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
Product / Program / ProjectProduct / Program / Project
As Conceived
Product / Program / ProjectProduct / Program / Project
As Conceived
The top 5 uses:1.Replacing the screwdriver2.Pilot holes3.Hole saw4.Drywall installation5.Concrete
Product / Program / ProjectProduct / Program / Project
As ManagedAs Conceived
AgendaAgenda
•Models•Quiz•Purposeful Resource Management•Opportunities to Think
Super ModelsSuper Models
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
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”
Resource ManagementResource Management
“An ounce of prevention is worth a pound of cure”
“A stitch in time saves nine”
Resource ManagementResource Management
“Every dollar we invest in high-quality early education can save more than $7 later on”
“An ounce of prevention is worth a pound of cure”
“A stitch in time saves nine”
Resource ManagementResource Management
“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 GradesTask Grades
Task GradesTask Grades
Task ManagementTask Management
Macro System ModelMacro System ModelTask Completion
Step 1
Step 2Step N
Macro System ModelMacro System ModelTask Completion
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
Macro System ModelMacro System ModelTask Completion
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
Macro System ModelMacro System ModelTask Completion
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
Macro System ModelMacro System ModelTask Completion
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
Macro System ModelMacro System ModelTask Completion
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
Macro System ModelMacro System ModelTask Completion
Sub-Assembly 1
Task AStep 1
Step 2Step N
Task B
Task O
Task P
Sub-Assembly 2
ProductAssembly
Assembly Final Assembly
FIT
FIT
FIT
GOOD
GOOD
GOOD
GOOD
Step 1Step 2Step N
Step 1Step 2Step N
Step 1Step 2Step N
Macro System ModelMacro System ModelTask Completion
Sub-Assembly 1
Task AStep 1
Step 2Step N
Task B
Task O
Task P
Sub-Assembly 2
ProductAssembly
Assembly Final Assembly
FIT
FIT
FIT
GOOD
WORKS
GOOD
GOOD
GOOD
Step 1Step 2Step N
Step 1Step 2Step N
Step 1Step 2Step N
Macro System ModelMacro System ModelTask Completion
0 10 20 30 40 50 60 70 80 90 100
Task GradesTask Grades
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
DISTANCE FROM THE DOOR
MAXMIN
HOLE DIAMETER
MAXMIN
2520
PAGE COUNT
OUTER DIAMETER
Examples of Task Examples of Task ManagementManagement
100 FT0 FT
DISTANCE FROM THE DOOR
MAXMIN
HOLE DIAMETER
MAXMIN
2520
PAGE COUNT
OUTER DIAMETER
Examples of Task Examples of Task ManagementManagement
100 FT0 FT
DISTANCE FROM THE DOOR
MAXMIN
HOLE DIAMETER
MAXMIN
2520
PAGE COUNT
OUTER DIAMETER
Examples of Task Examples of Task ManagementManagement
100 FT0 FT
DISTANCE FROM THE DOOR
MAXMIN
HOLE DIAMETER
MAXMIN
2520
PAGE COUNT
OUTER DIAMETER
Macro System Macro System Task ManagementTask Management
100 FT0 FT
DISTANCE FROM THE DOOR
MAXMIN
HOLE DIAMETER
MAXMIN
2520
PAGE COUNT
OUTER DIAMETER
Macro System Macro System Task ManagementTask Management
100 FT0 FT
DISTANCE FROM THE DOOR
= =
= =
MAXMIN
HOLE DIAMETER
MAXMIN
2520
PAGE COUNT
OUTER DIAMETER
Micro System Micro System Task ManagementTask Management
100 FT0 FT
DISTANCE FROM THE DOOR
= =
= =
Resource Management Resource Management ContrastContrast
MAXMIN
HOLE DIAMETER
MAXMIN
OUTER DIAMETER
MAXMIN
HOLE DIAMETER
MAXMIN
OUTER DIAMETER
Resource Management Resource Management ContrastContrast
MAXMIN
HOLE DIAMETER
MAXMIN
OUTER DIAMETER
MAXMIN
HOLE DIAMETER
MAXMIN
OUTER DIAMETER
MIND THE TASKMIND THE TASK
Resource Management Resource Management ContrastContrast
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
Assembly Final Assembly
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
“Mine” “Ours”
Resource ManagementResource Management
Ownership
Activity
Proactive
Reactive
“Mine” “Ours”
Resource ManagementResource Management
Ownership
Activity
Proactive
Reactive
“Mine” “Ours”
Resource ManagementResource Management
Ownership
Activity
Proactive
Reactive
“Mine” “Ours”
PURPOSEFUL
REFLEXIVE
Resource ManagementResource Management
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
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