Upcoming SlideShare
Loading in...5







Total Views
Views on SlideShare
Embed Views



1 Embed 1 1



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

Chapt15 Chapt15 Presentation Transcript

  • Managing Engineering and Technology Third Edition Babcock and Morse
    • Project Organization, Leadership, and Control
    • Chapter 15
  • Advanced Organizer
  • Chapter Objectives
    • Describe the characteristics for a project manager
    • Describe methods of motivating teams
  • Modern Organizational Forms
    • Increased Emphasis on Project Management
  • Elements of the Project Organization
    • Project Officer: “Unifying Agent” bearing primary responsibility
      • Project Manager
      • Project Engineer
      • Project Administrator
  • Elements of Project Organization
    • Key Functional Support
      • Systems Analysis
      • Product Design and Analysis
      • QA and Reliability
      • Product Planning
      • Product Installation and Test
      • Training, Logistics Planning, and Field Support
  • Conducting Projects Within:
    • Functional Organization
      • Project Manager is appointed to coordinate activities
        • PJM has no line authority over most project personnel
        • Must lead by persuasion and influence
  • Conducting Projects Within:
    • Project Organization
      • PJM has direct control over all elements needed to execute the project
  • Matrix Management
    • Project personnel report to both functional and project managers
    • Project Manager controls
      • Project Tasks
      • Project Resources
      • Project Schedule
      • AND is focal point for customer contact, project changes, and project communication
  • Matrix Management
    • Functional Manager is responsible for
      • Assignment of functional specialists
      • Quality of work done with functional specialty
      • Selecting, evaluating, and rewarding work
  • Effective Program Managers
    • Need a blend of skills
      • Technical
      • Administrative
      • Interpersonal
  • Project Manager’s Scope
    • 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
  • 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
  • Characteristics Associated with Success
    • Commitment of parent organization, project manager, and client to
      • Schedules
      • Budget
      • Technical Performance
    • Frequent Feedback
    • Adequate Control
    • Public Support
  • Characteristics, cont .
    • Reduced Bureaucratic Complexity (i.e. Red Tape)
    • Judicious use of planning and control tools
    • “ Projectized” 0rganization
    • Participative decision making within the team
    • Project management skills
    • Bottom Line
  • 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