There is an interesting article in the November, 2007, issue of Harvard Business Review titled, “Are Your Engineers Talking to One Another When They Should?” The authors describe a process to analyze the communications between groups involved in designing complex machinery. They argue the design structure matrix should be used to set up communication patterns when a complex design project is undertaken. They use designing a jet engine as an example to illustrate the process used to set up and monitor communication between teams responsible for different components that will eventually interact with each other. The first step is to make an aligning matrix composed of the intersections between designing teams and receiving teams. Some of the components will have no interaction and are unclassified. Areas of interaction are then classified as Matched, Unattended, and Unidentified based on interviews from the design teams and the development teams. As the project proceeds expected patterns of communication can be monitored. Unexpected areas of communication may be noticed. At the conclusion of the project, interview can be repeated and actual patterns seen can be analyzed. This may aid in implementing another complex design project. The authors also discuss some of the communication problems which occurred between groups during the design of a jet engine and propose strategies to address them. These same principles could be applied to the design and implementation of personal health records and national health information infrastructure (NHII) in general.
Article reference:
Sosa, M. E., Eppinger, S. D., & Rowles, C. M. (2007). Are Your Engineers Talking to One Another When They Should? Harvard Business Review, 85(11), 133-142.