Special Topic Organizational Considerations EMIS 7307 T&E Part 6 Special Topic Organizational Considerations Purely Functional – This is sometimes referred to as either the “classical” or “traditional” approach that involves the grouping of specialties or disciplines into separately identifiable entities. Intent is to perform similar activities within one organizational component. See Fig 7.3

Special Topic: Organizational Considerations EMIS 7307 T&E Part 6 Special Topic: Organizational Considerations Functional Advantages: Specialists are grouped to share knowledge. The organization can respond quickly to a specific requirement. Budgeting and cost control are easier due to the centralization of areas of expertise. There is no question as to who is the “boss”. Disadvantages: Little project identity. Requirement tailoring discouraged. Little customer orientation. Less motivation for generation of new ideas.

Functional Organization EMIS 7307 T&E Part 6 Functional Organization Strengths Skill Development Technology Development Technology Transfer High personnel loyalty Weaknesses No dedicated customer interface Unclear Project Priority Confused communication Difficult Schedule control

Special Topic Organizational Considerations EMIS 7307 T&E Part 6 Special Topic Organizational Considerations Product or Project – This form of organization is one that is solely responsive to the planning, design and development, production, and support of a single or large product. Everyone works for the project manager. See Fig. 7.7.

Special Topic: Organizational Considerations EMIS 7307 T&E Part 6 Special Topic: Organizational Considerations Project Advantages: A good product and customer orientation. Personnel morale and project loyalty. No expertise time sharing. Good project visibility. Disadvantages: Application of new technologies suffers. With multiple projects comes duplication of resources. Shifting of personnel difficult. Opportunities are limited.

Pure Project Organization EMIS 7307 T&E Part 6 Pure Project Organization Strengths Clear Accountability Clear Customer interface Strong Controls Strong Communication Dedicated resources Weaknesses Talent duplication Less Technology awareness Reduced functional development Irregular workloads Higher staffing levels

Special Topic Organizational Considerations EMIS 7307 T&E Part 6 Special Topic Organizational Considerations Matrix – This organizational structure is an attempt to combine the advantages of the purely functional organization and the purely project organization. See Fig 7.8

Special Topic: Organizational Considerations EMIS 7307 T&E Part 6 Special Topic: Organizational Considerations Matrix Advantages: A good product and customer orientation. Expertise readily exchanged between projects. Effective utilization of personnel. Disadvantages: Balance of power issues between project and functional organizations. Split chain of command “who’s the boss?”

Conventional Matrix Organization EMIS 7307 T&E Part 6 Conventional Matrix Organization Strengths Single point of contact Clear Customer interface Quick response Reduced duplication Technology transfer Disbanded easily Weaknesses High management skill required Competition of resources Management cooperation required Reduced employee recognition General Manager Project Mgr. A1 Project Mgr. A2 Project Mgr. A3 Program Mgr. A Engineering Manufacturing Marketing & Sales Contracts & Legal Finance

Special Topic: Organizational Considerations EMIS 7307 T&E Part 6 Special Topic: Organizational Considerations Integrated Product and Process Teams (IPT) All necessary disciplines on the team. Assures integration of testing and “ilities” with the mainline design process. Collection of IPTs support a project. IPTs are lead by mini project managers. Peopled from a variety of functional areas. Likely to include customer as a member.

Historical View of IPTs EMIS 7307 T&E Part 6 Historical View of IPTs The principles of IPTs originated in the concepts of concurrent engineering (CE). The basic idea of CE is that of an integrated product cycle. A multi-disciplined team considers all aspects of the product life cycle throughout the acquisition process. Product cycle can be optimized to meet cost, schedule, and marketing goals. In the traditional sense, the final measure of success is made in the competitive market place. If the product does well, the team is successful.

Improved decision making. EMIS 7307 T&E Part 6 Value of IPT Use Improved decision making. Integrates functional disciplines reducing sequential processes and improving lead times. Result: Improved communications and problem-solving processes which enhance defense acquisition decision making.

Serial versus Team Approach EMIS 7307 T&E Part 6 Serial versus Team Approach

Composition and Principles EMIS 7307 T&E Part 6 Composition and Principles IPTs are composed of representatives from all appropriate functional disciplines Team members work together to build successful programs and enable decision-makers to make the right decisions at the right time. IPTs operate under the following broad principles: Open discussions with no secrets Qualified, empowered team members Consistent, success-oriented, proactive participation Continuous “up-the-line” communications Reasoned disagreement Issues raised and resolved early

Special Topic: Organizational Considerations EMIS 7307 T&E Part 6 Special Topic: Organizational Considerations Integrated Test Team (ITT) For system level I&T and T&E. Includes all the necessary disciplines Test planners, executors, statisticians, configuration management, liaison with test facilities, system experts, etc. Organizationally another IPT. Likely to include customer as a member.

Special Topic: Organizational Considerations EMIS 7307 T&E Part 6 Special Topic: Organizational Considerations

Organization Options Summary EMIS 7307 T&E Part 6 Organization Options Summary Numerous possible organizational structures/designs No single-best solution for all situations Organizational structures must vary depending upon the size, complexity, and phase of the project cycle Organizational Spectrum Functional (Skill Centers) Organization Functional (Product/Services Centers) Organization Conventional Matrix Organization Collocated Matrix Organization (Hybrids) Integrated Project Team Organization Pure Project Organization

When the team first meets, the Forming stage begins. EMIS 7307 T&E Part 6 Forming When the team first meets, the Forming stage begins. The team is uncertain and anxious, but optimistic and excited, as they attempt to define the task and determine acceptable group behavior. The team is very dependent on a leader at this stage.

Storming is a stage of conflict EMIS 7307 T&E Part 6 Storming Storming is a stage of conflict Team members struggle with individual needs and approaches to the task rather than collaboration.

EMIS 7307 T&E Part 6 Norming As closer relationships develop and trust and respect is established, the team moves into the Norming stage. Cohesiveness develops and the members of the team are more willing to work together.

Team reaches the Performing stage. It has a clear goal. EMIS 7307 T&E Part 6 Performing Team reaches the Performing stage. It has a clear goal. Members understand the strengths and weaknesses of the team and its members. Team members have learned their roles and how they each contribute to the team mission. The team is able to diagnose and solve problems as it works toward its goal.

Teams streamline processes and can focus upon “what matters most.” EMIS 7307 T&E Part 6 Summary The use of teams can significantly improve the defense acquisition decision making process. Teams streamline processes and can focus upon “what matters most.” Teams identify opportunities for improvements. Include the customer if at all possible.