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Taiz master program Engineering & Management Course Systems Engineering Organizing for System Engineering

Taiz master program Engineering & Management Course Systems Engineering Organizing for System Engineering. Lecturer : John L Simons www.jlsimons.org j.l.simons@rug.nl. Why bother about the organizational structure ?. Looking back, we assume ….

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Taiz master program Engineering & Management Course Systems Engineering Organizing for System Engineering

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  1. Taiz master program Engineering & ManagementCourse Systems EngineeringOrganizing for System Engineering Lecturer : John L Simons www.jlsimons.org j.l.simons@rug.nl SE 2010 9a

  2. Why bother about the organizational structure ? SE 2010 9a

  3. Looking back, we assume … • There is a system specification (under development) • There is a SEMP (tuned to the situation) • Needed is an organizational structure that facilitates individuals in their job, supports the project goals, is stable to noise and dynamic to changes • Note : Specs and SEMP (technology) dictate organization SE 2010 9a

  4. Again : The SE dogma SE 2010 9a

  5. Today’s overview • Developing the organizational structure, scope limitations • Principles of three main structures • Functional • Project • Matrix • Pro’’s and con’’s • HRM requirements SE 2010 9a

  6. Developing the organizational structure, scope limitations • Project goals conflict with regular business goals • Structure (also) needed to control that conflict • Structure may go beyond organization boundary • Next to structure there are processes, culture … SE 2010 9a

  7. As usual SE keeps things simple • Scope is the internal structure to reach project goals SE 2010 9a

  8. Structuring principles • An individual has a discipline • An individual has product/project tasks • There may be a many to many relation between individuals and products > Principle dominance determines structure SE 2010 9a

  9. Warnings • Some individuals have more than one discipline • Over time picture of relations may change • Structure is no goal in itself, processes are !? SE 2010 9a

  10. Functional organization SE 2010 9a

  11. Pro and Con • Enables long term knowledge development • Excellent for stable environments • No stakeholder focus • No single responsibility for project goals SE 2010 9a

  12. Project organization SE 2010 9a

  13. Pro and Con • Clear responsibility lines • Personel loyalty (customer focus) • Obstacle for new technologies • Potential career development obstacle SE 2010 9a

  14. Matrix organization SE 2010 9a

  15. Pro and Con • Functional departments support projects • Sharing of key personel • Project Line pwer battle • Complex reporting lines SE 2010 9a

  16. HRM requirements • Remember … Needed is an organizational structure that facilitates individuals in their job, supports the project goals, is stable to noise and dynamic to changes • Individual needs (culture) become important for staffing SE 2010 9a

  17. A H Maslow A theory of Human Motivation The behavior of humans can be understood by distinguishing levels in needs ranging from basic biological needs (hunger) to advanced spiritual needs (self development) This should steer staffing of personel SE 2010 9a

  18. Maslow pyramid SE 2010 9a

  19. Satisfiers and Dissatisfiers • Job completion, freedom, growth, responisibility … • Company policy, supervision, salary, secondary conditions … SE 2010 9a

  20. Summary • Organization matters • Choice of structure depends on balancing short term project goals and long term HRM goals • HRM goals follow from motivation theory of Maslow SE 2010 9a

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