Group Techniques

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Group Techniques
John A. CagleCalifornia State University, Fresno
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Brainstorming

• Problem presented with problem to solve (etc.)
• Members generate as many solutions as possible
  without criticism.
• Ideas are recorded for all to see as fast as
  possible.
• Brainstorming has a time limit and ideas are
  evaluated at another time.

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Brainstorming

• Problem presented with problem to solve (etc.)
• Members generate as many solutions as possible
  without criticism.
• Ideas are recorded for all to see as fast as
  possible.
• Brainstorming has a time limit and ideas are
  evaluated at another time.

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Rules for Brainstorming

• Criticism is ruled out.
• Free-wheeling is welcome.
• Quantity is wanted.
• Combination and improvement are sought.

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Rules for Brainstorming

• Criticism is ruled out.
• Free-wheeling is welcome.
• Quantity is wanted.
• Combination and improvement are sought.

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Problem Census

• Group seated in semi-circle facing chart.
• Explain purpose of technique.
• Ask each person round robin to present one
  problem (or question, difficulty, etc.)
• Post each on board or chart as presented.
• Group votes on priorities.
• Each problem dealt with in turn.

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Problem Census

• Group seated in semi-circle facing chart.
• Explain purpose of technique.
• Ask each person round robin to present one
  problem (or question, difficulty, etc.)
• Post each on board or chart as presented.
• Group votes on priorities.
• Each problem dealt with in turn.

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Nominal Group Technique

• Problem, situation, or question presented.
• Private generation of features or answers in
  writing without discussion.
• Round robin sharing of ideas and recording on
  board or chart.

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Nominal Group Technique

• Members clarify the items but do not evaluate.
• Group ranks items or votes on priorities.
• Discussion and then a decision is reached.

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Nominal Group Technique

• Problem, situation, or question presented.
• Private generation of features or answers in
  writing without discussion.
• Round robin sharing of ideas and recording on
  board or chart.
• Members clarify the items but do not evaluate.
• Group ranks items or votes on priorities.
• Discussion and then a decision is reached.

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Nominal Group Possible Alternative Steps

• After initial ranking, the various proposals may
  be discussed and evaluated by the members.
• Various proposals may be reviewed and combined or
  integrated where possible.
• Rating scales or voting may be used in place of
  ranking.
• The ranking procedure may be repeated until a
  convergence occurs.

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Delphi Technique

• Technique done via mail, e-mail, FAX, etc.
• Leader suggests in writing problem or idea among
  group.
• Individually members think and respond in writing
  to Leader.
• Leader summarizes and circulates to members.
• Various iterations of process, including use of
  ranking rating scales, strive to evolve a
  consensus before a meeting.

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Rational Management Technique

• Rational Management Technique attempts to guide a
  group to a decision about possible solutions
  using explicit criteria.
• Criteria are clearly identified
• Absolute criteria are musts
• Relative criteria are shoulds
• Possible solutions are clearly identified

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Rational Management Technique 2

• Each solution is checked against absolute
  criteria
• Each solution is rated on each criterion
• Degree to which solution meets each criterion (5
  completely thru 1 barely to 0 not-at-all)
• Degree of importance of each criterion (3 almost
  a must to 1 marginal
• Relative criteria are quantified and results
  tabulated.

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Rational Management Technique
5
2
10
4
15
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Total points
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Rational Management Technique 3

• The solution which meets all absolute criteria
  and has the highest relative score is selected.
• In real life, we must often accept the best of
  less than perfect solutions.
• The real value of the Rational Management
  Technique is to shed light on the criteria the
  members of the group really use to evaluate the
  solutions.

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Scheduling, Planning, and Budgeting

• All tasks to be completed are listed.
• The date each must be completed by is listed.
• A person is assigned to complete each task.
• Resources needed are listed and source of the
  resource is identified.

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Scheduling, Planning, and Budgeting

• A chart is made.

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PERT

• PERT deals with events rather than tasks
• An event is an action, activity, or occurrence
• Steps in creating PERT flowchart
• First event
• Next events in sequence
• Interconnections with lines and arrows
• Continue until project completed

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PERT Characteristics

• The project consists of a well-defined collection
  of jobs or activities, which when completed mark
  the end of the project.
• The jobs may be started and stopped independently
  of each other, within a given sequence.
• The jobs are ordered, that is, they must be
  performed in technological sequence. (For
  example, the foundation of a school must be
  constructed before the walls are put in place.)

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PERT

• Determination of the goal of implementing the
  decision
• Determine the events activities
• Order the events activities in the best way
• Determine the time of each activity or event
• Divide the activities events into smaller units
• Allocate priorities to each activity event
• Determine resources (personnel, finances,
  facilities) for each activity event
• Arrange a diagram specifying the flow of
  activities events

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Strategic Planning

• Where are we now?
• Where do we want to be?
• What do we have to do to get there?
• How do we monitor our progress?

Leadership Strategies, Inc.http//www.leadstrat.c
om/stradesc.htm
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Where are we now?

• What are we doing well and why?
• What arent we doing well and why?
• What are our services/products, who are our
  customers, and what are their expectations?
• How well are we doing with respect to
• Meeting our past objectives?
• Meeting our customers expectations?
• Addressing the competition?
• Meeting the needs of our internal people?
• What have been our past barriers to success?

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CRITICAL SUCCESS FACTORS
MISSION
STRATEGIES
GOALS
OBJECTIVES
BARRIERS
GUIDINGPRINCIPLES
ACTION PLANS
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Sample Strategic Plan
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Where are we now?
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Where do we want to be?
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What do we have to do to get there?
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How do we monitor our progress?
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Project Management

• The top management must concur on the following
• Technical objective to be achieved
• Assignments of the technical team
• Approval of a preliminary budget
• Approval of a preliminary schedule
• Identification and approval of a project
  modification process

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Common elements of a project plan

• Project overview Mission
• Statement of goals and objectives
• Project management approach technical
  objectives, performance responsibility,
  approach to communication
• Project schedules
• Project cost control procedures
• Identification of potential problems
• Project budget
• Evaluation procedures

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