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Special Topic Organizational Considerations

Special Topic Organizational Considerations. Purely Functional –

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Special Topic Organizational Considerations

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  1. EMIS 7307 T&E Part 6 Special TopicOrganizational Considerations • Purely Functional – • This is sometimes referred to as either the “classical” or “traditional” approach that involves the grouping of specialties or disciplines into separately identifiable entities. Intent is to perform similar activities within one organizational component. • See Fig 7.3

  2. EMIS 7307 T&E Part 6 Advantages: Specialists are grouped to share knowledge. The organization can respond quickly to a specific requirement. Budgeting and cost control are easier due to the centralization of areas of expertise. There is no question as to who is the “boss”. Disadvantages: Little project identity. Requirement tailoring discouraged. Little customer orientation. Less motivation for generation of new ideas. Special Topic: Organizational Considerations Functional

  3. EMIS 7307 T&E Part 6 Functional Organization • Strengths • Skill Development • Technology Development • Technology Transfer • High personnel loyalty • Weaknesses • No dedicated customer interface • Unclear Project Priority • Confused communication • Difficult Schedule control

  4. EMIS 7307 T&E Part 6 Special TopicOrganizational Considerations • Product or Project – • This form of organization is one that is solely responsive to the planning, design and development, production, and support of a single or large product. • Everyone works for the project manager. • See Fig. 7.7.

  5. EMIS 7307 T&E Part 6 Advantages: A good product and customer orientation. Personnel morale and project loyalty. No expertise time sharing. Good project visibility. Disadvantages: Application of new technologies suffers. With multiple projects comes duplication of resources. Shifting of personnel difficult. Opportunities are limited. Special Topic: Organizational Considerations Project

  6. EMIS 7307 T&E Part 6 Pure Project Organization • Strengths • Clear Accountability • Clear Customer interface • Strong Controls • Strong Communication • Dedicated resources • Weaknesses • Talent duplication • Less Technology awareness • Reduced functional development • Irregular workloads • Higher staffing levels

  7. EMIS 7307 T&E Part 6 Special TopicOrganizational Considerations • Matrix – This organizational structure is an attempt to combine the advantages of the purely functional organization and the purely project organization. • See Fig 7.8

  8. EMIS 7307 T&E Part 6 Advantages: A good product and customer orientation. Expertise readily exchanged between projects. Effective utilization of personnel. Disadvantages: Balance of power issues between project and functional organizations. Split chain of command “who’s the boss?” Special Topic: Organizational Considerations Matrix

  9. EMIS 7307 T&E Part 6 Conventional Matrix Organization GeneralManager ProjectMgr. A1 Engineering Manufacturing Marketing &Sales Contracts &Legal Finance ProgramMgr. A ProjectMgr. A2 ProjectMgr. A3 • Strengths • Single point of contact • Clear Customer interface • Quick response • Reduced duplication • Technology transfer • Disbanded easily • Weaknesses • High management skill required • Competition of resources • Management cooperation required • Reduced employee recognition

  10. EMIS 7307 T&E Part 6 All necessary disciplines on the team. Assures integration of testing and “ilities” with the mainline design process. Collection of IPTs support a project. IPTs are lead by mini project managers. Peopled from a variety of functional areas. Likely to include customer as a member. Special Topic: Organizational Considerations Integrated Product and Process Teams (IPT)

  11. EMIS 7307 T&E Part 6 Historical View of IPTs • The principles of IPTs originated in the concepts of concurrent engineering (CE). • The basic idea of CE is that of an integrated product cycle. • A multi-disciplined team considers all aspects of the product life cycle throughout the acquisition process. • Product cycle can be optimized to meet cost, schedule, and marketing goals. • In the traditional sense, the final measure of success is made in the competitive market place. • If the product does well, the team is successful.

  12. EMIS 7307 T&E Part 6 Value of IPT Use • Improved decision making. • Integrates functional disciplines reducing sequential processes and improving lead times. • Result: Improved communications and problem-solving processes which enhance defense acquisition decision making.

  13. EMIS 7307 T&E Part 6 Serial versus Team Approach

  14. EMIS 7307 T&E Part 6 Composition and Principles • IPTs are composed of representatives from all appropriate functional disciplines • Team members work together to build successful programs and enable decision-makers to make the right decisions at the right time. • IPTs operate under the following broad principles: • Open discussions with no secrets • Qualified, empowered team members • Consistent, success-oriented, proactive participation • Continuous “up-the-line” communications • Reasoned disagreement • Issues raised and resolved early

  15. EMIS 7307 T&E Part 6 For system level I&T and T&E. Includes all the necessary disciplines Test planners, executors, statisticians, configuration management, liaison with test facilities, system experts, etc. Organizationally another IPT. Likely to include customer as a member. Special Topic: Organizational Considerations Integrated Test Team (ITT)

  16. EMIS 7307 T&E Part 6 Special Topic: Organizational Considerations

  17. EMIS 7307 T&E Part 6 Organization Options Summary • Numerous possible organizational structures/designs • No single-best solution for all situations • Organizational structures must vary depending upon the size, complexity, and phase of the project cycle OrganizationalSpectrum Functional (Skill Centers) Organization Functional (Product/Services Centers) Organization Conventional MatrixOrganization CollocatedMatrixOrganization (Hybrids) Integrated Project Team Organization PureProjectOrganization

  18. EMIS 7307 T&E Part 6 Forming • When the team first meets, the Forming stage begins. • The team is uncertain and anxious, but optimistic and excited, as they attempt to define the task and determine acceptable group behavior. • The team is very dependent on a leader at this stage.

  19. EMIS 7307 T&E Part 6 Storming • Storming is a stage of conflict • Team members struggle with individual needs and approaches to the task rather than collaboration.

  20. EMIS 7307 T&E Part 6 Norming • As closer relationships develop and trust and respect is established, the team moves into the Norming stage. • Cohesiveness develops and the members of the team are more willing to work together.

  21. EMIS 7307 T&E Part 6 Performing • Team reaches the Performing stage. • It has a clear goal. • Members understand the strengths and weaknesses of the team and its members. • Team members have learned their roles and how they each contribute to the team mission. • The team is able to diagnose and solve problems as it works toward its goal.

  22. EMIS 7307 T&E Part 6 Summary • The use of teams can significantly improve the defense acquisition decision making process. • Teams streamline processes and can focus upon “what matters most.” • Teams identify opportunities for improvements. • Include the customer if at all possible.

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