Wiley 978-0-470-11653-1 Datenblatt

1 WHAT’S INVOLVED: DEFINING THE POSITIONWhat’s Involved:Defining the PositionWhat’s involved with being a CAD manager?That’s a reasonable question. I

10CHAPTER 1: WHAT’S INVOLVED: DEFINING THE POSITION 5. Now the fun really begins! Sort through your lists of user-based and management-based tasks, a

11 THE BUSINESS ANGLE: MONEY TALKS!late at night when it’s quiet and the phone’s not ringing, so you can focus. Few thingsare always true, but I’ve c

12CHAPTER 1: WHAT’S INVOLVED: DEFINING THE POSITION Management will now come back to you with another question along the linesof, “Well, what do you

13 THE BUSINESS ANGLE: MONEY TALKS!may be placed on your list—either by your management or by your users—that don’tmatch up with the financial realit

14CHAPTER 1: WHAT’S INVOLVED: DEFINING THE POSITION Gaining the Power to Do Your JobAt this point in defining the CAD management position, you’ve com

15 GAINING THE POWER TO DO YOUR JOBunderstand what you’re doing, you must have your prioritized list of tasks written in abrief, executive-summary fo

16CHAPTER 1: WHAT’S INVOLVED: DEFINING THE POSITION Making It HappenAt this point, I hope you’ve gained some thorough preparation and a framework ofu

2CHAPTER 1: WHAT’S INVOLVED: DEFINING THE POSITION The burden is on you to define how you’re going to do your job, given the reali-ties of the mandat

3 OVERVIEW OF TASKS• Preparing budgets• Writing CAD standards• Performing staff development and review• Identifying promising new technologyIf you ha

4CHAPTER 1: WHAT’S INVOLVED: DEFINING THE POSITION This example is useful because it illustrates the concept that you can’t accom-plish a task withou

5 OVERVIEW OF TASKSThe perceived task Provide ongoing user training.The real tasks• Identify areas that require training.• Create custom training mat

6CHAPTER 1: WHAT’S INVOLVED: DEFINING THE POSITION Understanding the Users’ PerspectiveObviously, CAD managers have to support and serve CAD users. A

7 MANAGEMENT’S PERSPECTIVEThis exercise is tough because it forces you to think critically about how yourusers perceive you. When you think through t

8CHAPTER 1: WHAT’S INVOLVED: DEFINING THE POSITION There’s probably no one right answer to what upper management’s perspectiveon the CAD manager’s ro

9 BALANCING TASKS AND PERSPECTIVESBalancing Tasks and PerspectivesYou’ve arrived at a point in defining your CAD management position where you real-i