| Page 1 Module 15 Module 15 Project Organization, Leadership, and Control |
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| Page 2 Module 15 info info Learning Objectives Upon successful completion, the student will be able to: 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 Describe the different types of project contracts |
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| Page 3 Module 15 info info Modern Organizational Forms Increased Emphasis on Project Management |
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| Page 4 Module 15 info info Elements of Project Organization (1) Project Office: “Unifying Agent” bearing primary responsibility Project Manager Project Engineer Project Administrator |
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| Page 5 Module 15 info info Elements of Project Organization (2) 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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| Page 6 Module 15 info info Conducting Projects Within the Functional Organization 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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| Page 7 Module 15 info info Typical functional organization * showing locations from which a project manager or coordinator might lead a project. |
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| Page 8 Module 15 info info The Project Organization In a fully projectized organization: The PM has direct control over all elements needed to execute the project Attractive for large, long-duration projects. |
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| Page 9 Module 15 info info 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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| Page 10 Module 15 info info 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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| Page 11 Module 15 info info Typical Matrix Organization |
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| Page 12 Module 15 info info Effective Program Managers Need a blend of skills Technical Administrative Interpersonal |
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| Page 13 Module 15 info info 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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| Page 14 Module 15 info info 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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| Page 15 Module 15 info info Managing Conflict Conflict sources: Conflict over schedules Conflict over project priorities Conflict over work force resources Conflict over technical opinions and performance trade-offs Conflict over administrative procedures Personality conflict Conflict over cost |
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| Page 16 Module 15 info info Characteristics Associated with Success (1) Commitment of parent organization, project manager, and client to Schedules Budget Technical Performance Frequent Feedback Adequate Control Public Support |
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| Page 17 Module 15 info info Characteristics Associated with Success (2) Reduced Bureaucratic Complexity (i.e. Red Tape) Judicious use of planning and control tools “Projectized” Organization Participative decision making within the team Project management skills Bottom Line Satisfied Customer |
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| Page 18 Module 15 info info 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 |
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| Page 19 Module 15 info info Types of Contracts (1) Fixed-Price Firm Fixed-price Fixed-price with escalation Fixed-price, redeterminable Fixed-price, incentive |
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| Page 20 Module 15 info info Types of Contracts (2) Cost Type Cost plus incentive fee Cost plus fixed-fee Time and materials |
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| Page 21 Module 15 info info THE END |
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