ESD.

36J System & Project Management

Lecture 5

+
Project Organization and

- Architecture

Instructor(s)

Prof. Olivier de Weck

DSM contributions from

Prof. Steve Eppinger
9/18/2003

-
Introduction

Project Organizations
Dedicated Project Organizations
Matrix Organization
Influence Project Organization
Integrated Product Teams (IPTs)
Alignment of Organization and Architecture
DSM Overlap: Tasks, Product Elements, Teams
Industrial Examples
Intro to HW3

9/18/03 - ESD.36J SPM 2

 +

-
Views of Project Management
Functional View Organizational View

Team-oriented
Task-oriented who will contribute
what needs to and how are
be done? we organized? Today!
Tasks
CPM/PERT SPM Teams
DSM, SD
Elements
Methods and Tools Product-oriented
how can we plan, what is the architecture
execute and monitor of the system/product?
most effectively?

Instrumental View Architectural View

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-
Views during Project Lifecycle
Determine Project

Organization

Project
Preparation Project Project
Planning Monitoring

Enterprise has
chosen what product Project
or system to develop Adaptation
Modify Project
(Defined Architecture)
Organization as needed
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-
Classical Project Organizations
Dedicated Project Organization strong
Team members work 100% for the project
Empowered project manager
Organizationally recognized unit for a certain time

Matrix Organization
Project manager has tasking and budget authority
Line manager has functional authority, promotions
Team members remain in their functional organizations (have
2 bosses)
Potential for conflicts

Influence Project Organization

Weakest form of project organization
pure functional organization
Project coordinator has no budget or tasking authority
weak
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-
Organization Charts
Influence PO Matrix PO

CEO GM

PMs FM FM FM
Div1 Div2 Div3
PM Project
Customer
PM
PM
PM Steering
Committee
PM

Experiences working Staff

in these organizations? Tm1 Tm2 Tm3

Dedicated PO

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Comparison of Project Organizations

-
(Advantages) (Disadvantages)
Influence - one person - no one fully dedicated
participates in - home dept allegiances
PO multiple projects dominate
- low bureaucracy - low reaction speed in case
- no org change of emergency

Matrix - PM is responsible - conflicts between

- Resource flexibility functional (line) managers
PO - Continuity and PM
- Job security for team - some aspects fall through
members the cracks

Dedicated - Uniform dedication - authoritarian style

towards project goals - recruitment difficult
PO - Small reaction time - loss of functional
- Motivation competency
- reintegration after project
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-
Project Organization Selection
Influence PO Matrix PO Dedicated PO

Scope small medium large

(# tasks)
Duration short (<<1y) medium large (>2y)
(# years)
Uniqueness small neutral one-of-a-kind
(# similar proj.)
Complexity
low medium-high very complex
(#dependencies)
Ambitiousness easy success achievable challenging

(prob. of success)
Significance
(for company) low priority important live-or-die
Risk
(impact of failure) small depends large
Cost
(total budget) <M$1 M$1-100 >>M$100
Simultaneity
(# concurrent proj) many a few very few

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Internal Team Organization
Responsibilities Type of personnel

Teams Execute design, build and test
tasks
Planning, monitoring,
Project adapting project execution,
Manager allocate resources
Update project plan, track
Project resources and progress,
Staff
documentation, communicate
Steering Approve project plan, secure
resources, interface with
Committee
customer, decide variants
External Set high level goals, provide
Customer resources, agree to schedule
and scope changes, go-no go
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Technical and process experts,
domain specialists, integrators
Leader type personality, expert
in methods & tools,
communicator, stress resistant
Mix of experienced and new
staff, reliable, tool experts,
multidisciplinary focus
High-level internal stakeholders
w/authority, external
consultants
depends on industry, e.g. govt
agency representatives
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 +

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Integrated Product Teams (IPTs)

Multi-functional team of
specialists working as one
product-oriented
decision power E.g. F/A-18 engine
Integration IPT
evolving membership over
lifecycle
can be mapped to meta-
tasks in DSM
popular since early 1990s

9/18/03 - ESD.36J SPM 10

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PM Organization Questions

Why is proper organizational design of a

project important?
For what reasons might a project
organization need to be modified over time?
What are your most important experiences of
working as/with project managers within
these organizations?

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 + Decomposition, Architecture,
- and Integration
Decomposition is the process of splitting
a complex system into sub-systems
and/or components.
System architecture is the resulting set
of interactions among the
components.
Integration is the process of combining
these sub-systems to achieve an
overall solution.

System integration needs are determined by the

chosen decomposition and its resulting architecture.
We map the structure of interactions in order to plan
for integration.

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Organization DSM Application:
- Engine Development
Site: General Motors Powertrain Division

Product: new-generation engine

Structure: 22 PDTs involved simultaneously

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 + Decomposition of the Engine
- Development Project
22 PDTs
Engine Block PDT composition
Cylinder Heads 1 product release engineer
Camshaft/Valve Train 1 CAD designer
Pistons 3 manufacturing engineers
Connecting Rods 2 purchasing representatives
Crankshaft 2 casting engineers
Flywheel machine tool supplier
Accessory Drive 1 production control analyst
Lubrication 1 financial planner
Water Pump/Cooling production personnel
Design Intake Manifold
Exhaust
Engine
E.G.R.

Air Cleaner

A.I.R.

Fuel System

Throttle Body

EVAP

Ignition System

Electronic Control Module

Electrical System

Engine Assembly

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Integration Analysis Survey
-

How often do you need to share

technical information with the
other PDTs in order to complete
the technical tasks of your PDT?
PDT Daily Weekly Monthly Never
Engine Block ___ ___ ___
Cylinder Heads ___ ___ ___
Camshaft/Valve Train ___ ___ ___
Connecting Rods ___ ___ ___

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-
PDT Interactions

A B C D E F G H I J K L M N O P Q R S T U V
Engine Block A A


Cylinder Heads B B


Camshaft/Valve Train C C
Pistons D D

Connecting Rods E
E
Crankshaft F F

Flywheel G
G
Accessory Drive H H
Lubrication I I
Water Pump/Cooling J J
Intake Manifold K



K
Exhaust L
L

E.G.R. M
M

Air Cleaner N
N

A.I.R. O
O

Fuel System P P

Throttle Body Q Q

EVAP R R

Ignition S


S

E.C.M. T
T

Electrical System U


U

Engine Assembly V V

Frequency of PDT Interactions

Daily Weekly Monthly

9/18/03 - ESD.36J SPM 16

 + Existing System Team
- Assignments
Short Block Valve Train
Engine Block Pistons Cylinder Heads
Crankshaft Connecting Rods Camshaft/Valve Train
Flywheel Lubrication Water Pump/Cooling

Induction Emissions/Electrical
Intake Manifold Air Cleaner Exhaust Electrical System
Accessory Drive Throttle Body E.G.R. Electronic Control
Fuel System A.I.R. E.V.A.P. Ignition

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-
Existing System Teams

A F G D E I B C J K P H N O Q L M R S T U V
Engine Block A A

Crankshaft F
F
Flywheel G
G
Pistons D D

Connecting Rods E E
Lubrication I I
Cylinder Heads B B


Camshaft/Valve Train C C
Water Pump/Cooling J J

Intake Manifold K

K
Fuel System P P

Accessory Drive H



H

Air Cleaner N
N

A.I.R. O

O

Throttle Body Q Q

Exhaust L

L

E.G.R. M
M

EVAP R
R

Ignition S

S

E.C.M. T

T

Electrical System U


U

Engine Assembly V V

Frequency of PDT Interactions

Daily Weekly Monthly

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 +

-
Proposed System Teams

F G E D I A C B K J P N Q R B K O L M H S T U V
Crankshaft F F
Team 1

Flywheel G G
Connecting Rods E E
Pistons D D

Team 2
Lubrication I I
Engine Block A
A

Camshaft/Valve Train C C
Cylinder Heads B1
B1 Team 3

Intake Manifold K1 K1


Water Pump/Cooling J J


Fuel System P P
Air Cleaner N N


Throttle Body Q Q

EVAP R R Team 4

Cylinder Heads B2 B2



Intake Manifold K2 Integration
Team
K2

A.I.R. O O

Exhaust L

L
E.G.R. M
M

Accessory Drive H


H
Ignition S



S
E.C.M. T
T
Electrical System U

U
Engine Assembly V
V
Frequency of PDT Interactions
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 +
Team 4
- Exhaust
E.G.R.
Team 3
Team 1 Team 2 A.I.R.
E.V.A.P.
Fuel System
Water Pump/
Flywheel Pistons Cylinder Heads Air Cleaner
Cooling
Connecting Rods Engine Block Camshaft/ Intake Manifold Throttle Body
Crankshaft Lubrication Valve Train

Accessory Drive
Electrical System Engine Assembly
Ignition
Electronic Control Module

Integration Team

New PDT-to-System-Team Assignments

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 +

-
Lessons Learned: Integration

Large development efforts require multiple

activities to be performed in parallel.
The many subsystems must be integrated
to achieve an overall system solution.
Mapping the information dependence
reveals an underlying structure for system
engineering.
Organizations can be designed based
upon this structure.

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 +
System Architecture Example:
- Climate Control System

Evaporator
Case
Heater Hoses
Heater
Core

Condenser
Evaporator

Radiator
Oncoming

Fan
Engine
Air
Blower
Controls
Blower
Motor
Accumulator Compressor
Interior
Air A/C Hoses

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 +

Engine Compartment
Evaporator
Case
Chunk
Heater Hoses
Heater
Core

Condenser
Evaporator

Radiator
Oncoming

Fan
Engine
Air
Blower
Controls
Blower
Motor
Accumulator Compressor
Interior
Air A/C Hoses
Vehicle Interior
Chunk

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 +

Heating Loop Front End Air

Evaporator
Case
Heater Hoses
Heater
Core

Condenser
Evaporator

Radiator
Oncoming

Fan
Engine
Air
Blower
Controls
Blower
Motor
Accumulator Compressor
Interior
Air A/C Hoses

Air Conditioning Loop

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Climate Control System Architecture
-
K J D M L A B E F I H C P O G N
EATC Controls K K
Refrigeration Controls J J Controls and
Heater Hoses D D Connections
Command Distribution M M
Sensors L L
Radiator A A
Engine Fan B B Front End Air
Condenser E E
Compressor F F Air
Accumulator I I Conditioning
Evaporator Core H H
Heater Core C C
Blower Motor P P
Interior Air
Blower Controller O O
Evaporator Case G G
Actuators N N

K J D M L A B E F I H C P O G N

Strong Interactions
Weak Interactions
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System Team Assignments

-
Front End Air Team Interior Air Team

Radiator A/C Team Evaporator

Case
Accumulator

Evaporator
Condenser
Core

Compressor Heater Core

Engine Blower Motor
Fan Blower Controller
Actuators

EATC Refrigeration Command Heater

Sensors
Control Control Distribution Hoses

Controls/Connections Team

9/18/03 - ESD.36J SPM 28

 +
System Architecture Example:
- P&W 4098 Jet Engine
9 Systems Design Interfaces:
54 Components Spatial, Structural
Energy, Materials
569 Interfaces Data, Controls

Modular Systems

Distributed Systems
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 + Lessons Learned:
- Product/System Architecture
Hierarchical system decompositions are evident.
System architecting principles are at work.
There is a disparity between known interfaces
and unknown interactions.
Integrating elements may be functional and/or
physical.
Hypothesis: Density of known interactions
novel experienced mature

learning optimization
sparse dense clustered
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 +
Comparing the System Architecture
- to the Organization Structure
Product Decomposition Development Organization
into Systems into Teams

Technical interactions Team interactions

define the architecture implement the architecture

How does product architecture

drive development team interaction?

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 +
Research Method: Mapping Design
- Interfaces to Team Interactions

No
Team
Design Interface Matrix Interaction
Yes

Yes No
Design Interface
Resultant Matrix

Task assignment assumption:

Team Interaction Matrix Each team designs one component

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 + Design Interfaces:

- P&W 4098 Jet Engine

9 Systems Design Interfaces:
54 Components Spatial, Structural
Energy, Materials
569 Interfaces Data, Controls

Modular Systems

Distributed Systems
9/18/03 - ESD.36J SPM 33
 + Development Organization:
- P&W 4098 Jet Engine

60 design teams clustered into Low intensity interaction

10 groups. High intensity interaction

Teams interaction intensity:

Capture frequency and importance

of coordination-type

communications (scale from 0 to 5).

Interactions that took place during

the detailed design period of the

product development process.

Design executed concurrently.

Six system integration teams

Team Interactions
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 +
Overall Results
-

No
228 2225
(2453)
(8%) (78%)
Team
Interactions
341 68
Yes
(12%) (2%)
(409)

Yes No

(569) (2293)

Design Interfaces

We reject the null hypothesis that team interactions

are independent of design interfaces.
2 = 1208 >> Critical 2(0.99,1) = 6.635
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 + Design Interfaces Not Matched by Team
- Interactions

No
228 2225
(2453)
(40.1%)
Team
Interactions

Yes
(59.9%)
(409)
341 68
Yes No

(569) (2293)
Design Interfaces
HYPOTHESES:
H1: Across boundaries, design interfaces are less likely to be
matched by team interactions.
H2: Weak design interfaces are less likely to be matched by team
interactions.
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 +
Effect of Organization/
System Boundaries
No
- Team
Interactions

Data set: 569 design interfaces Yes

First criterion: Yes No

Design Interfaces
Design interfaces matched 59.9%
by team interactions

Design interfaces NOT

matched by team interactions 40.1%
Second criterion:
Design interfaces
WITHIN organizational 78.8% are
boundaries matched

Design interfaces
ACROSS organizational 47.8% are
boundaries matched

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 + Effects of Organizational/System Boundaries
- (modular vs. integrative systems)
Data set: 569 design interfaces

No
Team

Interactions

Yes

Yes No

Design Interfaces
36.4% of ACROSS
Overall: design interfaces
are matched
Design interfaces 78.8% are

WITHIN organizational
matched

boundaries 53.2% of ACROSS

design interfaces

Design interfaces 47.8% are are matched

ACROSS organizational
matched
boundaries

9/18/03 - ESD.36J SPM 38

 +
Lessons Learned: No

- Architecture and Organization Team

Interactions
Yes

We can predict coordination-type communications Yes No

Design Interfaces
by studying the architecture of the product
83% of coordination-type communication were predicted
Teams that share design interfaces may not

communicate when

Design interfaces cross organizational boundaries

Design interfaces are weak (within organizational boundaries)
Teams communicate indirectly through other design teams (across
organizational boundaries)
Teams that do not share design interfaces may still

communicate when

Unknown design interfaces are discovered

Design interfaces are system-level dependencies

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 +

- Types of DSM Models and Analysis

Data Type Analysis Type

Task Sequencing
Iteration
Parameter Overlapping

Organization
Clustering
Component

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 +

-
HW3

The UAV engine manufacturer is in

trouble
Excellent product quality
Capacity too small > schedule delays due

to queuing > need to double capacity

circa 160 employees

Step in an recommend a project

organization to the CEO

out: next Tuesday 9/23, due: 10/2
9/18/03 - ESD.36J SPM
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-
Conclusions
Three dominant, classical POs
Dedicated, Matrix, Influence
Most real projects are a mix of these pure forms
IPTs emerged as main organizational form within complex

product development projects

Alignment between product/system architecture and

project organization is crucial

Can use DSM overlap analysis to quantify alignment

Potential for deliberate project organization design
Project Organizations can change over time
Conceptual design > ad-hoc teams w/ system architect
Detailed design > IPTs, dedicated PO or matrix
Implementation, Operations > can be conducted in functional org.
9/18/03 - ESD.36J SPM 42