Managing Engineering and Technology

Fourth Edition
Morse and Babcock

Project Organization, Leadership,

and Control

Chapter 15

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 Managing Technology

Research

Design

Planning Production

Managing Production

Marketing

Project Managment

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 Chapter Objectives
• Explain how the project is managed in the
different organization structures
• Describe some of characteristics of an
effective project manager
• Explain the importance of the team
• Explain the importance of
communications with the customer.
• Be able to shorten a project by “crashing”
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 Modern Organizational
Forms

Increased Emphasis on Project

Management

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 Elements of the Project
Organization
• Project Officer: “Unifying Agent”
bearing primary responsibility
– Project Manager
– Project Engineer
– Project Administrator

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 Elements of Project
Organization
• Key Functional Support
– Systems Analysis
– Product Design and Analysis
– QA and Reliability
– Product Planning
– Product Installation and Test
– Training, Logistics Planning, and Field
Support
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 Conducting Projects Within:
• The Functional Organization
– A Project Manager is appointed
to coordinate activities
• The PM has no line authority
over most project personnel
• Must lead by persuasion and
influence
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 Conducting Projects Within:
• The Project Organization
– The PM has direct control over all
elements needed to execute the
project

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 Matrix Management
• Project personnel report to both
functional and project managers
• The Project Manager controls
– Project Tasks
– Project Resources
– Project Schedule
– AND is the focal point for customer contact,
project changes, and project communication

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 Matrix Management
• The Functional Manager is
responsible for:
– Assignment of functional specialists
– Quality of work done with the functional
specialty
– Selecting, evaluating, and rewarding
work within the specialty

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 Project Team

Project Project

Project
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 Effective Program Managers
• Need a blend of skills
– Technical
– Administrative
– Interpersonal

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Project Manager’s Scope
and Responsibility
• Sets project priorities relative to
other activities
• Primary point of contact for
customer
• Defines the work to be performed by
supporting departments in terms of
cost, schedule, and performance
• Controls the project budget
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 Project Manager’s Scope
• Responsible for design reviews
• Responsible for configuration and
design control
• Responsible for source selection
decisions
• Responsible for project status
reports
• Performs merit review of assigned
project personnel
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 Characteristics Associated
with Success
• Commitment of parent organization,
project manager, and client to
– Schedules
– Budget
– Technical Performance
• Frequent Feedback
• Adequate Control
• Public Support

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 Characteristics, cont.
• Reduced Bureaucratic Complexity (i.e. Red
Tape)
• Judicious use of planning and control tools
• “Projectized” 0rganization
• Participative decision making within the team
• Project management skills
• Bottom Line
– Satisfied Customer

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 Characteristics Associated
with Failure
• Inadequate project manager skills
• Poor customer coordination and rapport
• Poor rapport and coordination with own
organization
• Lack of Project Team participation
• Poor project control
• Lack of familiarity with project
requirements - lack of resources
• Poor public relations
© 2010 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
This material is protected by Copyright and written permission should be obtained from the publisher prior to any prohibited reproduction,
storage in a retrieval system, or transmission in any form or by means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions
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