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Tool Procurement Appl n High Level Design Appl n Software Design Circuit Design Final BOM Interface Specification User I/F Development PCB Layout Prototypes Ready FCC Testing Product Release Critical Path ( CP )
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CP CP CP CP CP
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Figure 15.2 chart.
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the work items for a project and draw in the critical path, as I have done in the gure. I have labeled tool procurement, application circuit design, PCB layout, and FCC testing as the critical-path (CP) items. These are the work items that must be completed on schedule or the project will not meet its product release date. When you look at the gure, a few things probably will stick out at you, such as the scheduling of the application software development into the FCC testing time. When testing operations are being done, there is often the need to go back and x some aspect of the application. The project may end up being behind schedule, and making up time will be critical. By extending non-critical-path work items in the schedule, contingency time and resources are available to prevent schedule slippage or movements to the right. The bill of material (BOM) is the list of parts that are required for building a product. This list also contains packaging and extra materials (such as manuals and cables) and diskettes or CD-ROMs with which that the product is shipped. In the projects and experiments listed in this book, I have created simple bills of material for you to make sure that you have the parts on hand before starting the applications. In any project, you should build in a contingency of money, people, and time for unforeseen problems. I like to have a minimum of 25 percent for each of these three parameters. You can pride yourself on creating accurate schedules and costs, but unforeseen events can cause problems with making your nal date at cost. Some problems I have had to endure include an earthquake at a supplier s factory, a strike at the contract manufacturer building the prototypes, and the government slapping a duty on one of the parts I wanted to use. Along with these different problems, I ve had to overcome a lot of others. Always remember that contingency funds can be returned or used to move a release date up. The hardest aspect of managing a project is to manage the people working on it. Ideally, you would like to have friends working with you, but this is rarely possible, and what you end up with is people you ve never worked with before and aren t sure you are going to like. I ve been involved in many team projects, and here are some things I have found to help make them work. Having a team that doesn t work well together will be the death of a project (and I have been there more times than I care to admit).
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There should be one leader with a very clear vision of what the application should be and how it should work. Decisions regarding allowing deviations from the original product concept should be made only by the team leader. Deviations should be made to ensure that the original product vision is not lost. The team leader also should be the only person responsible for presenting status information to management with his or her interpretation of progress or problems. The team should be made up of individuals with complementary and reinforcing strengths. It is not always possible to select the best people for the different work items, but the leader should be able to distribute the work to the team members in such a way that individuals strengths are capitalized on. It is the responsibility of each team member to keep the others apprised of their status and offer suggestions when other members are having problems. Some of the best solutions to hardware problems that I have seen have come from software developers, and vice versa. The best way to monitor progress is with a daily meeting. This meeting doesn t have to be very long, but recognizing everyone s contributions and ideas is important to make everyone feel like they are contributing toward the nal goal. Little things such as buying T-shirts for each member to wear while working on the project or having somebody bring in donuts and coffee to the daily meetings may sound corny, but they do help to foster a team attitude. Care must be taken to avoid creating what is known as a poisoned work environment. The obvious example is calling another person a racist name or telling obscene jokes in front of people who could be offended. Not only will this hurt the team s overall spirit, but many such actions are considered harassment and illegal in many jurisdictions. Other examples of subtle behaviors that will lead to problems are singling one person out to do stereotypical chores such as getting coffee or of ce supplies or taking notes. These activities must be shared among the group, and the leader should make sure that any tasks that haven t been assigned to a speci c individual are shared by the group at large. Awards are excellent tools to help motivate team members. They also can hurt morale if they are given on the basis of friendship or for other reasons that are not based on merit and contribution. Make sure that somebody isn t going to feel hard done by if someone else receives an award. People will have personal problems and tragedies. The leader should be aware of any issues and make sure that other team members are aware that there is a problem (not necessarily what it is) and ensure that latitude is given. Often, this type of action will result in a stronger team because the message that is being given out is that the members of the team can rely on each other. There are a lot of issues regarding being a part of a team, but they can be summarized in four points:
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Be sensitive to others, and do not engage in or allow upsetting or offensive behaviors. Keep everyone apprised to your status and any problems that you are having. Work toward the team s goals and objectives. The leader is the only person who can make decisions that will affect the outcome of the project.
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