Best Practices ThinkingScott Burr
Copyright 2005–2012 Hubenthal Burr Associates, LLC
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Be able to state why you need the Best Practices Thinking Process
Understand Psychological Inertia and how it creates your Current Situation
Understand how Ideal Solutions make you relevant
Know the most important behavior that makes Best Practices real
Session Objectives
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Session Outline
Why ASME Needs Best Practices
Are Best Practices Really the Best?
Mindsets & Behaviors of Great Problem Solvers
Best Practices Thinking Process Basic Innovation Skills
Psychological Inertia Ideality Best Practices and Resource Profiling Secondary Problems
Summary
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Table Stakes
Participation Session is interactive Cell Phones – Data Devices on “silent” Answer mobile communications outside the
room Your inputs to enhance the group
interaction?
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Why ASME Cares About Best Practices ASME’s Mission & Vision
To serve diverse global communities by advancing, disseminating and applying engineering knowledge for improving the quality of life; and communicating the excitement of engineering.
To be the essential resource for mechanical engineers and other technical professionals throughout the world for solutions that benefit humankind.
To Be Effective ASME Must Develop highly effective & successful leaders and volunteers Facilitate the development, dissemination and application of
engineering knowledge Promote the benefits of engineering education Respect and document engineering history while continually
embracing change
ASME Leaders and Volunteers ASME leaders are effective in managing continuous change. ASME volunteer leaders are successfully recruited and properly
trained
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Best Practices & You within ASME
Community with Needs
Volunteers
ASME Vision and Mission
Unit Leader
What is our job as Leaders?
Why do we need best practices?
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Are Best Practices Really the Best?
Do best practices deliver on their promise?
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8 A Serious Best Practices Challenge
Units face risk of shaky finances Unit’s face the risk that events may not break-even Canceling events undermines ASME volunteer and member
confidence Transient leadership makes knowledge transfer and unit continuity
tougher Challenge to store physical items, documents, equipment Unit leaders are unsure which events will provide the best service
to members Members’ needs are not well understood Members need more service from units Members live in other countries, states or communities making it
tough for face-to-face events to occur let alone break even Volunteers seem to be hard to recruit
The solution must apply and be implemented at the unit level through local leadership
Copyright 2005–2012 Hubenthal Burr Associates, LLC
9 A Serious Best Practices Challenge
Units face risk of shaky finances Unit’s face the risk that events may not break-even Canceling events undermines ASME volunteer and member
confidence Transient leadership makes knowledge transfer and unit continuity
tougher Challenge to store physical items, documents, equipment Unit leaders are unsure which events will provide the best service
to members Members’ needs are not well understood Members need more service from units Some units have large geographic areas and driving distance
makes it tough for face-to-face events to occur let alone break even
Volunteers seem to be hard to recruit The solution must apply and be implemented at the
unit level through local leadership
How would you solve this
problem?
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Application to YOUR situation Identify a problem area or program that needs
improvement
List one or two ASME best practices you may like to implement.
REPORT OUT
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Contradictions & Problems
Community with Needs
Volunteers
ASME Vision and Mission
Unit Leader
The Reality: it takes work to make a best practice effective
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Best Practices = PROBLEM SOLVING
To make a best practice “the Best” ….
You Must Solve Problems
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Best Practices = PROBLEM SOLVING
In Teams
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The Best Practice Challenge
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15 Mindsets, Beliefs and Behaviorsof Great Problem Solvers Responsibility for the Current Situation
Pursue the Most Ideal Solution
Problem Solving Courage and Will Power
Problem Solving Persistence
The Power of Mindset
Seek Advanced Resource Productivity
Systems View
Leverages Expertise of Teams
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Best Practices Thinking Process Assess your current situation
System’s View Psych Inertia
Define Success Future Ideal Reality Align with ASME Be Relevant to Members
Identify best practices & resources you will need
Identify secondary problems
Problem solve and take deliberate steps toward your Future Ideal Reality
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Assess Your Current Situation Think about your current system’s problems &
opportunities and document them
Tool #1: System View
System’s View is a Questioning Tool for
Quickly understanding a system and its
problems
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Assess Your Current Situation Processes & Interactions
Email commitment to attend – Excel spreadsheet of attendees
Collect money at the door – cash and checks
Excel spreadsheet of attendees – check when they arrive
Pay for lunch in advance Headcount delivered in advance Lots of no shows
Hardware & Software Laptop MS Office
Standards Advertise 3 months in advance Speaker gets honorarium Mail (postal) ad with newsletter Use Email list
Inputs & Outcomes Approvals take too long
Tool #1: System View - WEBINAR EXAMPLE History –
1 to 3 PD events per year with breakeven as goal
Key Players 1 person committee does it all
Known Competencies ASME has people that know
how to do a PD event Likes and Dislikes Unit Culture
Ask for permission No risk taking Seen as a difficult job
Cause & Effect The structure creates the
problems System Structures
ASME, Unit , Lead
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Assess Your Current Situation Known Problems
Poor Attendance at events Hard to recruit volunteers Difficult to break even on events Limited financial resources Post 911 economy Members leave events early Scott Burr PD Chair has personal need to move to Oregon to support family Transient volunteer team to support PD Events Section is hit with $5000 request for reimbursement from previous Chair Large geographic areas, driving distance to events, or different countries Event cancellations undermines ASME member & volunteer confidence ASME section’s finances are already shaky PD Events are the main source of revenue Section leaders are unsure which events provide the best service to members Members need to get more service from sections
Tool #1: System View - WEBINAR EXAMPLE
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A Definition – Psychological Inertia
A body at rest tends to stay at rest
A body in motion tends to stay in motion
InertiaInertia
Psychological Psychological InertiaInertia
A MIND that is complacent tends to stay at rest
A MIND in motion tends to stay in motion
A MIND that is complacent tends to stay at rest
A MIND in motion tends to stay in motion
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Conditioning & Psychological Inertia
“So you think that’s air your breathing now? ….hmmm”
Morpheus to Neo in “The Matrix” after asking him to ‘Hit me!’.
It takes energy to overcome It takes energy to overcome PSYCHOLOGICAL INERTIAPSYCHOLOGICAL INERTIA
1.1. The The energyenergy of Observation & of Observation & Awareness…Awareness…
2.2. The The energyenergy of Ideal Thinking… of Ideal Thinking…
Can overcome internal Psychological Can overcome internal Psychological InertiaInertia
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Assess Your Current SituationTool #2: Psychological Inertia creates the Current Situation
What is it? – The CURRENT PARADIGM Decisions Precedent Traditions Habits Standards History Ability to fit in
Rules & Definitions Fears Culture Assumptions Problem Statements Facts Everything we know
A “FACT” is based on our understanding, beliefs and conditioning at a point in time. Opportunities
exist for POSTIVE CHANGE when we intelligently challenge assumptions and facts.
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Assess Your Current SituationTool #2: Psychological Inertia creates the Current Situation
Expertise, Skills,
Knowledge, Beliefs,
Success, etc
Problems / Obstacles
The Edge of What is Known
FACT:Our world view creates the current situation.
A change in world view creates a new situation.
This is how to overcome psychological inertia.
Think on this.
FACT:Our world view creates the current situation.
A change in world view creates a new situation.
This is how to overcome psychological inertia.
Think on this.
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Assess Your Current Situation
Fears, Pain and Opportunity Pain and Fear usually governs choice-making Articulating the nature of pain or fear IS identifying opportunity Pain and Fear help us define opportunities for innovation
Pain Opportunity
Pain versus Opportunity
Priority
Pain Opportunity
Pain versus Opportunity
Priority
“Necessity is the mother of Invention.” Plato, The Republic, 360 BCE
“Necessity is the mother of Invention.” Plato, The Republic, 360 BCE
Innovation Opportunitiesare hidden in Pain & Fear
Tool #2: Psychological Inertia creates the Current Situation
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Assess Your Current SituationTool #2: Psychological Inertia – WEBINAR EXAMPLE Pain translated into Insights and Questions
Fixed costs drive the need for a break even point More people may attend if they don’t have far to travel Can PD Chair run the events from Oregon? How can I make a transient team become more stable? How can I avoid cancellations? Cancellations hurt ASME’s reputation and volunteers What is the post 911 Mindset of an engineer? How can attendance be improved? What is the Mindset of a volunteer? What do they need? Can I create a system that assures break even or better on an event? Why do Members leave events early? How can we generate funds enough to pay back $5K debt? How can I make large geographic areas and driving distance an
advantage? Fears
Seems impossible to resolve all of the issues Problem is highly constrained People may criticize efforts
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Assess Your Current SituationTool #2: Psychological Inertia sometimes creates GroupThink
YesYesYesYes
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Assess Your Current Situation
YesYesYesYes
Tool #2: Psychological Inertia can overcome GroupThink
Ideal ThinkingIdeal Thinking Diversity of OpinionsDiversity of Opinions Elimination of FearElimination of Fear Observation & AwarenessObservation & Awareness
Open Minded ThinkingOpen Minded Thinking A Structured ProcessA Structured Process Reality Based FeedbackReality Based Feedback
Countermeasures to GroupthinkCountermeasures to Groupthink
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Assess Your Current Situation Culture, Groups and People
About 1/3 of a population “persuaded” creates a tipping point to adopt new behaviors.
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Current ParadigmCurrent Paradigm““Thinking inside the box”Thinking inside the box”
““You cannot solve a problem You cannot solve a problem with the same mindset with the same mindset
that created it.” A. Einsteinthat created it.” A. Einstein
Ideal Thinking Occurs Ideal Thinking Occurs Beyond the Current Beyond the Current
ParadigmParadigm• Think: increasing benefitsThink: increasing benefits
• Think: reducing costsThink: reducing costs•A different set of solutionsA different set of solutions
Ideal Solution #2
Ideal Solution #2
Ideal Ideal Solution #1Solution #1
Ideal Ideal Solution #1Solution #1
Ideal Solution #4Ideal Solution #4
Ideal Solution #3Ideal Solution #3
“Begin with the end in mind.”
Dr. Stephen CoveyDecide Where Your GoingFuture Ideal Reality
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Ideality =
Useful Functions, Event, Conditions
Harmful Functions, Events, Conditions
IDEALITY
is a form of resource efficiency
Future Ideal Reality
Decide Where Your Going
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The Ideal = Solution
Things you want (Benefits)
Things you don’t want (Costs)
• The best solution we can imagine – not necessarily practical at first glance
• Biggest obstacle is believing an ideal solution is possible
• Goal is to improve the ratio
• Innovate to create more benefits - Problem solve to reduce costs
• Align with ASME’s Strategic Priorities
Decide Where Your GoingFuture Ideal Reality
Relevance =
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Relevance
“How to Win Friends and Influence People.”One of the most difficult problems in human experience is how to see things from another person’s point of view.
(Paraphrased) - Dale Carnegie
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Relevance
Abraham Maslow's hierarchy of needs organizes the natural flow of human motivation proposed in his 1943 paper, “A Theory of Human Motivation.”
Body Needs
Safety Needs
Community & Relationship Needs
Esteem & Competence Needs
Self-Actualization
Self-fulfillment
Psychological
Survival
Motivations
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We always produce a surplus on the event even if it is only $1 or even if we have one paying attendee
Eliminate our fixed costs The room is donated The speaker donates their time Our sponsors receive value in return
for their donations so they want to continue to work with us (Win-Win)
We either own the infrastructure to produce the event or we get it donated
Soda tub, serving trays, pitchers Microphones, audio mixer, Webinar
software Participants pay in advance
IDEALITY CONCEPTUAL SOLUTION
Challenge: • ASME Unit finances can be very shaky• Units often want to produce events but are not sure it will break even
Issue #1 – Example & Case Study
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We never cancel an event once it is advertised so members have confidence in our professionalism
With financial risk mitigated, we never need to cancel an event due to risk of not breaking even
Select highly motivated speakers
Speakers that need exposure Speakers with demonstrated
reliability Have an alternate speaker as
backup
IDEALITY CONCEPTUAL SOLUTION
Challenge: • Unit’s often want to produce events that may not break even • This undermines ASME member confidence if an event is canceled
Issue #2 - Example & Case Study
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ASME members enjoy the event and feel they received good value
Events are not canceled due to financial risk
Price events to be affordable Provide value-add benefits
Free snacks, lunch & drinks High value seminar content Poster size speaker Bios Speaker Introduction Ending Appreciation
Use financial risk mitigation solution stated previously
Survey members after an event about what they liked & did not like
IDEALITY CONCEPTUAL SOLUTION
Challenge: • Unit leaders are unsure which events provide the best service to members
Issue #3 - Example & Case Study
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We serve as many ASME members as is possible
A program delivered by a local section is available to all other sections
We serve as many members of the engineering community as possible
We reach the largest audience possible
Use webinar and webinar recording technology to make programs widely available to local sections.
Expand email list. Use recorded webinars as a
way to communicate to sections the “how-to” of producing events.
Use web based meetings to improve attendance or to even make meetings possible
IDEALITY CONCEPTUAL SOLUTION
Challenge: • Members need to get more service from sections• Members live in other countries, states or communities making it tough
for face-to-face events to occur let alone break even
Issue #4 - Example & Case Study
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The benefits of volunteering will far exceed the costs
It is worth someone’s time to volunteer
Identify benefits volunteers want (WIIFM)
Deliver those benefits through the events: Improve career position & opportunities; Enhance leadership & networking skills, speaking etc
Help volunteers see the value they bring to the big picture of the section & the engineering community
Frame and think of our roles in the most positive sense.
IDEALITY CONCEPTUAL SOLUTION
Challenge: • Volunteers seem to be hard to recruit to produce programs
Issue #5 - Example & Case Study
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Define Ideality for your project/unit Note alignment of ideality with ASME
Document any good ideas you have
Challenge the psychological inertia of the current situation
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Best Practices
What Best Practices will get you there What resources will you need
Finding Best Practices Who knows how to perform this function “the best”
within my industry? Who knows how to perform this function “the best”
outside of my industry?
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FR1 > Ignition SourceFR1 > Ignition Source
FR2 > FuelFR2 > Fuel
FR3 > OxidizerFR3 > Oxidizer
FR4 > Co-location of FR1-FR3FR4 > Co-location of FR1-FR3
FR5 > Transfer to point of useFR5 > Transfer to point of use
DP1 > 500 °C TemperatureDP1 > 500 °C Temperature
DP2 > PropaneDP2 > Propane
DP3 > AirDP3 > Air
DP4 > Combustion ChamberDP4 > Combustion Chamber
DP5 > Flame tube and outletDP5 > Flame tube and outlet
Resource Profiling
I want to start a fireI want to start a fire
What resources must I have to create a fire?
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FR1 > Bank accountFR1 > Bank account
FR2 > ASME Non-Profit ID #FR2 > ASME Non-Profit ID #
FR3 > Event Setup InterfaceFR3 > Event Setup Interface
FR4 > Event DetailsFR4 > Event Details
FR5 > Transfer InformationFR5 > Transfer Information
DP1 > Hometown Credit UnionDP1 > Hometown Credit Union
DP2 > 501-c3- #XXYYWWWDP2 > 501-c3- #XXYYWWW
DP3 > ActevaDP3 > Acteva
DP4 > XVC Company TourDP4 > XVC Company Tour
DP5 > Contact District LeaderDP5 > Contact District Leader
Resource Profiling
I want to collect funds using anI want to collect funds using an
automated web serviceautomated web service
Functional Requirements
are a Resource Profile are a Resource Profile
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Secondary Problems
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Secondary ProblemsProblem Solving Persistence
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Secondary ProblemsProblem Solving Persistence
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Career Tips:
Develop the belief in your self and the passion to solve tough problems.
Also develop and evolve ways to influence others to persist In solving worthy problems.
Best Practices is a Team Sport & is Engineering Leadership in action.
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Secondary ProblemsProblem Solving Persistence
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Business Tips:
You must learn to manage and lead the persistence to solve problems
in your organization to have an edge.
It only takes one leader to break Group Think and positively
influence others to deliver results.
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Secondary ProblemsProblem Solving Persistence
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Best Practices Tip:
Problem Solving Persistence is a critical skill in making best practices
practical and implementable.
ASME leaders must embody this skill to make a real difference in the
engineering community.
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The Special Rule in Brainstorming
No Criticism of Ideas
That won’t work!
You’re a fool to try !That won’t work …
our members dislike long
events
Maybe its boring… ..not enough participation
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Best Practice for BrainstormingProductive Criticism Enhances Real-life Problem Solving
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High SituationalComplexity
More Human Involvement
Less SituationalComplexity
Science
TechnologyBusiness ProcessesGovernment /
Politics
Business /Markets
Technology Processes
Less Human Involvement
Project Types and the Predictability of Positive Outcome
Power, Money, Values, Religion, Politics, Self-Esteem, Fear of Loss,
Potential for gain
FACTORSFACTORS
1.1.Focus here firstFocus here first
2.2.Evolve to hereEvolve to here
Predictability of a Positive Outcome
INCREASING PREDICTABILITY OF POSITIVE OUTCOME
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Be able to state why you need the Best Practices Thinking Process
Understand Psychological Inertia and how it creates your Current Situation
Understand how Ideal Solutions make you relevant
Know the most important behavior that makes Best Practices real
Session Objectives Review
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Session Objectives Review
Best Practices are not perfect.
Best Practices Thinking adapts them to our specific situation.
Be able to state why you need the Best Practices Thinking Process
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Best Practices Require Problem Solving
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Best Practices Thinking Process Assess your current situation
System’s View Psych Inertia
Define Success Future Ideal Reality Align with ASME Be Relevant to Members
Identify best practices & resources you will need
Identify secondary problems
Problem solve and take deliberate steps toward your Future Ideal Reality
Copyright 2005–2012 Hubenthal Burr Associates, LLC
55
Session Objectives ReviewUnderstand Psychological Inertia and the Current Situation
“So you think that’s air your breathing now? ….hmmm”
Morpheus to Neo in “The Matrix” after asking him to ‘Hit me!’.
Our world view creates the current situation.
A change in world view creates a new situation.
This is how to overcome psychological inertia.
Our world view creates the current situation.
A change in world view creates a new situation.
This is how to overcome psychological inertia.
Copyright 2005–2012 Hubenthal Burr Associates, LLC
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Session ObjectivesUnderstand how Ideal Solutions make you relevant
The Ideal = Solution
Things you want (Benefits)
Things you don’t want (Costs)
Push the Boundaries of IDEALITY
and You Will be Relevant
Relevance =
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Session Objectives
Mindsets, Beliefs and Behaviors of Great Problem Solvers
Responsibility for the Current Situation Pursue the Most Ideal Solution Problem Solving Courage and Will Power Problem Solving Persistence The Power of Mindset Seek Advanced Resource Productivity Systems View Leverages Expertise of Teams
“Structured Innovation & The Inventor’s Mindset” by Scott Burr & Dayna Hubenthal
“NASA Systems Engineering Behavior Study” by Christine Williams & Mary-Ellen Derro
Know the most important behavior that makes Best Practices real
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Session ObjectivesKnow the most important behavior that makes Best Practices real
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Problem
Solving
Persistence
Problem
Solving
Persistence
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Add Session Title Here
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About Us
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System’s Engineering
Professional Development Team Segment System Design, Event Planning, Speaker ASME District Leaders / Local Programs
Registration & Payment Segment Customer Service & Goodwill Exchange Financial Transaction – Acteva
Event Delivery Segment Audience Online & In-person GotoWebinar & Screencast.com
Tool #1: System View - WEBINAR EXAMPLE
Bonus SlidesBonus Slides
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A ?A ?
Pro
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Reg
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Seg
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System’s EngineeringTool #1: System View - WEBINAR EXAMPLE
Bonus SlidesBonus Slides
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Professional Development System
Professional Development Team Segment
Registration & Payment
Event Delivery
PD Seminar/Webinar
Audio GoTo Webinar
Speaker Morning Setup
ASME Host
On-line Advocates
Screencast.com
Segment Level
System Level
Sub-System Level
System of System Level
Volunteers
PD Chair & Core Team
Laptop Room Attendees Internet
System’s EngineeringTool #1: System View - WEBINAR EXAMPLE
Bonus SlidesBonus Slides
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User Requirements and CONOPSServe ASME member PD needs, Serve volunteer
needs, meet. Section and District needs
System Requirements and ArchitectureMember can view any ASME program from anywhere;
Online attendance and in-person attendanceView live and in any time zoneShare Revenues across ASME
Systems Engineering
Domain
Mission Statement On-Orbit Operational System
Subsystem/Component DesignUse GoTo Webinar as delivery platform
Use acteva and excel for registration systemUse email for member& volunteer interaction
Use GoTo Meeting as meeting platformUse custom designed audio system
Revenue sharing system
Procure, Fabricate & Assemble Parts
Pay as we go for systems. Fabricate and assembleAudio system. Pratcice with acteva and Goto Plaforms
Understand limitations and usage.
Subsystem/Component Integration and TestTest audio system
Test GoTo Meeting and GoTo Webinar in test event.Ask for feedback and make changes.
Volunteer feedback: needs met?Revenue sharing feedback.Member needs feedback.
System Integration and TestIntegrate & Assemble subsystems into PD System.
Ask for ongoing feedback and make changes. Verify integrated usage is seamless and does not affect ASME member
Demonstrate and Validate PD SystemDid we serve members, volunteers,
Sections and Districts?
Sub-Systems Engineering
Domain
PD
Sys
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PD
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And
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System’s EngineeringTool #1: System View - WEBINAR EXAMPLE
Bonus SlidesBonus Slides