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These four very di erent-sounding ideas are actually talking about the same thing: Finding out what the customer wants and writing it down. We began this process at a high level in the concept stage, and now we need to complete the details. Whatever we call the process, it has one purpose: Understanding what the user wants, and translating that into a technical document so the project can succeed. If we do this, we will have a clear de nition of the scope, and we will not su er from scope creep, where we keep adding more until the project becomes too big and fails. We will have clear requirements and be able to create a clear design speci cation for the engineers. And we will be able to de ne quality at the beginning, so that, when we deliver quality at the end, the customer says, This is exactly what I wanted, and more. Quality is meeting and exceeding customer speci cations and expectations. But to do that, we need to de ne the speci cations, and manage the expectations. Scope and quality management will help us do the former, and communications management will help us manage expectations.

Drain Field SiO2 film (50 nm)

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Though the strategy defies conventional wisdom, Ms. Cathie Black, president of Hearst Magazines, said it seemed fairly obvious. I want 1.6 million women to go to the newsstand every month to buy Cosmo, and they do, she said. We don t want that genie out of the bottle. I don t have any interest in challenging that economic model. I give a lot of credit to Hearst for being willing to go in one direction when everyone else is going in the other direction, said Samir Husni, chairman of the journalism department at the University of Mississippi and editor of MrMagazine.com, which follows the industry. They re doing well in a tough time, and Food Network is the big success story of 2009. Did you ever wonder why very successful privately held companies such as Milliken or Gore-Tex rarely show up in the press That s because no one is staring at their numbers quarter after quarter. All they have to worry about is their business. And if they are happy with it, that s all that matters. It reminds me of yet another story. I ve published this before, but I can t resist retelling it. It s a classic, and it s always fun to read again.

(900 nm) SiO2 (300 nm) Gate polysilicon (vapor phase growth) SiO2 (100 nm)

Honest time and cost management must distinguish between what the customer requires or wants, and what is possible. Customer requirements for time and cost are called the required schedule and required budget. In ordinary language, I have to have it by October 31, and it had better not cost more than $10,000. These are imposed limits. Or, the customer might be more exible. I hope it s working by October 31, and I d like to spend about $10,000. That is a desired schedule and desired budget; it has a bit more exibility, but it is still imposed by the customer. During concept or analysis, we get these gures from the customer, along with any account codes or other

Standard donor impurity density : 27 1017 cm3 Gate SiO2 film thickness : 0014 m (14 nm = 140 ) Field SiO2 film thickness : > 50 nm (500 ) (a)

budgetary information, and we put it into the project overview in the appropriate elds We can think of this information as the customer s time and cost speci cation Then we forget about the customer s imposed requirements or desires for a while Why forget about it Because any thought about what the customer wants interferes with good estimation Trying to meet a target is not estimation, it is wishful thinking Estimation is the engineering art of developing our best guess as to what the cost and delivery date will be, independent of what anyone wants The questions: How long will it take and How much will it cost are good focusing tools But questions like, Can we get it done by this date Can we do it for only this much money add bias, reducing the quality of the process.

Glass PSG B-PSG Glass with boron High density n-type silicon n (b)

Fig 124: A sectional view of an MOS transistor: (a) a minimum dimensional MOS transistor and (b) a 16 KB

Early in the project, the customer will probably want a precise cost estimate Unfortunately, we will not be able to provide a truly precise estimate until the end of the design stage This gap between the time the customer wants an estimate and the time we can give an accurate estimate is real, and it cannot be avoided But it can be managed We can manage customer expectations by educating customers about the realities of estimation We can even involve them in the estimation process And, throughout, we can present our best estimates with a clear sense of the limitations of those estimates while respecting the customer s need to control and manage costs and get results in the time frame useful to their purposes When we do have estimates ready (whether they are broad ranges, or later more precise gures), we may face another gap.

CCRAM MOS transistor current element of IC [5]

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