1. Special Topic Organizational Considerations
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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

2. Special Topic: Organizational Considerations
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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.

3. Functional Organization
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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

4. Special Topic Organizational Considerations
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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.

5. Special Topic: Organizational Considerations
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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.

6. Pure Project Organization
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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

7. Special Topic Organizational Considerations
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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

8. Special Topic: Organizational Considerations
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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?”

9. Conventional Matrix Organization
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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

10. Special Topic: Organizational Considerations
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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.

11. Historical View of IPTs
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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.

12. Improved decision making.
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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.

13. Serial versus Team Approach
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Serial versus Team Approach

14. Composition and Principles
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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

15. Special Topic: Organizational Considerations
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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.

16. Special Topic: Organizational Considerations
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Special Topic: Organizational Considerations

17. Organization Options Summary
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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

18. When the team first meets, the Forming stage begins.
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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.

19. Storming is a stage of conflict
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Storming
Storming is a stage of conflict
Team members struggle with individual needs and approaches to the task rather than collaboration.

20. EMIS 7307
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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.

21. Team reaches the Performing stage. It has a clear goal.
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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.

22. Teams streamline processes and can focus upon “what matters most.”
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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.