Category Archives: Articles

Meet the great grandfather of your laptop and smartphone, and the 6 pioneering women who helped create it.

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(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in March 2022)

ENIAC (Electronic Numerical Integrator And Computer), heralded as the “Giant Brain”, is considered to be the first large-scale computer to run at electronic speed without being slowed by any mechanical parts.  In other words, it is the great grandfather of everything on your smartphones and laptops. It was built between 1943 and 1945 in the University of Pennsylvania and was first put to work on 10 December 1945.

Physically, the ENIAC was “the most intricate and complex electronic device in the world” as described by the Popular Science Magazine in its April 1946 issue.  The first build contained 18,000 vacuum tubes, 500,000 soldered connections, 70,000 resistors and 10,000 capacitors.  It weighed 30 tons, was about 2mX1mX30m in size, and occupied an area of 170 square meters.  In 1995, in celebration of ENIAC’s 50th anniversary, the machine was recreated using modern integrated circuit technology. The recreated ENIAC could fit in the palm of your hand.  Imagine what its size would be with today’s technology.

The 18,000 vacuum tubes mean there are 18,000 chances to fail.  How do you keep so many vacuum tubes working simultaneously?  As an effective risk management procedure, the engineers created strict circuit design guidelines to maximise their reliability.  They also ran extensive tests on components and avoided pushing them to their limits, which included operating vacuum tubes well below their maximum voltages to prolong their life.  The ENIAC worked smoothly until it was hit by a lightning strike in 1955 and put it out of action.

The other interesting fact about ENIAC is actually a tribute to women, in the spirit of the International Women Day.  The first program ran by ENIAC was to produce ballistics trajectory tables for the US Army, and the team who was brought in specifically to write this program were all women.  This fact was ignored during archiving the information about ENIAC, but Kathy Kleiman, a Computer Scientist and Researcher, decided to track down the women who appeared in some old photos depicting the ENIAC. 

When Kathy Kleiman went to the Computer History Museum in Boston to seek information about these women, she was told that the women in the photos were models to make the photos look better.  She wasn’t convinced and kept on digging information until she located the six women who programmed and wired the panels of ENIAC for the required calculations.  As a result, the six women were inducted into the Women in Technology Hall of Fame in 1997.  Kathy also produced a documentary about their story to show it in schools.  The story inspired many girls to pursue their dreams in computer science and other STEM fields. 

Watch Kathy Kleiman telling ‘The Secret History of The ENIAC Women’ at this TED talk. 

Beating Burnout – Strategies for Detecting and Defeating Team Burnout

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(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in July 2024)

Burnout is a growing concern among project teams, characterised by emotional exhaustion, cynicism, and reduced personal accomplishment. As a project manager, it’s crucial to recognise the impact of burnout on team performance, morale, and mental health. This article will discuss how project managers can observe, address, and prevent burnout to maintain a productive and healthy workforce.

Identifying Signs of Burnout

Common signs of burnout include fatigue, reduced productivity, increased errors, irritability, cynicism, and decreased motivation. Project managers need to pay attention to these signs and engage with team members to understand their experiences. Regular check-ins and performance reviews can help identify burnout before it escalates.

  • Regular Check-Ins and One-on-One Meetings: Frequent personal communication can help identify changes in an employee’s attitude, energy levels, and engagement.
  • Observation of Changes in Performance and Behaviour: Look for decreased productivity, increased absenteeism, and emotional signs such as irritability and frustration.
  • Anonymous Surveys and Feedback Mechanisms: Regular anonymous surveys about job satisfaction, work environment, and personal well-being can identify burnout symptoms without putting individual team members on the spot.
  • Workload Assessments: Regularly review workloads and deadlines to ensure they are realistic.

Encouraging Open Communication

Project managers should foster an environment where team members feel comfortable voicing their concerns and challenges. Encourage open communication by asking for feedback, actively listening, and providing constructive responses. Understanding your team’s needs facilitates a supportive work environment.

  • Different Projects, Different Cultures: Understand that each project may have its own work culture and strive to build one that values a healthy work-life balance.
  • Context Switching: Balance tasks against multiple priorities to prevent overload. Define task priorities accurately to avoid the pitfalls of context switching.
  • Encouraging Peer Support: Fostering an environment where peers can openly discuss their feelings and challenges can help identify burnout symptoms early.

Implementing Flexibility and Work-Life Balance

Work-life balance is key to preventing burnout. Support this balance by offering flexible work hours, remote work options, and extra time off as needed. Encourage breaks throughout the workday and set boundaries for after-hours communication.

  • Workload Management: Help team members prioritise their tasks and delegate when possible.
  • Flexible Work Schedules: Implement flexible working hours or remote work opportunities.
  • Encouraging Time Off: Actively encourage employees to take their allocated breaks, vacations, and personal days.

Prioritising Realistic Deadlines and Workload

Unrealistic deadlines and excessive workloads contribute significantly to burnout. Set achievable goals, delegate tasks effectively, and maintain a manageable workload for all team members. Encourage team members to ask for help or raise concerns if they feel overwhelmed.

  • Realistic Goal Setting: Set achievable goals aligned with team capacity and individual capabilities.
  • Adequate Planning: Discuss and reach a consensus on the scope of requirements at the planning stage to ensure development tasks are planned appropriately.
  • Guarding Against Scope Creep: Protect team members from additional overruns by maintaining a defensive stance on project scope.

Promoting Mental Health Awareness and Resources

Project managers should promote mental health awareness and provide access to resources, such as counselling services or mental health workshops. Destigmatising mental health concerns and encouraging self-care will help team members feel supported and empowered to prioritise their well-being.

  • Professional Development and Support: Provide training and development resources, mentorship programs, and opportunities for career growth.
  • Enhancing Workplace Culture: Regularly recognise and reward efforts, organise team-building activities, and provide wellness programs.
  • Access to Mental Health Resources: Offer counselling services, mental health days, and subscriptions to wellness apps.

Conclusion

Project managers play a pivotal role in addressing and preventing team burnout. By identifying signs of burnout, encouraging open communication, implementing work-life balance, prioritising realistic workloads, and promoting mental health awareness, project managers can ensure the well-being and success of their team members. A proactive approach to managing burnout not only enhances team performance but also creates a healthier, more sustainable work environment.