Managing Engineering and

Technology
Sixth Edition, International
Edition
Morse and Babcock
2015 Pearson Education, Ltd. All rights reserved.

Managing Engineering and Technology

Sixth Edition
Morse and Babcock

Project Organization,
Leadership, and Control
Chapter 15
2015 Pearson Education, Ltd. All rights reserved.

 2015 Pearson Education, Ltd. All rights reserved.

Chapter Objectives
Explain how the project is managed in the
different organization structures
Describe some of characteristics of an
effective project manager
Explain the importance of the team
Explain the importance of
communications with the customer
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Modern Organizational
Forms
Increased Emphasis on Project
Management

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Elements of the Project

Organization
Project Officer: Unifying Agent
bearing primary responsibility
Project Manager
Project Engineer
Project Administrator

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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
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Conducting Projects Within:

The Functional Organization
A Project Manager is appointed to
coordinate activities
The PM has no line authority over most
project personnel
Must lead by persuasion and influence

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Conducting Projects Within:

The Project Organization
The PM has direct control over all
elements needed to execute the
project

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Matrix Management
Project personnel report to both
functional and project managers
The Project Manager controls
Project Tasks
Project Resources
Project Schedule
AND is the focal point for customer
contact, project changes, and project
communication
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Matrix Management
The Functional Manager is
responsible for:
Assignment of functional specialists
Quality of work done with the functional
specialty
Selecting, evaluating, and rewarding
work within the specialty

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Project Team

Project

Project
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Project

Effective Program Managers

Need a blend of skills
Technical
Administrative
Interpersonal

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Project Managers Scope

and Responsibility
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
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Project Managers 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
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Characteristics Associated
with Success
Commitment of parent organization,
project manager, and client to
Schedules
Budget
Technical Performance
Frequent Feedback
Adequate Control
Public Support
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Characteristics, cont.
Reduced Bureaucratic Complexity (i.e. Red
Tape)
Judicious use of planning and control tools
Projectized Organization
Participative decision making within the
team
Project management skills
Bottom Line
Satisfied Customer
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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
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Types of Contracts
Fixed-Price
Firm Fixed-price
Fixed-price with escalation
Fixed-price, redeterminable
Fixed-price, incentive
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Types of Contracts
Cost Type
Cost plus incentive fee
Cost plus fixed-fee
Time and materials

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