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time-based) De ne initial team member roles Finalize the budget Finalize the timeline Create the team charter

The inverse square law says that for each unit of distance you move a light away from a solar cell,

The technical expert should take the lead role in this process to ensure an adequate training and a clear understanding of the project goal and the path ahead. The training itself should focus details on the 14-step process mentioned in Table 8.1.

The goals of the project should be clearly expressed as soon as possible. This will provide the team with much needed direction and serve as the gauge to evaluate all team activities and accomplishments. The goals should provide a speci c direction for the project and not vague generalized improvement slogan such as to become an environmental

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leader in the automobile engine manufacturing eld or to reduce the organization s carbon footprint. A more speci c, SMART goal, such as the following should be set:

Reduce the amount of solid waste generated per year by 5 percent from the base-

Table 10-2

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line year of 2009. Increase the recycling rate for metals and paper products by 10 percent from the baseline year of 2009. Utilize environmental improvements as a strategic weapon to provide a cost-bene t of 10 percent versus the baseline year of 2009 for expenditures and revenues solid waste removal and recycling efforts. For the case study project, the goal established was to reduce solid waste generation by 7 percent over a 12-month period versus the same period last year without increasing operating or disposal costs. Such a clear goal provides a speci c target for the team and the constraints to achieve it. In this case, the metrics were solid waste tons generated and dollars.

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The team charter is a statement of the scope, objectives, and participants in a project. It provides a preliminary description of roles and responsibilities, outlines the project objectives, identi es the main stakeholders, and de nes the authority of the project manager. It serves as a reference of authority for the future of the project. The purpose of the team and project charter is to document:

Reasons for undertaking the project Objectives and constraints of the project Directions concerning the solution Identities of the main stakeholders The three main uses of the project charter:

authorized by return on investment. 2 As a primary sales document for the project It provides stakeholders with a oneto two-page summary to distribute, present, and keep handy when fending off other projects that may attempt to consume the allocated resources. 3 As a focus point throughout the project The charter may be used as an introductory document for new team members, provide a focal point during team meetings, and use in control or review meetings to ensure tight scope management. For the case study, a sample team charter is shown in Fig. 8.3.

Distance (in.) 0 2 4 6 8 10 12 14 16 18 20 Distance (cm) 0 5 10 15 20 25 30 35 40 45 50 Load voltage (V) Short circuit current (mA)

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The project timeline is one of the key deliverables from the de ne stage. The timeline tracks project performance versus established goals and serves as the strategic

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