Professional Documents
Culture Documents
Project Organizational
Project Planning
Establishing objectives Defining project Creating work breakdown structure Determining resources Forming organization
Project Organization
Often temporary structure Uses specialists from entire company Headed by project manager
Eng. Acct.
Eng. Mkt.
Mgr.
1995 Corel Corp.
Project 1
Project Manager Physiologist Project Manager Psychologist Propulsion Engineer Test Engineer Technician
Project 2
Structural Engineer
Inspection Technician
Technician
Work can be defined with a specific goal and deadline The job is unique or somewhat unfamiliar to the existing organization The work contains complex interrelated tasks requiring specialized skills The project is temporary but critical to the organization
There will be a project manager in both the customer and supplier organisation. On large projects there can be project teams in both organisations, or a combined team. The appropriate choice of organisation (which is not always made) will depend on the type of contract, the relationship between the customer and supplier, and the similarity between their organisation structures and cultures. The internal project organisation may be a one dimensional hierarchy, based on technical discipline, or project function, or a matrix of both. The previous factors, plus the ratio of full time to parttime staff on the project determine the appropriate choices.
TYPES OF ORGANISATIONS
S&M
ENGING
PRODN
FINANCE
Research
Design Engineering
Electrical Engineering Mechanical Engineering
Production Planning
Industrial Engineering
Financial Planning
Publicity
Budgeting
Sales
Purchasing
Accounting
Disadvantages
No single point of responsibility as project moves through departments No department responsible for overall project success Departments may take myopic view of work and not holistic view of the project No formal lines of communication between departments on m-d projects Departmental work may take priority over project work Weak motivation and commitment to project (Source: Burke Ch 20)
PROJ. MGT
ENGING
PRODN
FINANCE
Project W
Project X
Project Y
Project Z
Responsibility for who does the work and the technology used
Matrix Organization
Mkt Oper Eng Fin
Disadvantages
Structure is complex and more difficult to understand Complex because additional number of managers involved Dual responsibility and authority leads to confusion, divided loyalty etc. Two boss situation conflict is a recipe for conflict between managerover allocation of resources Project integration between depts is more involved and complex than a functional organisation (Source: Burke Ch 20)
FM
Working Engineers
FM
Project Manager (PM)
FM
FM
FM
Liaison People
FM
FM
FM
FM
FM
FM
PM
PM
Project Organization
end product / goal of the project pure project organization dedicated staff connection via progress reports, organization policies, procedures, and funding decentralization
Project A Manager
Project B Manager
Project C Manager
Design
Manuf.
Design
Manuf.
Design
Manuf.
Simplicity of structure Unity of project purpose Localization of project failures Condensed and focused communication lines Full authority in the project manager Quicker decisions due to centralized authority
Skill development due to project specialization Improved motivation, commitment, and concentration Flexibility in determining time, cost, performance trade-offs Accountability of project team to one boss Individual acquisition and maintenance of expertise
Narrow view of project personnel Mutually exclusive allocation of resources Duplication of efforts on different but similar projects Monopoly of organizational resources Concern about life after the project Reduced skill diversification
Project Manager
Information regarding times, costs, problems, delays Resources Performance Reports
Project Team
Project initiation is likely to be very different in the customer and supplier organisations
In the customer organisation it will probably have the scope to prepare project objectives and strategy, produce a clients brief In the supplier organisation it will be triggered by an invitation to tender However in both organisations, initiation of a project also involves appointing a project manager, ensuring that appropriate resources are authorised and that procedures for doing and controlling the work are established