Chapter 6 – Starting Out

Publisher Summary This chapter describes the point in the development program at which planning gives precedence to execution. Initially, the program must be laid out and the resources identified and sequenced based on program activities and it is best to start with the project activities, sequence them, and generate the list of requirements to accomplish the task. The next step is to graph the manpower and resource requirements during the run of the development. Next is to review the questions for planning and assembling the team members. The traditional practices of apprenticeship and mentoring have given way to a lifetime of continuing education because of the rapid change in technologies. The practices of apprenticeship and mentoring are valuable for all disciplines of a development group and apply to professional, vocational, and technical disciplines. The pace of the program should also be set with the cooperation of both senior management and the group. When a project is first starting out, actions speak volumes, so it is mandatory to raise the expectation level high and resolve the first obstacle as soon as practically possible. It is important to note that salary and benefits get the personnel in place and reporting for work each day, whereas incentive for group performance will drive them to achieve results on time and within budget. Finally, reporting to management, development of a time management and engineering log and regular status meetings, communication, and training are important areas in the development program.