[ebarker]

I'll jump in with a few cents worth. There are a lot of good comments here.

Everyone's circumstances are a little different. There is no one "best" way to run a team. But I'm sure we could reduce it to maybe 5 or 6 major trends or models.

Our model is similar to how a Habitat for Humanity house works. There are few 'experts' but nearly everyone gets to pitch an idea, turn a bolt, cut a bracket, crimp a wire.

The other end of the spectrum has a small group of intense 'gearheads' with a higher level of technical competency. This group tends to foster high levels of technical accomplishment by the students.

There are valid arguments for both ends of the spectrum but I will not elaborate since it is outside the scope of this thread.

When the build seasons starts, we would like to cycle everyone through the build around a core build team so that everyone had a chance to 'turn a screw' ala H4H. It gets students excited when they can point to a part of the robot they they assembled, even though it may have been designed by a core build group.

Try to have as many as possible participate in the build, either as a designer or an assembler. Most will be assemblers.

Then try to have each person participate in one or two more areas as a specialty, like safety or marketing, etc. Real life is like that. Few employed people get pure music degrees. It is always music <something> like music education, music business, music marketing, etc. So get your students to do 'robotics' <something>. Work on the robot and do the <something>.

I think it important to develop a plan early. The REAL reason FIRST asks teams (and give awards) for business plans isn't to bore you to tears, but to help teams get their head around what they are trying to do and how they are going to accomplish that.

Our team leaders and mentors have spent the summer writing a 2 year business plan. From there it starts to get a lot easier to set goals and expectations, of the team and each of the members. Then you can see your personnel needs for the plan and start getting them to work.

Like many students, I didn't use to be very interested in 'business plans' either. Many years ago in my engineering career I served on the staff of an important Vice president in a Fortune 500 company. I noticed that there were times that he asked for a presentation of some organization about some large upcoming project. The presentation had to be done on date X.

The VP wasn't a micromanager nor even that interested in the subject of the presentation. He had people on his staff that would "throw the darts". The VP's agenda was simply to build a fire under the organization and get them to focus on the plan and get it together.

So start at the top. What do you want the team to accomplish this year ? Make a plan, identify resources (people, money) and execute. A good plan has the effect of telling you how to keep an army of people busy.

"Let the Plan be with you"