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Chapter 8 Organization Irwin/McGraw-Hill
©The McGraw-Hill Companies, 2000
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Functional Organizations
Figure 8-1 Delta Manufacturing, Inc. President Human resources Finance and administration Marketing Engineering Manufacturing Procurement Electronics engineering Software engineering Mechanical engineering Design Receiving & inspection Purchasing Customer service Domestic sales International sales Fabrication Assembly Testing Production scheduling Project coordination Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Dedicated Project Team
Figure 8-2 Zeus Electronics, Inc. President Human resources Finance and administration Marketing Engineering Manufacturing Procurement Project manager Project team Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Project Organization Structure
Figure 8-3 Central Engineering Systems, Inc. President Marketing Human resources Engineering Manufacturing Procurement Finance and administration Legal Alpha Project Project Manager Beta Project Project Manager Subcontractors Other projects Electrical Mechanical Software Fabrication Assembly Test Systems Hardware Software Subcontractor X Subcontractor Y Subcontractor Z Assembly Test Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Matrix Organization Structure
Figure 8-4 Zeus Electronics, Inc. President Human resources Finance Director of projects Engineering Manufacturing Marketing Project administration Design engineering Electronics engineering Software engineering Mechanical engineering Technical documentation Assembly Testing Quality Domestic sales International sales Customer service Project A project manager Project B project manager Project C project manager 1 1/2 2 3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Division of Project Manager and Functional Manager Responsibilities in a Matrix Structure
Table 8-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Key Dimensions Defining an Organization’s Culture
Figure 8-6 Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Cultural Dimensions of an Organization Supportive of Project Management
Figure 8-8 Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Organization of Product Development Projects at ORION
Figure 8-9 Project manager Deputy planning and control management Electronics system engineer Mechanics system engineer Team leader Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Traditional Master Plan at ORION
Figure 8-10 Activities/time 4-7 Years 1-4 Years Design reviews Design and development Production and delivery ILS SDR PDR CDR TRR PRR Laboratory tests Environmental tests Build production line and test equipment Documentation and training program Training Production and deliveries Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Proposed Project Organization for the Jaguar Project
Figure 8-11 Project manager Deputy production manager Electronics system engineer Mechanics system engineer Team leader Deputy planning and control management QA manager ILS manager Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Jaguar Master Plan Activities/time 3-4 Years 1-4 Years SDR PDR CDR TRR
Figure 8-12 Activities/time 3-4 Years 1-4 Years Design reviews Design and development Production and delivery ILS SDR PDR CDR TRR PRR Laboratory tests Environmental tests Build production line and test equipment Documentation and training program Training Production and deliveries Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Mechanisms for Sustaining Organizational Culture
Figure A8-1 Methods for maintaining organizational culture Formal statement of principles Top management behavior Reactions to organizational crisis Allocation of rewards and status Rituals, stories, and symbols Recruitment of employees who fit the culture Organizational culture Removal of employees who deviate from the culture Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000
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Figure 8-5. Rated Effectiveness of Different Project Structures
by Type of Project Very Effective Ineffective Functional Organization Matrix Balanced Project Construction New Product From: D.H. Gobeli & E.W. Larson. Relative Effectivness of different project structures. Project Management Journal, 18 (d),June 1987, p. 85.
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