IEEE Project Management


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  • The Working Group Chair is officially appointed by the Sponsor by filling out a PAR form. In the case of the Standards Coordinating Committees (SCCs) not affiliated with one particular society, the IEEE-SA Standards Board serves as the Sponsor. Term and succession planning is important because there is life after publication. Even though the standard is published, the Chair remains the contact person for at least 5 years, which is the life of the standard. The role of the Chair is critical because long after the working group is dissolved, the Chair will be contacted, if necessary, to form interpretations committees and after the 5-year life, he/she will be contacted to either revise, reaffirm, or withdraw the standard. The Chair also serves as the contact point for technical questions about the standard.
  • Facilitation should not be taken for granted because many groups get involved in lengthy, unproductive discussions where one person dominates the meeting. A good facilitator can avoid this. This is discussed in in the “Conflict resolution” portion of this presentation (slide 22). Point to bullets 4 and 5: This is very important. The Chair should not try to do everything. After developing goals, tasks, and schedules, the Chair should assign responsibilities. Bullet 6: The Chair should develop timetables and a milestone chart with target dates and continually review them to ensure that the group is on target. Bullet 7: The Chair cannot offer an opinion unless he/she recuses self.
  • Bullet 1: This is part of being a “facilitator.” Bullet 2: Can represent the working group at Standards Board meetings or other higher-level meetings. Bullet 4: The latest IEEE-SA Standards Board Operations Manual is available on the IEEE Standards Website (
  • All bullets: This increases the value and the use of the standard. • Bullet 1: The IEEE Standards Association (IEEE-SA) is the organization under which all IEEE Standards Activities and programs will be carried out. The IEEE-SA was formed to offer increased responsiveness to the standards interests of IEEE societies and their representative industries. • Bullet 3: This is part of the IEEE mission statement.
  • Bullet 2: It’s a good idea to monitor the group for balance. It should not be weighted toward any one interest category (i.e., producer, user, or general interest). Bullet 3: Some working groups have rules such as you must attend 2 of the last 4 working group meetings in order to have a vote. These rules must be made public by including them in your written committee procedures. There is a presentation available to help you learn how to create committee procedures.
  • Bullet 1: The majority of work is performed outside the working group meetings. Usually unresolved issues are discussed during meeting. Always notify the IEEE Section where you’re holding the meeting. Talk to your staff liaison for contact information. Last Bullet: One year formal notice is preferred for large groups.
  • Use IEEE Conference Services to list and promote your meeting within the IEEE. Promote your meeting on your committee web site. IEEE can provide electronic mailing list services for your group. Last dash: Contact the IEEE staff liaison to have your meeting date, location, and contact information listed on the IEEE Standards Website.
  • Delegating necessary functions is one of the most important functions the working group Chair takes on, yet it is the most frequently neglected task. It’s vital to delegate. The Chair cannot do everything. These are only suggestions, but we strongly recommend them.
  • The Vice-Chair position is the second most important function. The Vice-Chair takes over when the Chair wants to make a motion or discuss a certain issue.
  • Bullet 2: All minutes from the inception of the project must be kept for 30 days past the approval date of the standard.
  • Bullet 2: The Technical Editor may want to contact the IEEE editorial staff early on with any questions concerning format or word processing software compatibility. Copy of the original standard can be requested from the staff liaison for of a revision of the standard. The most current IEEE Style Manual is available through the IEEE Standards Website (
  • There should be at least two members of the working group who have signatory authority for any bank accounts. Large working groups should deliver annual budget statements to the IEEE Standards Department. If you have any questions regarding this role, contact IEEE staff for guidance.
  • The IEEE has conference facilities. The rooms are free for your use, but the IEEE Standards Department needs to have advance notice if you want to use them. Copies of any other contracts need to be filed with the IEEE Standards Department.
  • Bullet 1: In the eyes of the IEEE-SA Standards Board, the Project Authorization Request (PAR) is the official document authorizing your working group. A separate presentation module is available on the subject of submitting/filing PARs. A separate presentation is available on balloting. Bullet 4: Contact staff for exact dates. Prior to PAR approval, a study group may work for up to 6 months on preliminary work before the PAR must be submitted.
  • Bullet 1:Announce on committee web site, IEEE-SA web site, IEEE newsletters and publications Bullet 2: This will meet the criteria for due process and openness Bullet 4: at least 30 days, but preferably over 1 years advance notice
  • Usually the agenda is sent out with the meeting notice.
  • Bullet 1: These are the default procedures. Bullet 2: Unless otherwise specified in your working group or sponsor procedures, a quorum is defined in Robert’s Rules of Order. Bullet 3: Any interested party can attend.
  • Bullets 3 & 4 are an example of the Chair facilitating. It is the chair’s responsibility to keep the meeting focused and not to waste time. Last bullet: Minutes can be as simple as a list of motions and action items.
  • Bullet 2: The Chair cannot make motions unless he/she rescues self. Rather than create or wordsmith text during a meeting, try to assign work to an ad hoc group or a volunteer to work on between meetings or at a break. Otherwise, you may not cover all your agenda items.
  • Again, we must stress that the most common reason why the Chair becomes overwhelmed with work is that he/she doesn’t delegate necessary functions. If you want to track your meeting management techniques, you may want to benchmark your present meeting against prior meetings to check for productivity. The last bullet is a suggestion as a method to improve the conduct of meetings.
  • Managing conflict – This is where facilitation comes in. Facilitation is most important in managing a project. Bullet 1: If you know of a particular issue of major concern, address that at the beginning and move on. In managing conflict in general, the Chair is allowed to and is expected to set time limits, put an end to unproductive arguments, etc. Last bullet: The Chair must be able to give an unbiased summation of what has just been discussed.
  • Once discussions have become repetitive, poll your group to see if there is some sort of agreement or consensus on an issue. If needed, further discussion can be planned for additional meetings. The poll of the working group should not be confused with the official Sponsor ballot--these are informal votes, or polls, of the working group to determine a draft position. The working group should avoid letter ballots that resemble the official Sponsor ballot.
  • First dash: Obtain permission at the earliest stage possible so that you don’t delay publication of your standard. Obtain permission for anything you used from another copyrighted source. There is a separate modular presentation available on the topic of Intellectual Property. Copies can be obtained at the IEEE Standards Website (
  • Last dash: Publication of some standards has been delayed for up to a year waiting for these permission letters.
  • IEEE Project Management

    1. 1. Project Management
    2. 2. Project management <ul><li>1. Establish the role of the chair </li></ul><ul><li>2. Form the working group </li></ul><ul><li>3. Establish the calendar—target dates, meetings, etc. </li></ul><ul><li>4. Delegate necessary functions </li></ul><ul><li>5. Set goals and deadlines </li></ul><ul><li>6. Manage your meetings </li></ul><ul><li>7. Avoid copyright, trademark, and patent obstructions </li></ul>
    3. 3. Project management <ul><li>Establish the role of the working group chair </li></ul><ul><ul><li>Appointed by Sponsor </li></ul></ul><ul><ul><li>Term and succession planning </li></ul></ul><ul><ul><ul><li>Is there life after publication? </li></ul></ul></ul><ul><ul><ul><ul><li>interpretations </li></ul></ul></ul></ul><ul><ul><ul><ul><li>revisions </li></ul></ul></ul></ul><ul><ul><ul><ul><li>reaffirmations </li></ul></ul></ul></ul>
    4. 4. Project management Establish the role of the chair cont’d. <ul><ul><ul><li>Facilitator </li></ul></ul></ul><ul><ul><ul><li>Offers steering, management, leadership, and guidance to working group </li></ul></ul></ul><ul><ul><ul><li>Keeps group focused on goal—a finished standard </li></ul></ul></ul><ul><ul><ul><li>Appoints other officers of working group </li></ul></ul></ul><ul><ul><ul><li>Delegates assignments </li></ul></ul></ul><ul><ul><ul><li>Plans and continually reviews work and meeting schedules </li></ul></ul></ul><ul><ul><ul><li>Does not bias discussion </li></ul></ul></ul>
    5. 5. Project management Establish the role of the chair cont’d. <ul><ul><li>Ensures that all members have equal opportunity to voice their opinions </li></ul></ul><ul><ul><li>Functions as communicator both within and outside the working group </li></ul></ul><ul><ul><li>Follows up on all details through publication of approved standard </li></ul></ul><ul><ul><li>Ensures that group follows rules in IEEE-SA Standards Board Operations Manual </li></ul></ul>
    6. 6. Project management <ul><li>Form the working group </li></ul><ul><ul><li>Members and non-members of IEEE-SA may participate </li></ul></ul><ul><ul><li>Strive for broad representation of all interested parties </li></ul></ul><ul><ul><li>Encourage worldwide membership </li></ul></ul>
    7. 7. Project management Form the working group, cont’d. <ul><li>Seek out active, expert participants </li></ul><ul><li>If possible, balance of producers, users, and general interest members </li></ul><ul><li>Make active participation requirements public </li></ul>
    8. 8. Project management <ul><li>Establish calendar </li></ul><ul><ul><ul><li>Schedule for maximum attendance </li></ul></ul></ul><ul><ul><ul><ul><li>Select location and dates in combination with related standards groups or technical meetings </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Notify affected IEEE Section </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Allow meetings to last at least one day </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Give sufficient notification (at least 30 days) via formal meeting notice </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Large groups should plan dates one year in advance </li></ul></ul></ul></ul>
    9. 9. Project management Establish calendar cont’d. <ul><li>Coordinate with other major groups </li></ul><ul><ul><ul><li>Avoid date conflicts </li></ul></ul></ul><ul><li>Promote widely to encourage broad participation </li></ul><ul><ul><ul><li>Set up your own mailing list </li></ul></ul></ul><ul><ul><ul><li>Get listed in specific newsletters or publications </li></ul></ul></ul>
    10. 10. Project management <ul><li>Delegate necessary functions </li></ul><ul><ul><li>Vice-Chair </li></ul></ul><ul><ul><li>Secretary </li></ul></ul><ul><ul><li>Technical Editor(s) </li></ul></ul><ul><ul><li>Treasurer </li></ul></ul><ul><ul><li>Meeting Planner </li></ul></ul><ul><ul><li>Key people interact with staff </li></ul></ul>
    11. 11. Project management Delegate necessary functions cont’d. <ul><li>Vice-Chair </li></ul><ul><li>Substitutes for chair when necessary </li></ul><ul><li>Runs meeting when chair rescues self </li></ul><ul><li>Accepts special assignments </li></ul>
    12. 12. Project management Delegate necessary functions cont’d. <ul><li>Secretary </li></ul><ul><li>Records and circulates minutes </li></ul><ul><li>Maintains record of minutes </li></ul><ul><li>Circulates drafts for committee review </li></ul><ul><li>Maintains roster </li></ul><ul><li>Prepares and ensures distribution of agendas </li></ul>
    13. 13. Project management Delegate necessary functions cont’d. <ul><li>Technical Editor(s) </li></ul><ul><li>Brings together all aspects of the emerging draft </li></ul><ul><li>Functions as liaison with IEEE Standards Project Editor </li></ul>
    14. 14. Project management Delegate necessary functions cont’d . <ul><li>Treasurer </li></ul><ul><li>Establishes registration fees </li></ul><ul><li>Collects fees and issues payments </li></ul><ul><li>Gives regular financial reports to committee </li></ul><ul><li>Operations should be break even (non-profit) </li></ul>
    15. 15. Project management Delegate necessary functions cont’d. <ul><li>Meeting Planner </li></ul><ul><li>Estimates attendance </li></ul><ul><li>Negotiates site contracts </li></ul><ul><ul><ul><li>IEEE facilities are free </li></ul></ul></ul><ul><li>Arranges for materials and equipment </li></ul><ul><li>Ensures distribution of meeting notice </li></ul>
    16. 16. Project management <ul><li>Set goals and deadlines </li></ul><ul><ul><li>Projects are authorized for four years via PAR </li></ul></ul><ul><ul><li>Establish milestones </li></ul></ul><ul><ul><ul><ul><li>Draft 1 deadline </li></ul></ul></ul></ul><ul><ul><ul><ul><li>PARs, submittals must reach the IEEE Standards Department five weeks before the next IEEE-SA Standards Board meeting </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Schedule appropriate time for balloting and ballot resolution </li></ul></ul></ul></ul>
    17. 17. Project management <ul><li>Manage your meetings </li></ul><ul><li>Meeting announcement </li></ul><ul><ul><li>Gives public notice </li></ul></ul><ul><ul><li>Essential to ensure due process and openness </li></ul></ul><ul><ul><li>Make available to all known materially affected parties </li></ul></ul><ul><ul><li>Provide adequate advance notice </li></ul></ul><ul><ul><ul><ul><li>(> 30 days; 1 year preferred) </li></ul></ul></ul></ul>
    18. 18. Project management Manage your meetings cont’d. <ul><li>Agenda </li></ul><ul><li>A list of the objectives for the meeting </li></ul><ul><li>Distribute with all available handouts before the meeting </li></ul><ul><li>Allocate approximate time for each item on agenda </li></ul><ul><li>Identify speaker for each item </li></ul>
    19. 19. Project management Manage your meetings cont’d. <ul><li>Participation </li></ul><ul><li>IEEE meetings can operate according to Robert’s Rules of Order </li></ul><ul><li>A quorum is needed before business can be conducted </li></ul><ul><li>All IEEE Standards working group meetings are open </li></ul>
    20. 20. Project management Manage your meetings cont’d. <ul><li>Meeting management techniques </li></ul><ul><li>Start and end the meeting on time </li></ul><ul><li>Review and modify agenda first </li></ul><ul><li>Everyone is entitled to speak once on a topic </li></ul><ul><li>If time and topic permit, participants may speak again on the same topic </li></ul><ul><li>Minutes must be written, approved, and distributed </li></ul>
    21. 21. Project management Manage your meetings cont’d. <ul><li>Meeting management techniques </li></ul><ul><li>Chair must be objective </li></ul><ul><li>Chair cannot make motions </li></ul><ul><li>Chair can entertain motions </li></ul><ul><li>Chair cannot bias discussions </li></ul><ul><li>Ask for volunteers or assign ad hoc committees </li></ul>
    22. 22. Project management Manage your meetings cont’d. <ul><li>Meeting management techniques </li></ul><ul><li>Assign tasks evenly </li></ul><ul><li>Establish deadlines for tasks </li></ul><ul><li>Follow up to ensure deadlines are met </li></ul><ul><li>Summarize action items—add to minutes </li></ul><ul><li>Group evaluation of its own performance at end of meeting </li></ul>
    23. 23. Project management Manage your meetings cont’d. <ul><li>Managing conflict </li></ul><ul><li>Anticipate areas of concern and plan how to deal with them </li></ul><ul><li>Allow all sides to speak </li></ul><ul><li>Announce and stick to time limit </li></ul><ul><li>Identify areas of agreement and isolate areas of disagreement </li></ul>
    24. 24. Project management Manage your meetings cont’d. <ul><li>Managing conflict </li></ul><ul><li>Poll the group when all parties have had an opportunity to express their views </li></ul><ul><li>Schedule additional sessions if necessary </li></ul>
    25. 25. Project management <ul><li>Avoid Copyright, Trademark, and Patent Obstructions </li></ul><ul><ul><ul><li>Before incorporating outside material into your draft </li></ul></ul></ul><ul><ul><ul><ul><li>Get permission letters to use previously copyrighted figures, charts, and/or text </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Obtain patent permission letter of assurance </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Identify and footnote trademarked terms </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Chair shall periodically ask if there are any Intellectual Property Rights (IPR) issues </li></ul></ul></ul></ul>
    26. 26. Project management Avoid copyright, trademark, and patent obstructions cont’d. <ul><li>Start early </li></ul><ul><ul><ul><li>These steps take time </li></ul></ul></ul><ul><ul><ul><li>Must have permissions before draft is balloted </li></ul></ul></ul><ul><ul><ul><li>IEEE cannot publish without permission letters </li></ul></ul></ul>
    27. 27. Project management <ul><li>Summary </li></ul><ul><ul><ul><li>1. Establish the role of the chair </li></ul></ul></ul><ul><ul><ul><li>2. Form the working group </li></ul></ul></ul><ul><ul><ul><li>3. Establish the calendar—target dates, meetings, etc, </li></ul></ul></ul><ul><ul><ul><li>4. Delegate necessary functions </li></ul></ul></ul><ul><ul><ul><li>5. Set goals and deadlines </li></ul></ul></ul><ul><ul><ul><li>6. Manage your meetings </li></ul></ul></ul><ul><ul><ul><li>7. Avoid copyright, trademark, and patent obstructions </li></ul></ul></ul>