1. How new projects and prototypes gowrong due to lack of support from the people you least expect.

2. Me, Myself, and I A Foreshadowy Question Questions that may bug you Why should you care Scenarios / Experience Some Cool Answers Play a Game 3. Currently: Partner of SPOTS Tracking Systems Inc, here in Dallas Product Development, Configuration, Market Research,Accounting, Finance, UX/UI, ect Education XP: 1 MBA from UHV 2 BAs in Business Admin & Finance from HBU 1 Minor in Military Science from UH Military XP: 10 years Expert in Military Operations and Logistics Climbed the ladder: from PVT, to SGT, to 1LT War Veteran 4. If you had a choice, what would you ratherdo? A: Play a Game B: Listen to a Presentation C: Not know what is going on 5. Isyour product and all its components in the information system? Has the cost accountant rolled up the costs? Hasthe industrial engineer created the BOM for the product? Hasthe standards and routing being created and measured? 6. Howis the workflow going to go? Whatare the steps needed to scale the new product? Are the inventory guys ready for it? Whois going to be responsible for each different step? 7. Does the buyers know what to buy? Does receiving know what to look for? Does the items fill up in the schedules? Are the IT guys informed? 8. Coordination with the back office people is important if you want your product or innovation to succeed. IF YOU DO NOT, IT MAY HUNT YOU! Ok, how do we do it? 9. Not-So-Successful ( how not to do it) Semi-Successful ( an Ok way to do it) Highly Successful ( a innovative approach) 10. Deploying Internally BAE Systems Proto-type Developments Not-So-Successful ( how not to do it) Semi-Successful ( an Ok way to do it) Deploy Externally SPOTS Tracking Systems Product Deployment Successful( a innovative approach) 11. BAE Systems Proto-type Developments Not-So-Successful Semi-Successful 12. Not-So-Successful The Case of the Infamous Cross Members 13. Partys Involved Materials / BOM Manager Purchasing Cost Accounting Engineering 14. Materials / BOM Manager Copies the BOM of one vehicle uses on another type. Engineering Engineers had Revision D going without a cross member. Never told anybody. Never Release the Change. Purchasing They buy according BOM lay out that was copied. 15. Engineering Finally release the Revisions and communicate to the Program Manager. Never telling the Purchasing team. Inventory Collect $1MM of inventory. It is not consumed. Cost Accounting Notices that this inventory is not moving. EVER.No velocity. 16. Aftera hard core investigation, Result: $1MM Inventory Adjustment (LOSS) $.1MM Scrap Sale (Ouch) Bad Will (Dude, we just lost a $1MM) Slap on hands Somebodys Budget gets Whacked (the fall guy) More bad will 17. Communication? Reviewing? DoubleChecking? Not Assuming? Talking to others? Anti-MurphyChecks? 18. Semi-Successful The Case of the HMMWV Rebuild 19. Chrisy The PM / Master Scheduler The Product/Proto-type/Mission HMMWV Rebuild She was semi-successful What did she do better? 20. Chrisy, The PM / Master Scheduler Coordinate with the Cross Functionally The Engineers Industrial Product Designers The Operations Manager The Inventory Managers The Cost Accountant (me at the time) The Purchasing Team The Quality Control Manager 21. Chrisy, The PM / Master Scheduler Evangelized the Proto-type There seem to be a awareness of what is going on toall levels Had a clear plan & tools Road Map, Data Tables, & Time Tables She were actually used and updated Actually listen to people She was open to other people Created buy-in 22. Chrisy, The PM / Master Scheduler Delegated She would pass down work to people She got some of them involved Step up regular meetings The habit of showing up to the meeting helps peopleknow what is going on. Create a ritual & reason to hang out Created some buy-in Used her Power She used Political Capital She used her title 23. Overall, She had Good Communication Multi-Functional Involvement Evangelization Matrix and Tools Listening Skills Regular Meetings Power and used it 24. Results, The Project semi-succeeded We got the proto-type out on time We was able to get warnings of problems beforethey got out of proportion A little over budget No Flying Colors nor 21 gun salute, but itwill do. 25. SPOTS Tracking Systems Product Deployment Successful 26. Successful B/C Playing is the gate to Learning and Adaptation - Me. The curious case of a Board Game 27. Mission: Educating 8 Managers on how to best use SPOTS Time: 2 Hours Constraints: Young Crowd (< 23 year old) High School Education not required 28. Printed out the Processes Lay them out for them Talk about the steps Lay out the rules Play some scenarios Ask for Scenarios Let them make and play their ownscenarios 29. Total Buy In They had fun. They equate the system as fun. Every Manager understood the presentationafterwards I had their whole attention Machevalism building Gaming the system People were starting to play in their minds of the cause andeffects of the system Real debates People started talking about there processes and what theirSOPs should be. 30. The Managers are taking the board games to: their subordinates their stores and explaining the system in a fun way. 31. Successfullydeploying a complicated software system to a bunch of High Schoolers in less than a week because of a game. Nice!! 32. In a nutshell, My experience, there are 3 styles of project managing The Ignorant: Non-Successfully The Involver: Semi- Successfully The Game Master: Successfully 33. So. How are you going to employ gamification to unity everyone (including back office operations) to your project or product? 34. Be Creative Be Engaging Keepit Simple Test It 35. If you had a choice, what would you ratherdo? A: Play a Game B: Listen to a Presentation C: Not know what is going on