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Lecture

Feedback on First Graded Deliverable: Questionnaires

In course

ENV-470: Development engineering

This course teaches the fundamentals of technologies for development (Development Engineering) to design, pilot, and deploy appropriate, affordable and robust technologies to address sustainable development challenges and especially those related to extrem ...

Description

This lecture provides feedback on the peer grading of questionnaires in the Development Engineering class. The instructor discusses the importance of structuring questions, avoiding leading questions, and the significance of asking 'why' in research. Students are guided on how to improve their questionnaires by focusing on specific, relevant questions and following up on responses to gain deeper insights. Additionally, the instructor announces upcoming sessions and guest lectures, emphasizing the value of sustainable finance and practical project work.

Instructors (2)

Solomzi Makohliso

Klaus Benedikt Schönenberger

Vision: Scientific research and technology development can be mobilized to help the poorest and most vulnerable in this world. Klaus Schönenberger obtained an MSc in Microengineering (1993), followed by a PhD (1996) from the Swiss Federal Institute of Technology in Lausanne (EPFL). After a post-doc at Lawrence Livermore National Laboratory in California, he spent over 10 years in the medical devices industry in leading positions such as Vice-President of Worldwide R&D in a

100m company and Global Vice-Resident of Research and Technology in a

1bn company. In 2009, as he was working for a medical devices company, he received a shock: he realized that there is a huge imbalance in access to medical technology in industrialized versus low and middle-income countries. After a closer look, he discovered that he imbalance’s main cause is a mismatch between existing technologies and business models, with those needed in low and middle-income countries. He decided to leave industry and, in 2009, he co-founded the EssentialMed Foundation, an innovative non-profit venture. In 2011, realizing that both technology and business models needed a profound rethinking, he joined EPFL where he launched EssentialTech, an initiative inspired by the philosophy of EssentialMed but expanded to a much wider portfolio of "essential" technologies. The university-wide program aims to develop innovative technologies and business models, for the benefit of sustainable development in low and middle-income countries. In this role, he has already launched and overseen a dozen large projects. Major Humanitarian actors such as the ICRC, MSF and Terre des Hommes took notice of the innovative approach proposed, and decided to collaborate in 2015-2016. This has resulted notably in the joint creation between EPFL and ICRC, of the Humanitarian Tech Hub at EPFL. In May 2017, Klaus directed and launched a MOOC(Massive Open Online Course) entitled “Technology Innovation for Sustainable Development” which aims to spread the unique methodology and approach worldwide. As of today, more than 6000 people have enrolled. In 2018 a first spin-off company was created. Award winning Pristem SA will deploy an innovative new digital xray imaging system, specifically designed for low-income contexts. In December 2018, the creation of the EssentialTech centre was announced by EPFL's presidency, and Klaus is now the Centre's director. Another spin-off of the EssentialTech Centre is the company HMCare, launched in 2020, which is deploying a transparent surgical mask.

Official source

Related concepts (16)

Project management

Project management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives. The objective of project management is to produce a complete project which complies with the client's objectives.

Project

A project is any undertaking, carried out individually or collaboratively and possibly involving research or design, that is carefully planned to achieve a particular goal. An alternative view sees a project managerially as a sequence of events: a "set of interrelated tasks to be executed over a fixed period and within certain cost and other limitations". A project may be a temporary (rather than a permanent) social system (work system), possibly staffed by teams (within or across organizations) to accomplish particular tasks under time constraints.

Project management software

Project management software (PMS) has the capacity to help plan, organize, and manage resource tools and develop resource estimates. Depending on the sophistication of the software, it can manage estimation and planning, scheduling, cost control and budget management, resource allocation, collaboration software, communication, decision-making, quality management, time management and documentation or administration systems. Numerous PC and browser-based project management software and contract management software products and services are available.

Project network

A project network diagram is a graph that displays the order in which a project’s activities are to be completed. Derived from the work breakdown structure, the terminal elements of a project are organized sequentially based on the relationship among them. It is typically drawn from left to right to reflect project chronology. The Activity-on-Node (AON) technique uses nodes to represent individual project activities and path arrows to designate the sequence of activity completion.

Work breakdown structure

A work-breakdown structure (WBS) in project management and systems engineering is a deliverable-oriented breakdown of a project into smaller components. A work breakdown structure is a key project management element that organizes the team's work into manageable sections. The Project Management Body of Knowledge defines the work-breakdown structure as a "hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

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