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Negativity such as anger, blame, and criticism. It will happen. You will probably nd yourself doing it sometimes. But, if it happens regularly, then something is wrong. Perhaps a con ict has erupted between two people, or someone on the project is over-stressed. Private conferences, mediations, and meetings to clear the air are required. Team members saying yes to project change. The third danger of informal communication occurs between team members and customers or stakeholders. Many project professionals are friendly and supportive. That is good. Just make sure that they know that no one on the project ever commits to anything verbally. If anyone on the project is asked to do something, they have two choices: Look on the project schedule and tell the stakeholder if it will be done, and when; or o er to bring the request up at the next weekly meeting, or sooner, if appropriate. Once this is done, a change control process is started. Chatting that interferes with work. One sign of this is meetings that go on a long time, with people not wanting to get back to work. If people are getting work done on schedule, a lot of talk may be part of the process. If there is more talk and less work, then there is a morale problem. Address it, but not by telling people to stop chatting and get back to work. Find out why people are avoiding work: Do they think it is hopeless Do they feel criticized Correct the problem and support people in refocusing on delivering the deliverables.

Suppose we have a relation that s not a function, because it maps some values of the independent variable x to more than one value of the dependent variable y Is it possible to modify such a relation so that it becomes a function of x

Answer 12-6

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Sometimes, the solution to a problem requires authority that we, as project managers, do not have. For whatever reason, we may come to see that the best solution or the only solution requires more money, a delay in delivery, a change to project scope, or a change in the project team. It is good to know why this has happened, but it is not the central point. Our focus should be on the present and future identifying the problem, proposing a solution, and getting the help we need. And we should not do this alone. It is easy to feel isolated when a big problem occurs, but this is an excellent time to brainstorm with our team. If we need to escalate a problem to the sponsor, we should not see it as a failure. Rather, we should see it as part of our job. We track work against the plan, and close the gaps. This time, the best way to close the gap is to change the plan. It happens. On the other hand, no one likes to go to the boss and ask for help. We can ask for help well by following the Green Yellow Red tra c light escalation method described in 8.

Yes, in most cases it s possible If we can restrict the domain or the range to values such that the modified relation never maps any value of x to more than one value of y, then the modified relation is a function of x

Reset time R must be adjusted for damping as with any other integrating controller. But the fact, that this is an integrating controller places an important limitation on its service: it cannot be used on non-selfregulating processes. The divider in Fig. 6.24 must operate in all four quadrants, because either the denominator or the numerator or both may be negative. A s the error, which is the denominator, passes through zero, the gain of the divider changes from plus to minus infinity or vice versa. Obviously, then, the system is extremely sensitive to noise around the point of equilibrium, i.e., at zero error. This has some undesirable features, but unfortunately is necessary for the system to function. In the steady state, dc/dt = 0 as does dm/dt. Therefore if the original state of the system is at rest at the wrong value of gain, it will not change its state without a disturbance. The signs applied to the summing junction in Fig. 6.24 would be used on a process whose gain decreased as 111 increased. The process-characteristic curve (c vs. 712) could go through a maximum, and control could be effected at that point, in which case K, = 0. If the process gain were to increase with 111, the signs at the summing junction would have to be reversed. It should be pointed out that equipment limitations prevent the use of this system on very slow processes. As R increases, differentiation becomes less accurat,e. Differentiation is at best an approximation,

Question 12-7

Answer 12-7

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