The document discusses elements of effective project organization and management. It describes key roles like the project officer, project manager, and project engineer. It also discusses different organizational forms like functional organizations, project organizations, and matrix management. Effective project managers need technical, administrative, and interpersonal skills. Characteristics of successful projects include commitment from leadership and stakeholders, adequate control and feedback, and reduced bureaucracy. Characteristics of failed projects include poor skills, coordination, control, and familiarity with requirements.

1. Managing Engineering and Technology Third Edition Babcock and Morse Project Organization, Leadership, and Control Chapter 15

2. Advanced Organizer

3. Chapter Objectives Describe the characteristics for a project manager Describe methods of motivating teams

4. Modern Organizational Forms Increased Emphasis on Project Management

5. Elements of the Project Organization Project Officer: “Unifying Agent” bearing primary responsibility Project Manager Project Engineer Project Administrator

6. 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

7. 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

8. Conducting Projects Within: Project Organization PJM has direct control over all elements needed to execute the project

9. 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

10. Matrix Management Functional Manager is responsible for Assignment of functional specialists Quality of work done with functional specialty Selecting, evaluating, and rewarding work

11. Effective Program Managers Need a blend of skills Technical Administrative Interpersonal

12. 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

13. 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

14. Characteristics Associated with Success Commitment of parent organization, project manager, and client to Schedules Budget Technical Performance Frequent Feedback Adequate Control Public Support

15. 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

16. 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