Kusdhianto Setiawan Gadjah Mada University Defining the Project.

Kusdhianto Setiawan Gadjah Mada University

Defining the Project


Figure 3-1

Project Management Trade-Offs

Performance

Quality

Cost Time


Figure 3-2

Project Priority Matrix

Constrain

Enhance

Accept

Time Performance Cost


Figure 3-3

Hierarchical Breakdown of the WBS

1

2

3

4

Project

Deliverable

Subdeliverable

Lowest subdeliverable

Cost account*

Work package

5

Complete project

Major deliverables

Supporting deliverables

Lowest managementresponsibility level

Grouping of work packagesfor monitoring progress andresponsibility

Identifiable work activities

Level Hierarchical breakdown Description

*This breakdown groups work packages by type of work within a deliverable and allows assignment ofresponsibility to an organizational unit. This extra step facilities a system for monitoring project progress(discussed in Chapter 12).


Figure 3-4

Work Breakdown StructurePersonal computer

prototype

Vendor,software,

applications

Mouse,keyboard,

voice

Diskstorageunits

Microprocessorunit

Moreitems

Floppy HardOptical Internalmemory

unit

BIOS (basicinput/output

system)

ROM RAM I/O File Utilities

Motor Circuitboard

Chassisframe

Read/writehead

WP-1M WP-1 CB WP-1 CF WP-1 RWHWP-2 CB WP-2 CF WP-2 RWHWP-3 CB WP-3 CF WP-3 RWHWP-4 CB WP-4 RWHWP-5 CB WP-5 RWHWP-6 CBWP-7 CB

~ ~ ~ ~ ~

~ ~

~ ~

Work packages

Lowest manageablesubdeliverables

Level1

2

3

4

5


Figure 3-5

Integration of WBS and OBS

Time

Cost accountnumber

Personal computerprototype

Vendor,software,

applications

Mouse,keyboard,

voice

Diskstorageunits

Microprocessorunit

Moreitems

Floppy HardOptical Internalmemory

unit

BIOS (basicinput/output

system)

ROM RAM I/O File Utilities

Motor Circuitboard

Chassisframe

Read/writehead

~ ~ ~ ~ ~

~ ~

~ ~

Lowest manageablesubdeliverables

Level1

2

3

4

5

1.0

1.2 1.3 1.1 1.4

1.1.1 1.1.2 1.1.31.4.1 1.4.2

1.4.1.1 1.4.1.2 1.4.2.1 1.4.2.2 1.4.2.3

1.1.3.1 1.1.3.2 1.1.3.3 1.1.3.4

Cost 1.1.3.4.1account

Cost Costaccount account

Cost Costaccount account

Costaccount

Costaccount

Work packages WP1.1.3.4.2.1 WP1.1.3.4.2.2 WP1.1.3.4.2.3

Budget byperiod

Production

Design

Test

Purchasing

Software

Manufacturing

Organization


Figure 3-8

Read/Write Head Design

Cost

Direct Costs Low Average High

Design engineers $ 80 $100 $150Proto engineers 130 150 280Materials 25 25 25Equipment rental 25 25 30

Total direct costs $260 $300 $485

Work package cost estimate


Figure 3-9

Three Views of Cost

Project Duration

CommittedActual costScheduled budget

Cos

ts$6,000

5,000

4,000

3,000

2,000

1,000


Developing a Network Plan


Figure 4-1

Rollup of Network Plans

WP-2

A

B

C

D

E

F

WP-1

WP-4

WP-3

Level 1 - Milestone Plan

Level 2 - Plans

Level 3 - Plans


Figure 4-2

WBS/Work Packages to Network

Circuitboard

Designcost

account

Productioncost

account

Testcost

account

Softwarecost

account

Lowestelement

Organizatio

Units

DesignWP D-1-1 SpecificationsWP D-1-2 Documentation

ProductionWP P-10-1 Proto 1WP P-10-2 Final Proto 2

Test systemsWP T-13-1 Test

SoftwareWP S-22-1 Software preliminaryWP S-22-1 Software final version

BProto 1

5

DFinal

proto 24

ASpecifications

and documentation2

CPreliminary

software3

FFinal

software2

KTest

3

AD-1-1D-1-2

BP-10-1

DP-10-2

FS-22-2

KT-13-1

CS-22-1


Figure 4-3

Activity-on-Node Network Fundamentals

X

Y

Z

Y and Z are preceded by X

Y and Z can begin at thesame time, if you wish

(B)

A B C

A is preceded by nothingB is preceded by AC is preceded by B

(A)

J

K

L

M

J, K, & L can all begin atthe same time, if you wish(they need not occursimultaneously)

All (J, K, L) must becompleted before M canbegin

but

X Z

AAY

(C)

(D)

Z is preceded by X and Y

AA is preceded by X and Y


Figure 4-6

Activity-on-Node Network Fundamentals

KOLL BUSINESS CENTERCounty Engineers Design Department

B

15

Constructionplans

C

10

Trafficstudy

D

5

Servicecheck

A

5

Applicationapproval

ES ID EF

SL

LS Dur LF

Description

F

10

Commissionapproval

G

170

Wait for construction

H

35

Occupancy

E

15

Staff report

EF


Figure 4-7

Activity-on-Node Network Forward Pass

5 B 20

15

Constructionplans

C

10 10 20

Trafficstudy

D

15 5 20

Servicecheck

A

0 5 5

Applicationapproval

ES ID EF

SL

LS Dur LF

Description

F

20 10 30

Commissionapproval

G

30 170 200


H

200 35 235

Occupancy

20 E 35

15

Staff report

EF


20

15

20

15

10

200

35


Figure 4-8

Activity-on-Node Network Backward Pass

B

5 15 20

Constructionplans

C

10 10 20

Trafficstudy

D

15 5 20

Servicecheck

A

0 5 5

Applicationapproval

ES ID EF

SL

LS Dur LF

Description

F

20 10 30

Commissionapproval

G

30 170 200


H

200 35 235

Occupancy

E

185 15 200

Staff report

LS


20

20

185

185

10

15

5

20


Figure 4-9

Activity-on-Node Network with Slack

5 B 20

0

5 15 20

Constructionplans

5 C 15

5

10 10 20

Trafficstudy

5 D 10

10

15 5 20

Servicecheck

0 A 5

0

0 5 5

Applicationapproval

ES ID EF

SL

LS Dur LF

Description

20 F 30

0

20 10 30

Commissionapproval

30 G 200

0

30 170 200


200 H 235

0

200 35 235

Occupancy

20 E 35

165

185 15 200

Staff report

LS EF


20

15

185

185

10

15

5

20

20

20

10

20

15


Figure 4-10

Software Conversion ProjectResponsibility Matrix

Engineeringdepartment

R A C

Kim C C

Ron C R A A A

Holly R

James R

Chuck A A

Wendy A R

Documentsdepartment

R R C

Sys

tem

spec

ific

atio

ns

Cod

ing

Use

rm

anua

l

For

ms

Cro

ssov

erpl

an

Tra

in s

taff

Tes

tActivities

Org

aniz

atio

nU

nit/

Indi

vidu

al Legend

R = ResponsibilityC = ContributesA = Advises


Figure 4-12

Air Control Inc., Custom OrderProject—Network Diagram

1 Orderreview

20 20 2

2

3

4

5

Softwaredevelopment

Orderstandard

parts

Producestandard

parts

Designcustom parts

18 2 2022 40

15 2 1715 30

10 2 12 5 15

13 2 12 5 15

6

7 8

Manufacturecustom

hardware

Assemble Test

Activity8#

Legend

1515 3015 30

1030 4030 40

540 4540 45

DurationES EFLS LF


Figure 4-13

Air Control Inc., Custom OrderProject—Gantt Chart

0 7 14 21 28 35 42 49

2

13

15

10

18

15

10

5

Order review

Design custom parts

Order standard parts

Produce standard parts

Software development

Manufacture customhardware

Assemble

Test


Figure 4-14

Air Control Inc., Custom OrderProject—Network with Dates

1 Orderreview

2 1-Jan 2-Jan 1-Jan 2-Jan

2

3

4

5

Softwaredevelopment

Order standard parts

Produce standard parts

Designcustom parts

18 2-Jan 20-Jan22-Jan 9-Jan




6

7 8

Manufacturecustom

hardware

Assemble Test

Activity8#

Legend




DurationES date EF dateLS date LF date


Figure 4-15

Example of Laddering UsingFinish-to-Start Relationship

Trench1/3

Trench1/3

Trench1/3

Lay pipe1/3

Lay pipe1/3

Lay pipe1/3

Refill1/3

Refill1/3

Refill1/3

AON network


Figure 4-16

Finish-to-Start Relationship

X YLag 2


Figure 4-17

Start-to-Start Relationship

ActivityM

ActivityN

ActivityP

ActivityQ

Lag 5

A B


Figure 4-18

Use of Lags to Reduce Detail

Trench1 mile

Lay pipe1 mile

Lag 3

Refill1 mile

Lag 3


Figure 4-19

Finish-to-Finish Relationship

Lag 4Prototype

Testing


Figure 4-20

Start-to-Start Relationship

Lag 3

Systemdocumentation

Testing


Figure 4-21

Combination Relationships

Lag 2

Code

Debug

Lag 4


Figure 4-22

Network Using Lags

5 B 15

00

5 10 15

10 D 25

1111

21 15 36

0 A 5

0 0

0 5 5

ES ID EF

SL SL

LS Dur LF

15 E 30

05

30 10 45

30 F 40

05

30 10 45

40 H 50

5 0

45 5 50

15 C 20

5 5

20 5 25

Legend25 G 40

110

36 4 40

Lag 5

Lag 10

Lag 10

Lag 5Lag 10


Figure 4-23

Hammock Activity Example

5 B 6

0

5 1 6

11 E 21

0

11 10 21

0 A 5

0

0 5 5

ES ID EF

SL

LS Dur. LF

Description

6 D 10

8

14 4 18

10 F 13

8

18 3 21

21 F 25

0

21 4 25

6 C 11

0

6 5 11

Legend5 G 13

Hammock

8


Managing Risk


Figure 5-1

Risk Event Graph

Risk

High

Cost

Low

Project life cycle

Chances of risksoccurring

Cost to fixrisk event


Figure 5-2

Risk Assessment Matrix

Systemfreezing

Low High High Startup

Userbacklash

High Medium MediumPost

installation

Hadwaremalfunctioning

Medium High High Installation

Risk eventChance-

LMHSeverity-

LMH

Detectiondifficulty-

LMH When


Figure 5-3

Risk Schedules

Best-case schedule

Baseline schedule

Worst-case schedule

Actual scheduleForecast completion

schedule

10%

50%

90%

470 days

500 days

590 days

550 days300 days

Actual tracking schedule


Figure 5-4

Responses to Risk Matrix

Risk eventAccept, reduce,share, transfer

Contingencyplan Trigger

Systemfreezing

Reduce Reinstall OSStill frozenafter 1 hour

Userbacklash

ReduceIncrease staff

supportCall from topmanagement

Hadwaremalfunctioning

TransferOrder different

brandReplacementdoesn't work


Figure 5-5

Change RequestProject _________________

Originator ________________

Description of change

Install Y2K compatible chip in six computer controlled milling machines

Date _________________

Phone ________________

Y2K-Machine Dept.

CEG

3/29/

Ext. 4942

Impact Areas Baseline Impact

Deliverable # __________

Work Package # __________Cost Account # __________

Organization Unit __________

1.3M

1.313M1.31M

IS-M Dept.

Scope

Budget

Schedule

Contingency

Staff

Equipment

X

X X

X

Justification (include impact if not implemented)

Reprogramming cost is higher than estimated, and risk of old chips failing is higherthan estimated. (Eliminating reprogramming cost is -$10,000. Cost of Y2K chipsinstalled is +$15,000)

Disposition

Approve

Approve as amended

Disapprove

Deferred

XPriority

Emergency

Urgent

Routine

X

Funding Source

Mgmt. Reserve $ _____________

Budget. Reserve $ _____________

Other $ _____________

5,000.

Authorized _________________

Date ______________________

Scheduled start _________________

Scheduled finish ________________

S.P

4/3/

4/7/

5/10/


Chapter 6

Reducing Project Time


Figure 6-1

Project Cost-Time Graph60

50

40

30

20

10

04 6 8 10 12 14 16

Totalcosts

Optimumcost-time

point

Directcosts

Indirectcosts

Low-costplan duration

point

Project duration

Cos

ts


Figure 6-2

Activity Graph

$800

600

400

200

00 5 10

Activity duration (units)

Act

ivit

y co

stCrashcost

Normalcost

Crash point

Normalpoint


Figure 6-3

Cost-Time Trade-Off ExampleDirect cos ts

Normal CrashAct ivity

IDSlope

Maximumcrasht ime Time Cos t Time Cost

ABCDEFG

204030253030 0

1 2 1 4 2 1 0

3 $506 80

10 6011 50

8 1005 406 70

2 $704 1609 907 1506 1604 706 70

Total direct cost $450

A

3

B

6

C

10

D

11

E

8

F

5

G

6

(a)

Time 25

A

2x

B

6

C

10

D

11

E

8

F

5

G

6

(b)

Time 24

LegendACT

DUR

Initial totaldirect cost $ 450

Totaldirect cost $ 470

Activities changed A $20


Figure 6-4

Cost-Time Trade-Off Example (continued)

A

2x

B

6

C

9x

D

9

E

7

F

4x

G

6

(c)

Time 21

A

2x

B

6

C

10

D

10

E

8

F

5

G

6

(a)

Time 23

A

2x

B

6

C

10

D

10

E

6

F

4x

G

6

(b)

Time 22


Activities changed D $25


Activities changed F $30


Activities changed F D E $30 $25 $30


Figure 6-5

Summary Costs by Duration

Projectduration

Directcosts

+Indirect

costs=

Totalcosts

25 450 400 $85024 470 350 82023 495 300 79522 525 250 77521 610 200 810


Figure 6-6

Project Cost-Time Graph$1000

800

600

400

200

0

20 21 22 23 24 25

$775

Duration (units)

Totalindirect

cost

Totaldirectcost

Totalproject

cost

Optimumcost-time

pointC

ost


Chapter 7

Resource Scheduling


Figure 7-1

Constraint Examples

Pour Frame Roof

Design Code Test

Technical constraints

(A)

Plan

Purchaserefreshments

ReceptionDecoratehall

Hire band

(B)

Resource constraints

Plan Hire bandDecorate

hallPurchase

refreshmentsReception(C)


Figure 7-2a

Time Constrained Network

2 B 8

2 2 2

4 6 10

2 C 6

0 2 0

2 4 6

2 D 4

6 1 6

8 2 10

0 A 2

0 2 0

0 2 2

ES ID EF

SL RES SLK

LS DUR LF

6 F 10

0 1 0

6 4 10

10 G 12

0 1 0

10 2 12

6 E 8

2 1 2

8 2 10

Legend


Figure 7-2b

Time Constrained Network

A 2 2 0 2 0 2 2

B 2 6 2 10 2 2 2 2 2 2 2

C 2 4 2 6 0 2 2 2 2

D 1 2 2 10 6 1 1

E 1 2 6 10 2 1 1

F 1 4 6 10 0 1 1 1 1

G 1 2 10 12 0 1 1

2 2 5 5 4 4 4 4 1 1 1 1Total resource load

ID RES DUR ES LF TS 0 1 2 3 4 5 6 7 8 9 10 11 12

2 2 5 5 4 4 4 4 1 1 1 1

0 1 2 3 4 5 6 7 8 9 10 11 125432

1

Total resource load

Early start leveled resource profile

ES resource load chart


Figure 7-3a

Leveled Resource Schedule

A 2 2 0 2 0 2 2

B 2 6 2 10 2 X X 2 2 2 2 2 2

C 2 4 2 6 0 2 2 2 2

D 1 2 2 10 6 1 1

E 1 2 6 10 2 1 1

F 1 4 6 10 0 1 1 1 1

G 1 2 10 12 0 1 1


ID RES DUR ES LF TS 0 1 2 3 4 5 6 7 8 9 10 11 12

2 2 3 3 4 4 3 3 3 3 1 1

0 1 2 3 4 5 6 7 8 9 10 11 125432

1

Leveled resource profile

Leveled resource schedule A


Figure 7-3b

Leveled Resource Schedule

A 2 2 0 2 0 2 2

B 2 6 2 10 2 X X 2 2 2 2

C 2 4 2 6 0 2 2 2 2

D 1 2 2 10 6 x x x x x x 1 1

E 1 2 6 10 2 x x 1 1

F 1 4 6 10 0 1 1 1 1

G 1 2 10 12 0


ID RES DUR ES LF TS 0 1 2 3 4 5 6 7 8 9 10 11 12

2 2 4 4 4 4 3 3 3 3 1 1

0 1 2 3 4 5 6 7 8 9 10 11 125432

1

Leveled resource profile

Leveled resource schedule B


Figure 7-4a

Resource Constrained Schedulethrough Period 2-3

2 B 8

2 2 2

4 6 10

2 C 6

0 2 0

2 4 6

2 D 4

6 1 6

8 2 10

0 A 2

0 2 0

0 2 2

ES ID EF

SLK RES SLK

LS DUR LF

6 F 10

0 1 0

6 4 10

10 G 12

0 1 0

10 2 12

6 E 8

2 1 2

8 2 10

Legend


Figure 7-4b


Lev

eled

res

ourc

e pr

ofil

e

ID RES DUR ES LF TS 0 1 2 3 4 5 6 7 8 9 10 11 12

A 2 2 0 2 0 2 2

B 2 6 2 10 2 X

C 2 4 2 6 0 2 2 2 2

D 1 2 2 10 6 1 1

E 1 2 6 10 2

F 1 4 6 10 0

G 1 2 10 12 0

2 2 3 3 2 2

3 3 3 3 3 3 3 3 3 3 3 3

Total resource load

Resource available

3 1

13 14

ES

res

ourc

e lo

ad c

hart

ID RES DUR ES LF TS 0 1 2 3 4 5 6 7 8 9 10 11 12

A 2 2 0 2 0 2 2

B 2 6 2 10 2 2 2 2 2 2 2

C 2 4 2 6 0 2 2 2 2

D 1 2 2 10 6 1 1

E 1 2 6 10 2 1 1

F 1 4 6 10 0 1 1 1 1

G 1 2 10 12 0 1 1


13 14


Figure 7-5a


Res

ourc

e co

nstr

aine

d sc

hedu

leth

roug

h pe

riod

5-6

ID RES DUR ES LF TS 0 1 2 3 4 5 6 7 8 9 10 11 12

A 2 2 0 2 0 2 2

B 2 6 10 X X X X

C 2 4 2 6 0 2 2 2 2

D 1 2 2 10 6 1 1

E 1 2 6 10 2

F 1 4 6 10 0

G 1 2 X X

2 2 3 3 2 2

3 3 3 3 3 3 3 3 3 3 3 3

Total resource load

Resource available

13 14

2 3 45 6

2 1 0-1 -2

10 11 12

12 13 14

0 -1 -2

Fin

al r

esou

rce

cons

trai

ned

sche

dule

ID RES DUR ES LF TS 0 1 2 3 4 5 6 7 8 9 10 11 12

A 2 2 0 2 0 2 2

B 2 6 10 X X X X 2 2 2 2 2 2

C 2 4 2 6 0 2 2 2 2

D 1 2 2 10 1 1 S S

E 1 2 10 X X X X 1 1

F 1 4 6 1 1 1 1

G 1 2 X X 1 1

2 2 3 3 2 2 3 3 3 3 3 3 1 1

3 3 3 3 3 3 3 3 3 3 3 3 3 3

Total resource load

Resource available

13 14

2 3 45 6

2 1 0-1 -2

10 11 12

12 13 14

0 -1 -2

0 1 2

10 11 12

6 7 89 10

2 1 0-1 -2

6 2


Figure 7-5b


6 B 12

0 2 0

6 6 12

2 C 6

0 2 0

2 4 6

2 D 4

2 1 2

4 2 6

0 A 2

0 2 0

0 2 2

ES ID EF

SLK RES SLK

LS DUR LF

6 F 10

0 1 0

6 4 10

12 G 14

0 1 0

12 2 14

10 E 12

0 1 0

10 2 12

Legend


Figure 7-6b

Original Network Plan

2 6 7

8 2A 8

10 5 15

2 4 5

4 2C 4

6 3 9

4 5 9

0 2C 0

4 5 9

0 2 3

6 1A 6

6 3 9 9 8 12

0 2B 0

9 3 12

14 10 16

1 2A 1

15 2 179 7 14

1 2B 1

10 5 15

0 1 2

4 1A 4

4 2 6

0 3 4

0 2B 0

0 4 4

4 9 7

5 2A 5

9 3 12

12 11 17

0 2C 0

12 5 17

ES ID EF

SLK RES SLK

LS DUR LF

Legend

Resourcesavailable,2 each ofA, B, C


Figure 7-6b

Original Network Plan

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14

S 0 6 S S S S S S

3 S 8 7

4 5 11 S S

102

1

15 16 17 18 19 20

A

B

C

Resource loading chart

ACT ES LS EF LF Slack1 0 4 2 6 42 0 6 3 9 63 0 0 4 4 04 2 6 5 9 45 4 4 9 9 06 2 10 7 15 87 9 10 14 15 18 9 9 12 12 09 4 9 7 12 510 14 15 16 17 111 12 12 17 17 0

Plan scheduleACT RES ESR LSR EFR LFR Slack

1 1A 0 0 2 2 02 1A 0 7 3 10 73 2B 0 1 4 5 14 2C 2 2 5 5 05 2C 5 5 10 10 06 2A 7 13 12 18 67 2B 13 13 18 18 08 2B 10 10 13 13 09 2A 4 10 7 13 610 2A 18 18 20 20 011 2C 13 15 18 20 2

New resource schedule


Figure 7-7

Splitting/Multitasking

Activity duration without splitting

Activity duration split into three segments—A, B, C

Activity A Activity B Activity C

Activity A Activity B Activity C

Startup Shutdown

Activity duration split with shutdown and startup


Figure 7-8

Responsibility Matrix for aMarket Research Project

Task Richard Dan Dave Linda Elizabeth

Identify target customers R S S

Develop draft questionnaire R S S

Pilot-test questionnaire R S

Finalize questionnaire R S S S

Print questionnaire R

Prepare mailing labels R

Mail questionnaires R

Receive and monitor returned questionnaires R S

Input response data R

Analyze results R S S

Prepare draft of report S R S S

Prepare final report R S

Project teamR = ResponsibleS = Supports/assists


Figure 7-9

Responsibility Matrix for the ComputerControlled Conveyor Belt Project

DeliverablesDesign Develop-

mentDocumen-

tationAssembly Testing Purchas-

ingQuality

assuranceManufac-

turing

Architechural design 1 2 2 3 3

Hardware specifications 2 1 2 3

Kernal specifications 1 3 3

Utilities specification 2 1 3

Hardware design 1 3 3 3

Disk drivers 3 1 2

Memory management 1 3 3

Operating system documentation 2 2 1 3

Prototypes 5 4 1 3 3 3 4

Integrated acceptance test 5 2 2 1 5 5

Organization

Legend

1 Responsible 2 Support3 Consult 4 Notification5 Approval


Chapter 8

Organization


Figure 8-1

Functional Organizations

Delta Manufacturing, Inc.President

Humanresources

Finance andadministration

Marketing Engineering Manufacturing Procurement

Electronicsengineering

Softwareengineering

Mechanicalengineering

DesignReceiving &inspection

Purchasing

Customerservice

Domesticsales

Internationalsales

Fabrication Assembly TestingProductionscheduling

Projectcoordination


Figure 8-2

Dedicated Project Team

Zeus Electronics, Inc.President

Humanresources


Marketing Engineering Manufacturing Procurement

Project manager

Project team

Figure 8-3

Project Organization Structure

Central Engineering Systems, Inc.President

MarketingHuman

resources

Engineering Manufacturing Procurement


Legal

Alpha ProjectProject Manager

Beta ProjectProject Manager

Engineering Subcontractors

Manufacturing Procurement

Otherprojects

Otherprojects

ElectricalMechanicalSoftware

FabricationAssemblyTest

SystemsHardwareSoftware

Subcontractor XSubcontractor YSubcontractor Z

AssemblyTest



Figure 8-4

Matrix Organization Structure

Zeus Electronics, Inc.President

Humanresources

Finance

Director ofprojects Engineering Manufacturing Marketing

Projectadministration

Designengineering

Electronicsengineering

Softwareengineering

Mechanicalengineering

Technicaldocumentation

Assembly Testing Quality Domesticsales

Internationalsales

Customerservice

Project Aproject

manager

Project Bproject

manager

Project Cproject

manager

1

1

1/2

2

3

1

1

1 1

2

1

1

1

2

1

1/2

1

1

1 1

1/2

2

2

1

2

Kusdhianto Setiawan

Table 8-1

Division of Project Manager and Functional Manager Responsibilities in a Matrix Structure

Project manager Negotiated issues Functional manager

What has to be done? Who will do the task? How will it be done?

When should the task bedone?

Where will the task bedone?

How much money isavailable to do the task?

Why will the task be done? How will the projectinvolvement impact normalfunctional activities?

How well has the totalproject been done?

Is the task satisfactorilycompleted?

How well has the functionalinput been integrated?

Gadjah Mada University

Kusdhianto Setiawan

Figure 8-6

Key Dimensions Defining anOrganization’s Culture


Job 1. Member identity Organization

Individual 2. Team emphasis Group

Task 3. Management focus People

Independent 4. Unit integration Interdependent

Loose 5. Control Tight

Low 6. Risk tolerance High

Performance 7. Reward criteria Other

Low 8. Conflict tolerance High

Means 9. Means-ends orientation Ends

Internal 10. Open-system focus External

Kusdhianto Setiawan

Figure 8-8

Cultural Dimensions of an OrganizationSupportive of Project Management


Job 1. Member identity

Organization

Individual 2. Team emphasis

Group

Task 3. People focus

People

Independent 4. Unit integration

Interdependent

Loose 5. Control

Tight

Low 6. Risk tolerance

High

Performance 7. Reward criteria

Other

Low 8. Conflict tolerance

High

Means 9. Means-ends orientation

Ends

Internal10. Open-system focus

External

Kusdhianto Setiawan

Figure 8-9

Organization of Product DevelopmentProjects at ORION


Project manager

Deputyplanning and control management

Electronicssystem engineer

Mechanicssystem engineer

Team leader

Team leader

Team leader

Team leader

Kusdhianto Setiawan

Figure 8-10

Traditional Master Plan at ORION


Activities/time 4-7 Years 1-4 Years

Design reviews

Design anddevelopment

Production anddelivery

ILS

SDR PDR CDR TRR PRR

Laboratory tests Environmental tests

Build production lineand test equipment

Documentation andtraining program

Training

Production and deliveries

Kusdhianto Setiawan

Figure 8-11

Proposed Project Organizationfor the Jaguar Project


Project manager

Deputyproduction manager

Electronicssystem engineer

Mechanicssystem engineer

Team leader

Team leader

Team leader

Team leader

Deputyplanning and control management

QAmanager

ILSmanager

Kusdhianto Setiawan

Figure 8-12

Jaguar Master Plan


Activities/time 3-4 Years 1-4 Years

Design reviews

Design anddevelopment

Production anddelivery

ILS

SDR PDR CDR TRR PRR

Laboratory tests Environmentaltests

Build production lineand test equipment

Documentation andtraining program

Training

Production and deliveries

Kusdhianto Setiawan

Figure A8-1

Mechanisms for SustainingOrganizational Culture


Methods for maintaining organizational culture

• Formal statement of principles• Top management behavior• Reactions to organizational crisis• Allocation of rewards and status• Rituals, stories, and symbols

Recruitment ofemployees whofit the culture

Organizationalculture

Removal ofemployees who

deviate fromthe culture

Kusdhianto Setiawan Gadjah Mada University Defining the Project.

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