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Chapt15
 

Chapt15

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    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