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Human beings rely more heavily on learning than any other species that has ever existed. Learning is the way in which animals and humans acquire new information. Memory is the way in which they retain that information over time. Memory is not just your ability to remember a phone number. Rather, it s a dynamic system that s used in every other facet of thought processing. We use memory to see. We use it to understand language. We use it to find our way around. So, if memory is so important, what s the secret of being remembered When asked what single event was most helpful to him in developing the theory of relativity, Albert Einstein is reported to have answered: Figuring out how to think about the problem. Half the battle is getting to the essence of the problem. Generally speaking, this means having a deep understanding of your competitors and their place in the mind of your prospect.

We begin the process of project close by assessing what needs to be done. This work is not an organized stage but is a set of tasks with few dependencies. Once we know what all the tasks are, we can handle each one as opportunity arises. So, if we get to a meeting with the project sponsor, we might resolve several unrelated items such as: nal signature on the contract closing letter; authorization for replacement of a lost check that a vendor never received; and a discussion of whether one of your team leaders is now ready to manage a project on his or her own. As we get in touch with each person, we walk through our checklist and take care of items. So, let us start by building the checklist. Organizing the Work of Project Close The best place to start is with the open issues document we created during the transition period. We can make a copy and delete all of the items that are marked done. Any that are not yet done stay on the list, and we have got a start on our checklist. To expand the checklist and make sure it is as complete as possible, we review the following project documents, adding anything that might not be closed: The project overview. Review the goal and inclusions to be sure all was delivered. Make a note of the purpose in detail for planning the business review of the project.

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Tolerance band 200 m Mechanical Electronic Optical Surface finish, Ra m Shaping 125 16 Milling 63 08 Reaming 32 08 Turning 63 04 Drilling 63 08 Boring 63 04 Laser 63 08 ECM 32 02 Grinding 32 01 ELID 06 02 Honing 08 01 ISO IT Tolerance grade IT10 IT9 IT5 IT6 IT9 IT6

Normal domestic appliances and automotive fittings, etc General purpose mechanical parts for typewriters, engines, etc

holders, the peripheral stakeholders who will have very little involvement with the project, can be brought in during the analysis phase. Vendor sales representatives and pre-sales technical sta . Often, the idea we are evaluating comes from a vendor, and consists of bringing that vendor s product or service into our company, with or without customization. In that case, the vendor s sales representative and pre-sales technical sta are key participants in the concept stage. Their knowledge of the product or service is crucial. But remember, they cannot know if the product or service is a good t for our company, which is the question we must answer. Technical experts. A variety of technical experts, internal and external, should be consulted during the concept stage. Often, these consultations are brief and cost nothing, but it can also be appropriate to hire an expert to evaluate or improve an idea. External experts include the vendor s pre-sales technical sta and also independent experts. Prior customers or users. If you are considering buying a vendor s product or service, ensure that prior customers are satis ed with both the product or service and the vendor. If you are planning to implement a new technology yourself, try to nd other companies in your industry that have already implemented the technology for the purpose you intend. Also look for companies that have already launched projects and are ahead of you in the implementation process. If you can learn from their mistakes, then your chance of success is higher. Later in this chapter we introduce the context diagram, an excellent tool for identifying stakeholders.

General-purpose electrical parts, switches, motors and connectors Transistors, diodes, magnetic heads for tape recorders

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