environment and a prescription as to how that environment should be structured. As developed… institutions are the rules of the game of a society and consist of formal and informal constraints constructed to order interpersonal relationships.

Source: Shared Mental Models, Denzau, A. and D. North

Mental ModelsMental ModelsThe mental models are the internalrepresentations that individual cognitive systems create to interpret the environment and the institutions are the external (to the mind) mechanisms individuals create to structure and order the environment.

Source: Shared Mental Models, Denzau, A. and D. North

Mental ModelsMental Models

Essentially, all models are wrong, but some are useful.

Professor George Box

Ownership

Activity

Proactive

Reactive

“Mine” “Ours”

Resource Management ModelResource Management Model

Proactive – applying effort while “good,” “OK,” “well,” or “correct” is happening

Resource ManagementResource Management


Reactive – applying effort after “bad,” “not OK,” “sick,” or “incorrect” happens

Proactive – applying effort while “good,” “OK,” “well,” or “correct” is happening

“An ounce of prevention is worth a pound of cure”



“A stitch in time saves nine”


“Every dollar we invest in high-quality early education can save more than $7 later on”


“A stitch in time saves nine”


“What we see depends on what we thought before we looked.”

Myron Tribus

Perception & ThinkingPerception & Thinking

QuizQuiz

Horse TradingHorse Trading

“The secret to selling a horse is…

Mark Twain

“The secret to selling a horse is…to sell it before it dies.”

Mark Twain

Horse TradingHorse Trading

Time ManagementTime Management

How much time is spent discussing parts, tasks, activities, program milestones, etc. which are good and completed on time?

GradesGrades

What letter grade is required for all purchased parts and services, as well as tasks completed internally?

D E F

P

GI H

Task FlowTask Flow

Handoff Requirements?

D E F

P

GI H

Task FlowTask Flow

Task GradesTask Grades

Task ManagementTask Management

Macro System ModelMacro System ModelTask Completion

Step 1

Step 2Step N


Task Completion

Task AStep 1

Step 2Step N

GOOD

Macro System ModelMacro System Model

Task AStep 1

Step 2Step N

Task B

Task O

Task P

GOOD

GOOD

GOOD

GOOD

Step 1Step 2Step N

Step 1Step 2Step N

Step 1Step 2Step N


Task AStep 1

Step 2Step N

Task B

Task O

Task P

AssemblyGOOD

GOOD

GOOD

GOOD

Step 1Step 2Step N

Step 1Step 2Step N

Step 1Step 2Step N


Sub-Assembly 1

Task AStep 1

Step 2Step N

Task B

Task O

Task P

Assembly

FIT

GOOD

GOOD

GOOD

GOOD

Step 1Step 2Step N

Step 1Step 2Step N

Step 1Step 2Step N


Sub-Assembly 1

Task AStep 1

Step 2Step N

Task B

Task O

Task P

Sub-Assembly 2

Assembly

FIT

FIT

GOOD

GOOD

GOOD

GOOD

Step 1Step 2Step N

Step 1Step 2Step N

Step 1Step 2Step N


Sub-Assembly 1

Task AStep 1

Step 2Step N

Task B

Task O

Task P

Sub-Assembly 2

Assembly Final Assembly

FIT

FIT

GOOD

GOOD

GOOD

GOOD

Step 1Step 2Step N

Step 1Step 2Step N

Step 1Step 2Step N


Sub-Assembly 1

Task AStep 1

Step 2Step N

Task B

Task O

Task P

Sub-Assembly 2

ProductAssembly


FIT

FIT

FIT

GOOD

GOOD

GOOD

GOOD

Step 1Step 2Step N

Step 1Step 2Step N

Step 1Step 2Step N


Sub-Assembly 1

Task AStep 1

Step 2Step N

Task B

Task O

Task P

Sub-Assembly 2

ProductAssembly


FIT

FIT

FIT

GOOD

WORKS

GOOD

GOOD

GOOD

Step 1Step 2Step N

Step 1Step 2Step N

Step 1Step 2Step N


0 10 20 30 40 50 60 70 80 90 100

Task GradesTask Grades

MAXMIN

HOLE DIAMETER

MAXMIN

2520

100 FT0 FT

DISTANCE FROM THE DOOR

PAGE COUNT

OUTER DIAMETER

Examples of Task Examples of Task ManagementManagement

MAXMIN

HOLE DIAMETER

MAXMIN

2520

PAGE COUNT

OUTER DIAMETER

Examples of Task Examples of Task ManagementManagement

100 FT0 FT


MAXMIN

HOLE DIAMETER

MAXMIN

2520

PAGE COUNT

OUTER DIAMETER

Macro System Macro System Task ManagementTask Management

100 FT0 FT


MAXMIN

HOLE DIAMETER

MAXMIN

2520

PAGE COUNT

OUTER DIAMETER

Macro System Macro System Task ManagementTask Management

100 FT0 FT


= =

= =

MAXMIN

HOLE DIAMETER

MAXMIN

2520

PAGE COUNT

OUTER DIAMETER

Micro System Micro System Task ManagementTask Management

100 FT0 FT


= =

= =

Resource Management Resource Management ContrastContrast

MAXMIN

HOLE DIAMETER

MAXMIN

OUTER DIAMETER

MAXMIN

HOLE DIAMETER

MAXMIN

OUTER DIAMETER


MAXMIN

HOLE DIAMETER

MAXMIN

OUTER DIAMETER

MAXMIN

HOLE DIAMETER

MAXMIN

OUTER DIAMETER

MIND THE TASKMIND THE TASK


MAXMIN

HOLE DIAMETER

MAXMIN

OUTER DIAMETER

MAXMIN

HOLE DIAMETER

MAXMIN

OUTER DIAMETER

MIND THE TASKMIND THE TASK MIND THE GAPMIND THE GAP

Sub-Assembly 1

Task AStep 1

Step 2Step N

Task B

Task O

Task P

Sub-Assembly 2

ProductAssembly


Step 1Step 2Step N

Step 1Step 2Step N

Step 1Step 2Step N

Degrees of GOOD

Degrees of WORKS

Degrees of FIT

Degrees of FIT

Degrees of FIT

Micro System ModelMicro System ModelTask Completion

Purposeful Purposeful Resource Resource ManagementManagement

Ownership

Activity

Proactive

Reactive



Ownership

Activity

Proactive

Reactive


PURPOSEFUL

REFLEXIVE


Opportunities to Opportunities to ThinkThink

An InThinking RoadmapAn InThinking RoadmapAKA The Hotel CaliforniaAKA The Hotel California

InThinking Together (9 hrs)(Formerly known as “ET” and “Understanding Variation”)

Six Thinking Hats (8 hrs)

Kepner-Tregoe(24 hrs)

(Problem Solving and Decision Making)

Workshop”)

ManagingVariation as a

System (9 hrs)

The NewEconomics

Study Session

(14 hrs)

Understanding Taguchi Methods – Part 2 (40 hrs)

UnderstandingTaguchi Methods – Part 1

(40 hrs)

ools

DATT(16 hrs)irectppliedhinking

-

(Problem Solving and

DATT(16 hrs)DATT(16 hrs)

Design of Experiments & Taguchi Methods – An Overview (16 hrs)

Leading Systems(12 hrs)

(AKA the “Organization

Resource Leadership(8 hrs)

OD

iscu

ssio

n

ngoi

ng

(4th week, Th/Fri, 12-2pm PT)

Prerequisites

BTA…webinar

hink

ing

ette

r

(2nd week, Th/11:30-1pm PT)

bout

Lateral Thinking(16 hrs)

All Models Aren’t Gisele: All Models Aren’t Gisele: Lessons in Mixed Model Lessons in Mixed Model Management Management (on How to Manage Projects and not Tasks)(on How to Manage Projects and not Tasks)

Presented by Bill BellowsPresented by Bill BellowsAssociate FellowAssociate FellowInThinking NetworkInThinking NetworkAerojet RocketdyneAerojet RocketdyneEmail: Email: [email protected], Cell: 818-519-8209, Cell: 818-519-8209

Playing, Gaming, Learning OnlineUCLA ConferenceOctober 25, 2013October 25, 2013

mailto:[email protected]

All Models Aren’t Gisele: Lessons in Mixed Model Management (on How to Manage Projects and not...

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