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Top-down strategy: Difference between revisions
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<big>'''Explicit use of the top-down strategy''' | <big>'''Explicit use of the top-down strategy''' | ||
[[File:Top-down.png|left|thumb]] | |||
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A programme of work (i.e. a [https://eit.engineers.scot/index.php?title=Planning plan]) should be established that defines the tasks and time frame. It should include scheduled reviews of progress and performance. | A programme of work (i.e. a [https://eit.engineers.scot/index.php?title=Planning plan]) should be established that defines the tasks and time frame. It should include scheduled reviews of progress and performance. | ||
==== Reviews==== | ====Reviews==== | ||
Team members, everyone inovolved, should operate in a [[critical thinking]] mode where all issues are under constant reveiw. Constantly ask and respond to questions and challenge the efficacy of what is being done. At formal review sessions, progress in relation to the programme and in relation to satisfying the requirements is considered. | Team members, everyone inovolved, should operate in a [[critical thinking]] mode where all issues are under constant reveiw. Constantly ask and respond to questions and challenge the efficacy of what is being done. At formal review sessions, progress in relation to the programme and in relation to satisfying the requirements is considered. | ||
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Typical needed information includes: Records of success or failure in similar contexts. Identification of relevant legislation, etc. | Typical needed information includes: Records of success or failure in similar contexts. Identification of relevant legislation, etc. | ||
====Requirements==== | ====Requirements ==== | ||
Being clear as to the requirements is a critical objective. | Being clear as to the requirements is a critical objective. | ||
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*While every attempt should be made to establish the full set of requirements at the outset, it is common for new items to emerge as the process develops. The requirements statement and checklist should be kept up-to-date. | *While every attempt should be made to establish the full set of requirements at the outset, it is common for new items to emerge as the process develops. The requirements statement and checklist should be kept up-to-date. | ||
===== Client brief | =====Client brief===== | ||
When a client issues a brief, seek to ensure that it does address all the issues that are relevant to the client. If necessary work with the client to develop the brief | When a client issues a brief, seek to ensure that it does address all the issues that are relevant to the client. If necessary work with the client to develop the brief | ||
Using the client brief as a basis, develop the requirements statement to address technical and other issues that may not be directly relevant to the client. | Using the client brief as a basis, develop the requirements statement to address technical and other issues that may not be directly relevant to the client. | ||
===Conception=== | === Conception=== | ||
====Option identification and analysis==== | ====Option identification and analysis==== | ||
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Principles for using an options table include: | Principles for using an options table include: | ||
* If possilble, assign a numerical value (e.g. a cost value) in the cells of the table. If not, a qualitative assessment can be made e.g. a score of 1 to 5. | *If possilble, assign a numerical value (e.g. a cost value) in the cells of the table. If not, a qualitative assessment can be made e.g. a score of 1 to 5. | ||
*Seek to create combined options using favourable features from across the set. | *Seek to create combined options using favourable features from across the set. | ||
*Remove options from the table if they are clear losers | *Remove options from the table if they are clear losers | ||
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It is important not to come quickly to conclusions about the choice of option. One should hold back and think about the relationship between the options and the requirements. For example, a team developing a TV advert may not decide on the final form of the advert until there only just enough time to produce it - in order to allow time for ideas to incubate. | It is important not to come quickly to conclusions about the choice of option. One should hold back and think about the relationship between the options and the requirements. For example, a team developing a TV advert may not decide on the final form of the advert until there only just enough time to produce it - in order to allow time for ideas to incubate. | ||
==== The test proposals principle ==== | ====The test proposals principle ==== | ||
:"Only accept proposals that have been thoroughly tested: against the requirements; against the inherent risks; against other proposals. If a proposals is shown to be unacceptale, it should be rejected" | :"Only accept proposals that have been thoroughly tested: against the requirements; against the inherent risks; against other proposals. If a proposals is shown to be unacceptale, it should be rejected" | ||
This is probably the most important principle in engineered processes. Neglect of its use is common in autocratic leadership and in government policy-making. It may be that: it is not possible to satisfy all the requirements or that all risks can be eliminated. Also it might not be possible to formulate alternative proposals. But if a less than satisfactory proposal has to be accepted, one should go forward with open eyes about the potential consequences of its adoption. | This is probably the most important principle in engineered processes. Neglect of its use is common in autocratic leadership and in government policy-making. It may be that: it is not possible to satisfy all the requirements or that all risks can be eliminated. Also it might not be possible to formulate alternative proposals. But if a less than satisfactory proposal has to be accepted, one should go forward with open eyes about the potential consequences of its adoption. | ||
===Production=== | === Production=== | ||
At the production phase the chosen option is fully developed e.g. the design drawings and specifictions are completed or the final version of the advert is recorded. | At the production phase the chosen option is fully developed e.g. the design drawings and specifictions are completed or the final version of the advert is recorded. | ||
=== Learning to use the top-down strategy explicitly === | ===Learning to use the top-down strategy explicitly=== | ||
When you buy a pair of shoes, it is normal to think about what the attributes that you want for them, look at shoes in a few shops, pick out one or two that you might buy and then decide on a purchase. That is ''tacit'' use of the the top-down strategy. | When you buy a pair of shoes, it is normal to think about what the attributes that you want for them, look at shoes in a few shops, pick out one or two that you might buy and then decide on a purchase. That is ''tacit'' use of the the top-down strategy. | ||
An an exercise in practising to use the ''explicit'' top-down strategy, use it when purchasing a pair of shoes. | An an exercise in practising to use the ''explicit'' top-down strategy, use it when purchasing a pair of shoes. | ||
* Define the requirements - write them down e.g.: Cost: upper limit. Function: comfortable; intended use; durability; waterproof; sole friction, height of heel. aesthetics: style and material, colour; | *Define the requirements - write them down e.g.: Cost: upper limit. Function: comfortable; intended use; durability; waterproof; sole friction, height of heel. aesthetics: style and material, colour; | ||
* Shop around for candidate options | *Shop around for candidate options | ||
* Set up an options table and try different methods of ranking the options. | *Set up an options table and try different methods of ranking the options. | ||
* Decide on your purchase. | *Decide on your purchase. | ||
There not a lot of risk involved in buying a pair of shoes. If you make a bad choice, the consequenences are likely to be of minor importance and therefore an tacit use of the top-down strategy is justified. But if the risk is high, the explicit approach is essential. Just how detailed the use of the strategy should be, depends on the level of risk. if you are designing a nuclear power plant you have deep focus on the use of the strategy. | There not a lot of risk involved in buying a pair of shoes. If you make a bad choice, the consequenences are likely to be of minor importance and therefore an tacit use of the top-down strategy is justified. But if the risk is high, the explicit approach is essential. Just how detailed the use of the strategy should be, depends on the level of risk. if you are designing a nuclear power plant you have deep focus on the use of the strategy. | ||
* | * | ||