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Lecture 5
+
Project Organization and
- Architecture
Instructor(s)
-
Introduction
Project Organizations
Dedicated Project Organizations
Matrix Organization
Influence Project Organization
Integrated Product Teams (IPTs)
Alignment of Organization and Architecture
DSM Overlap: Tasks, Product Elements, Teams
Industrial Examples
Intro to HW3
-
Views of Project Management
Functional View Organizational View
Team-oriented
Task-oriented who will contribute
what needs to and how are
be done? we organized? Today!
Tasks
CPM/PERT SPM Teams
DSM, SD
Elements
Methods and Tools Product-oriented
how can we plan, what is the architecture
execute and monitor of the system/product?
most effectively?
-
Views during Project Lifecycle
Determine Project
Organization
Project
Preparation Project Project
Planning Monitoring
Enterprise has
chosen what product Project
or system to develop Adaptation
Modify Project
(Defined Architecture)
Organization as needed
9/18/03 - ESD.36J SPM 4
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Classical Project Organizations
Dedicated Project Organization strong
Team members work 100% for the project
Empowered project manager
Organizationally recognized unit for a certain time
Matrix Organization
Project manager has tasking and budget authority
Line manager has functional authority, promotions
Team members remain in their functional organizations (have
2 bosses)
Potential for conflicts
-
Organization Charts
Influence PO Matrix PO
CEO GM
PMs FM FM FM
Div1 Div2 Div3
PM Project
Customer
PM
PM
PM Steering
Committee
PM
Dedicated PO
-
(Advantages) (Disadvantages)
Influence - one person - no one fully dedicated
participates in - home dept allegiances
PO multiple projects dominate
- low bureaucracy - low reaction speed in case
- no org change of emergency
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Project Organization Selection
Influence PO Matrix PO Dedicated PO
(prob. of success)
Significance
(for company) low priority important live-or-die
Risk
(impact of failure) small depends large
Cost
(total budget) <M$1 M$1-100 >>M$100
Simultaneity
(# concurrent proj) many a few very few
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Internal Team Organization
Responsibilities Type of personnel
Teams Execute design, build and test Technical and process experts,
tasks domain specialists, integrators
Planning, monitoring, Leader type personality, expert
Project adapting project execution, in methods & tools,
Manager allocate resources communicator, stress resistant
Update project plan, track Mix of experienced and new
Project resources and progress,
Staff staff, reliable, tool experts,
documentation, communicate multidisciplinary focus
Steering Approve project plan, secure High-level internal stakeholders
resources, interface with w/authority, external
Committee
customer, decide variants consultants
External Set high level goals, provide depends on industry, e.g. govt
Customer resources, agree to schedule agency representatives
and scope changes, go-no go
9/18/03 - ESD.36J SPM
9
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Integrated Product Teams (IPTs)
Multi-functional team of
specialists working as one
product-oriented
decision power E.g. F/A-18 engine
Integration IPT
evolving membership over
lifecycle
can be mapped to meta-
tasks in DSM
popular since early 1990s
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PM Organization Questions
Air Cleaner
A.I.R.
Fuel System
Throttle Body
EVAP
Ignition System
Electrical System
Engine Assembly
-
PDT Interactions
A B C D E F G H I J K L M N O P Q R S T U V
Engine Block A A
Cylinder Heads B B
Camshaft/Valve Train C C
Pistons D D
Connecting Rods E
E
Crankshaft F F
Flywheel G
G
Accessory Drive H H
Lubrication I I
Water Pump/Cooling J J
Intake Manifold K
K
Exhaust L
L
E.G.R. M
M
Air Cleaner N
N
A.I.R. O
O
Fuel System P P
Throttle Body Q Q
EVAP R R
Ignition S
S
E.C.M. T
T
Electrical System U
U
Engine Assembly V V
Induction Emissions/Electrical
Intake Manifold Air Cleaner Exhaust Electrical System
Accessory Drive Throttle Body E.G.R. Electronic Control
Fuel System A.I.R. E.V.A.P. Ignition
-
Existing System Teams
A F G D E I B C J K P H N O Q L M R S T U V
Engine Block A A
Crankshaft F
F
Flywheel G
G
Pistons D D
Connecting Rods E E
Lubrication I I
Cylinder Heads B B
Camshaft/Valve Train C C
Water Pump/Cooling J J
Intake Manifold K
K
Fuel System P P
Accessory Drive H
H
Air Cleaner N
N
A.I.R. O
O
Throttle Body Q Q
Exhaust L
L
E.G.R. M
M
EVAP R
R
Ignition S
S
E.C.M. T
T
Electrical System U
U
Engine Assembly V V
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Proposed System Teams
F G E D I A C B K J P N Q R B K O L M H S T U V
Crankshaft F F
Team 1
Flywheel G G
Connecting Rods E E
Pistons D D
Team 2
Lubrication I I
Engine Block A
A
Camshaft/Valve Train C C
Cylinder Heads B1
B1 Team 3
Intake Manifold K1 K1
Water Pump/Cooling J J
Fuel System P P
Air Cleaner N N
Throttle Body Q Q
EVAP R R Team 4
Cylinder Heads B2 B2
Intake Manifold K2 Integration
Team
K2
A.I.R. O O
Exhaust L
L
E.G.R. M
M
Accessory Drive H
H
Ignition S
S
E.C.M. T
T
Electrical System U
U
Engine Assembly V
V
Frequency of PDT Interactions
9/18/03 - ESD.36J SPM Daily Weekly Monthly 19
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Team 4
- Exhaust
E.G.R.
Team 3
Team 1 Team 2 A.I.R.
E.V.A.P.
Fuel System
Water Pump/
Flywheel Pistons Cylinder Heads Air Cleaner
Cooling
Connecting Rods Engine Block Camshaft/ Intake Manifold Throttle Body
Crankshaft Lubrication Valve Train
Accessory Drive
Electrical System Engine Assembly
Ignition
Electronic Control Module
Integration Team
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Lessons Learned: Integration
Evaporator
Case
Heater Hoses
Heater
Core
Condenser
Evaporator
Radiator
Oncoming
Fan
Engine
Air
Blower
Controls
Blower
Motor
Accumulator Compressor
Interior
Air A/C Hoses
Engine Compartment
Evaporator
Case
Chunk
Heater Hoses
Heater
Core
Condenser
Evaporator
Radiator
Oncoming
Fan
Engine
Air
Blower
Controls
Blower
Motor
Accumulator Compressor
Interior
Air A/C Hoses
Vehicle Interior
Chunk
Condenser
Evaporator
Radiator
Oncoming
Fan
Engine
Air
Blower
Controls
Blower
Motor
Accumulator Compressor
Interior
Air A/C Hoses
K J D M L A B E F I H C P O G N
Strong Interactions
Weak Interactions
9/18/03 - ESD.36J SPM
27
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System Team Assignments
-
Front End Air Team Interior Air Team
Evaporator
Condenser
Core
Controls/Connections Team
Modular Systems
Distributed Systems
9/18/03 - ESD.36J SPM 29
+ Lessons Learned:
- Product/System Architecture
Hierarchical system decompositions are evident.
System architecting principles are at work.
There is a disparity between known interfaces
and unknown interactions.
Integrating elements may be functional and/or
physical.
Hypothesis: Density of known interactions
novel experienced mature
learning optimization
sparse dense clustered
9/18/03 - ESD.36J SPM 30
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Comparing the System Architecture
- to the Organization Structure
Product Decomposition Development Organization
into Systems into Teams
No
Team
Design Interface Matrix Interaction
Yes
Yes No
Design Interface
Resultant Matrix
Modular Systems
Distributed Systems
9/18/03 - ESD.36J SPM 33
+ Development Organization:
- P&W 4098 Jet Engine
of coordination-type
No
228 2225
(2453)
(8%) (78%)
Team
Interactions
341 68
Yes
(12%) (2%)
(409)
Yes No
(569) (2293)
Design Interfaces
No
228 2225
(2453)
(40.1%)
Team
Interactions
Yes
(59.9%)
(409)
341 68
Yes No
(569) (2293)
Design Interfaces
HYPOTHESES:
H1: Across boundaries, design interfaces are less likely to be
matched by team interactions.
H2: Weak design interfaces are less likely to be matched by team
interactions.
9/18/03 - ESD.36J SPM 36
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Effect of Organization/
System Boundaries
No
- Team
Interactions
Design interfaces
ACROSS organizational 47.8% are
boundaries matched
No
Team
Interactions
Yes
Yes No
Design Interfaces
36.4% of ACROSS
Overall: design interfaces
are matched
Design interfaces 78.8% are
WITHIN organizational
matched
design interfaces
ACROSS organizational
matched
boundaries
communicate when
communicate when
Task Sequencing
Iteration
Parameter Overlapping
Organization
Clustering
Component
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HW3
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Conclusions
Three dominant, classical POs
Dedicated, Matrix, Influence
Most real projects are a mix of these pure forms
IPTs emerged as main organizational form within complex