1. Bio Composite Sailing Dinghy by Fred Dorrington Azlan Shah

2. PROJECT/TEAM MANAGEMENT REPORT Fred  Project Management  Communication and Document Management Azlan  Team Management  Time Management

3. PROJECT SUCCESS  “AN EXCELLENT TEAM IS ORGANIZED, WELL STRUCTURED AND AWARE OF OTHERS STRENGTHS AND WEAKNESSES WHILE UITLISING THESE TO ACHIEVE COMMON GOALS”

4. Project management  Quality Function Deployment (QFD)  Project Planning and Designing  Value Management  Procurement Management  Key Performance Indicators (KPI’s)  Risk Monitoring and Prevention  Article

5. Quality Function Deployment (QFD)  Identified and constructed at the start of the Project and Management stage  Provides the relative importance of the identified engineering characteristics  Indicates ideal resource allocations to meet the target qualities of the project.

6. QFD Results

7. Procurement and value management Procurement  A basic Procurement plan established  Further progress through final selection of Bio-Composite material and manufacture method Value Management  Complex inputs  Potential Project costs  Materials  Manufacturing  Development team  Insurance  Carbon footprint figures to be calculated

8. Key Performance Indicators  KPIs identified in the initial period of the project were reassessed  Allowed for further improvements to be made and project success KPIMeasured ByLevel of Success Organisation/Planning All files are kept up to date, all reports stay compiled and finalised by one member 100% of final copy of reports are made with all up to date files / transfers Assembla management Availability of file transferred on assembla.com, email recall. Team Rules Section 2 followed at all time 100% of all files transferred/uploaded accessible to all members. All team members are informed of meeting times and places. Workload delegation Hours of work required for each task assigned, also personal team member feedback (survey) Not one team member is asked to contribute more than 20% of the total work of the report Deadlines Complete certain areas of design/reports/updates relevant for completion on time 100% of due work is completed to meet criteria and pre-set timeline

9. Risk Monitoring and Prevention Possible Risks Threat (1- 5) Action Resultin g Risk Contractors – communication3 Keep up to date on all product related information and files/documents for design, Email, phone calls as conferencing unlikely. Insurance 1 Access to materials4 Ensure materials are achievable / manufacturable before selection is made. 2 Client commitment3 Ensure suppliers commitment is agreed upon so as not to have delays in the manufacturing stage 1 Racing community involvement-acceptance/specs 3 Promote environmentally friendly technology to class management 1 Inefficient project control – focus areas 3 Assess managerial role and team work, possibly assign new team manager and chain of command 1 External commitments by team members 4 Allow sufficient lee-way for personal commitments. Distribute excess workload to further team members. 1 Media response3 Mediate the project pros/achievements and realistic targets 2 Falling behind schedule3 Reassess timeline and prioritise following tasks/commitments 1

10. ARTICLE – Barry Z Posner Provides  Managing methods, how to work productively towards goals as a team  Focuses directly on one Manager role  Displays aspects that team must achieve However  M2 presents no clear Manager role  Skill set present throughout all members  Work/delegation divided equally  Allows for direct and equal application by all members

11. COMMUNICATION & DOCUMENT MANAGEMENT  Assembla.com  Meetings minute  Mentor meetings  LACE  Standard Formatting Guideline

12. assembla  Communicate outside meetings  Online Chat room  Allows for feedback outside of meeting such as weekends or absent members  File sharing

13. Meetings  Regular meeting 2x/week including minutes  Constant deadline means Productive and Direct  Brainstorming!  Set new tasks before next meeting

14. Mentor Meetings  Useful for progress and direction

15. LACE  Listen > Acknowledge > Check > Explore  Used throughout meetings  Ensures meetings are run efficiently  Keeps project progress direct  Helps tie things together

16. STANDARD FORMATTING GUIDELINE  Improvement made to Project Management  Formatting Rules  Font and spacing specifications  Captions/Tables/Numbering  Referencing  Editing  Assembla.com uploading  Minimises editing & compiling the final report  Files can be collaborated and modified with ease

17. TEAM & TIME MANAGEMENT  TEAM MANAGEMENT  How do we manage our TEAM effectively?  TIME MANAGEMENT  How do we manage our TIME effectively?

18. TEAM MANAGEMENT BELBIN INVENTORY TUCKMAN MODEL CONFLICT MANAGEMENT

19. BELBIN INVENTORY

20. TUCKMAN MODEL TUCKMAN MODEL STORMING NORMINGPERFORMINGFORMING

21. TUCKMAN MODEL

22. CONFLICT MANAGEMENT

23. CONFLICT MANAGEMENT STYLE “The Thomas Kilman Instrument”

24. AFTER NO MORE CONFLICT

25. TIME MANAGEMENT Gantt Chart Lack experience Lack access to MS Project Difficulty in sharing a hard copy & soft copy

26. WEEKLY CALENDAR

27. CONCLUSION  “ AN EXCELLENT TEAM IS ORGANIZED, WELL STRUCTURED AND AWARE OF OTHERS STRENGTHS AND WEAKNESSES WHILE UITLISING THESE TO ACHIEVE COMMON GOALS”

28. ENJOY!