8/13/2019 l5 Project Org
1/40
ESD.36J System & Project ManagementLecture 5
Project Organization andArchitecture+-Instructor(s)
Prof. Olivier de WeckDSM contributions from
Prof. Steve Eppinger
9/18/2003
8/13/2019 l5 Project Org
2/40
+
- 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
8/13/2019 l5 Project Org
3/40
+
- Views of Project ManagementFunctional View Organizational View
Team-orientedwho will contributeand how arewe organized? Today!
TeamsSPM
Task-orientedwhat needs tobe done?
Tasks
DSM, SDElements
CPM/PERT
Methods and Tools Product-orientedhow can we plan, what is the architectureexecute and monitor of the system/product?most effectively?
Instrumental View Architectural View9/18/03 - ESD.36J SPM 3
8/13/2019 l5 Project Org
4/40
+
- Views during Project LifecycleDetermine Project
OrganizationProject
Preparation Project
Planning
ProjectAdaptation
Project
Monitoring
Enterprise has
chosen what productor system to develop
Modify Project(Defined Architecture)Organization as needed
9/18/03 - ESD.36J SPM 4
8/13/2019 l5 Project Org
5/40
+
- 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
weak9/18/03 - ESD.36J SPM 5
8/13/2019 l5 Project Org
6/40
+
- Organization ChartsInfluence PO Matrix PO
CEO
PM
Div1 Div2 Div3
6
GM
PMs
PM
PM
FM FM FM
PM
PM
Tm1 Tm2 Tm3Staff
Project
ing
Dedicated PO
Experiences workingin these organizations?
Customer
SteerCommittee
9/18/03 - ESD.36J SPM
8/13/2019 l5 Project Org
7/40
8/13/2019 l5 Project Org
8/40
+
- Project Organization SelectionInfluence PO Matrix PO Dedicated PO
Scope small medium large
(# tasks)Duration short (M$100Simultaneity
many a few very few(# concurrent proj)
9/18/03 - ESD.36J SPM 8
8/13/2019 l5 Project Org
9/40
+
- Internal Team OrganizationResponsibilities Type of personnel
Teams Execute design, build and testtasks
Technical and process experts,domain specialists, integrators
ProjectManager
Planning, monitoring,adapting project execution,allocate resources
Leader type personality, expertin methods & tools,communicator, stress resistant
ProjectStaff
Update project plan, trackresources and progress,documentation, communicate
Mix of experienced and newstaff, reliable, tool experts,multidisciplinary focus
Steering
Committee
Approve project plan, secure
resources, interface withcustomer, decide variants
High-level internal stakeholdersw/authority, externalconsultants
ExternalCustomer
Set high level goals, provideresources, agree to scheduleand scope changes, go-no go
depends on industry, e.g. govtagency representatives
9/18/03 - ESD.36J SPM 9
8/13/2019 l5 Project Org
10/40
+
- Integrated Product Teams (IPTs)
Multi-functional team ofspecialists working as one
product-oriented decision power E.g. F/A-18 engine evolving membership over
Integration IPT
lifecycle
can be mapped to metatasks in DSM
popular since early 1990s
9/18/03 - ESD.36J SPM 10
8/13/2019 l5 Project Org
11/40
+
- PM Organization Questions
Why is proper organizational design of aproject important?
For what reasons might a projectorganization need to be modified over time?
What are your most important experiences ofworking as/with project managers withinthese organizations?
9/18/03 - ESD.36J SPM 11
8/13/2019 l5 Project Org
12/40
+
-
Decomposition, Architecture,
and IntegrationDecompositionis the process of splitting
a complex system into sub-systems
and/or components.System architectureis the resulting set
of interactions among thecomponents.
Integrationis the process of combiningthese sub-systems to achieve anoverall solution.
System integration needs are determined by thechosen decomposition and its resulting architecture.
We map the structure of interactions in order to planfor integration.
9/18/03 - ESD.36J SPM 12
8/13/2019 l5 Project Org
13/40
+
-
Organization DSM Application:
Engine Development
Site: General Motors Powertrain Division Product: new-generation engine Structure: 22 PDTs involved simultaneously
9/18/03 - ESD.36J SPM 13
8/13/2019 l5 Project Org
14/40
+
-
Decomposition of the Engine
Development Project22 PDTs
Engine Block PDT composition
Cylinder Heads
ve Train
1 product release engineer
Camshaft/Val 1 CAD designer
Pistons 3 manufacturing engineersConnecting 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
EngineExhaust
E.G.R.Air CleanerA.I.R.Fuel SystemThrottle BodyEVAPIgnition SystemElectronic Control ModuleElectrical SystemEngine Assembly
9/18/03 - ESD.36J SPM 14
8/13/2019 l5 Project Org
15/40
___ ___
___ ___
___ ___
___ ___
___
___
___
___
+
-
Integration Analysis Survey
How often do you need to sharetechnical information with theother PDTs in order to completethe technical tasks of your PDT?
PDT Daily Weekly Monthly Never
Engine Block Cylinder Heads Camshaft/Valve Train Connecting Rods
9/18/03 - ESD.36J SPM 15
8/13/2019 l5 Project Org
16/40
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 GAccessory Drive H H
Lubrication I I Water Pump/Cooling J J
Intake Manifold K
K
Exhaust L L ME.G.R. M
N Air Cleaner N A.I.R. O O
Fuel System P P Throttle Body Q Q
R
Ignition S EVAP R
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
8/13/2019 l5 Project Org
17/40
+
-
Existing System Team
Assignments
Short Block
Engine BlockCrankshaft Connecting Rods
Flywheel Lubrication Water Pump/Cooling
Induction
Exhaust
E.G.R.
Ignition
Pistons
Valve Train
Cylinder HeadsCamshaft/Valve Train
Intake Manifold Air Cleaner
Accessory Drive Throttle Body
Fuel System A.I.R.
Emissions/Electrical
Electrical System
Electronic Control
E.V.A.P.
9/18/03 - ESD.36J SPM 17
8/13/2019 l5 Project Org
18/40
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 GPistons D D
Connecting Rods E E Lubrication I I
Cylinder Heads B Camshaft/Valve Train C Water Pump/Cooling J
B C J
Intake Manifold K K
P Fuel System P
Accessory Drive H H Air Cleaner N N
A.I.R. O O Throttle Body Q Q
Exhaust L L M E.G.R. M
R
EVAPR
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 18
8/13/2019 l5 Project Org
19/40
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
FCrankshaft FTeam 1 G Flywheel G
Connecting Rods E E Pistons D D
Team 2 Lubrication I I Engine Block A A
C Camshaft/Valve Train C Cylinder Heads B1 B1 Team 3
K1Intake Manifold K1 JWater Pump/Cooling J
P Fuel System P
N Air Cleaner N Throttle Body Q Q
Team 4 R EVAP RCylinder Heads B2 B2
IntegrationIntake Manifold K2 K2 Team
A.I.R. O O Exhaust L
L
ME.G.R. M Accessory Drive H H
Ignition S S E.C.M. T T
U Electrical System U Engine Assembly V V
9/18/03 - ESD.36J SPMFrequency of PDT Interactions
Daily Weekly Monthly 19
8/13/2019 l5 Project Org
20/40
+
-
Team 1
Integration Team
Team 2
Team 4
Team 3
FlywheelConnecting Rods Throttle BodyEngine Block
Lubrication
Water Pump/
CoolingCamshaft/
ExhaustE.G.R.
Ignition
Crankshaft
Cylinder HeadsIntake Manifold
E.V.A.P.
Fuel System
Air Cleaner
Electronic Control Module
Pistons
Valve Train
A.I.R.
Electrical System Engine Assembly
Accessory Drive
New PDT-to-System-Team Assignments9/18/03 - ESD.36J SPM 20
8/13/2019 l5 Project Org
21/40
+
- Lessons Learned: Integration
Large development efforts require multipleactivities to be performed in parallel.
The many subsystems must be integratedto achieve an overall system solution.
Mapping the information dependencereveals an underlying structure for systemengineering.
Organizations can be designed basedupon this structure.
9/18/03 - ESD.36J SPM 23
8/13/2019 l5 Project Org
22/40
+
-
System Architecture Example:
Climate Control System
Engine
Heater
Core
Compressor
Controls
Case
Rad
iator
Condenser
Fan Oncoming
Heater Hoses
A/C Hoses
Evaporator
Blower
Motor
Accumulator
Blower
Evaporator
Air
InteriorAir
9/18/03 - ESD.36J SPM 24
8/13/2019 l5 Project Org
23/40
+
-
Engine Compartment
Chunk
Vehicle Interior
Chunk
Engine
Heater
Core
Compressor
Controls
Case
Rad
iator
Condenser
Fan Oncoming
Heater Hoses
A/C Hoses
Evaporator
Blower
Motor
Accumulator
Blower
Evaporator
Air
InteriorAir
9/18/03 - ESD.36J SPM 25
8/13/2019 l5 Project Org
24/40
+
-
Front End AirHeating Loop
Engine
Heater
Core
Compressor
Controls
Case
Radiator
Condenser
Fan Oncoming
Heater Hoses
A/C Hoses
Evaporator
Blower
Motor
Accumulator
Blower
Evaporator
Air
InteriorAir
Air Conditioning Loop
9/18/03 - ESD.36J SPM 26
8/13/2019 l5 Project Org
25/40
+
-
Climate Control System Architecture
EATC Controls
Refrigeration Controls
Heater Hoses
Command Distribution
Sensors
Radiator
Engine Fan
Condenser
Compressor
Accumulator
Evaporator Core
Heater Core
Blower Motor
Blower Controller
Evaporator Case
Actuators
Strong Interactions
Weak Interactions
9/18/03 - ESD.36J SPM
K J D M L A B E F I H C P O G N
K K
J J
Conditioning
Connections
Controls andD D
M M
L L
A A
B B Front End AirE E
F AirFI I
H H
C C
P P
Interior AirO OG G
N NK J D M L A B E F I H C P O G N
27
8/13/2019 l5 Project Org
26/40
System Team Assignments+-
Front End Air Team Interior Air Team
Radiator
Engine
Fan
Condenser
Accumulator
Compressor
Evaporator
Core
Evaporator
Case
Heater Core
Blower Motor
Blower Controller
Actuators
EATC
Control
Refrigeration
Control
Heater
Hoses
Command
DistributionSensors
A/C Team
Controls/Connections Team
9/18/03 - ESD.36J SPM 28
8/13/2019 l5 Project Org
27/40
+
-
System Architecture Example:
P&W 4098 Jet Engine9 Systems Design Interfaces:
54 Components Spatial, StructuralEnergy, Materials
569 InterfacesData, Controls
-9/18/03 29
Modular Systems
Distributed SystemsESD.36J SPM
8/13/2019 l5 Project Org
28/40
+
-
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/orphysical.
Hypothesis: Density of known interactionsnovel mature
learning optimization
experienced
sparse dense clustered9/18/03 - ESD.36J SPM 30
8/13/2019 l5 Project Org
29/40
+
-
Comparing the System Architecture
to the Organization Structure
Product Decomposition Development Organizationinto Systems into Teams
Technical interactions Team interactionsdefine the architecture implement the architecture
How does product architecturedrive development team interaction?
9/18/03 - ESD.36J SPM 31
8/13/2019 l5 Project Org
30/40
+
-
Research Method: Mapping Design
Interfaces to Team Interactions
Resultant Matrix
Task assignment assumption:
Each team designs one component
Team
Interaction
Yes
Yes
No
No
Design Interface Matrix
Team Interaction Matrix
Design Interface
9/18/03 - ESD.36J SPM 32
8/13/2019 l5 Project Org
31/40
+
-
Design Interfaces:P&W 4098 Jet Engine
9 Systems Design Interfaces:
54 Components Spatial, StructuralEnergy, Materials
569 InterfacesData, Controls
-9/18/03 33
Modular Systems
Distributed SystemsESD.36J SPM
8/13/2019 l5 Project Org
32/40
+
-
Development Organization:
P&W 4098 Jet EngineLow intensity interaction
60 design teams clustered intoHigh intensity interaction
10 groups. Teams interaction intensity:
Capture frequency and importanceof coordination-type
communications (scale from 0 to 5). Interactions that took place during
the detailed design period of theproduct development process.
Design executed concurrently.
Six system integration teams
Team Interactions9/18/03 - ESD.36J SPM 34
8/13/2019 l5 Project Org
33/40
+
-
Overall Results
No(2453)
TeamInteractions
Yes(409)
341
(12%)
228
(8%)
2225
(78%)
68
(2%)
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
9/18/03 - ESD.36J SPM 35
8/13/2019 l5 Project Org
34/40
+
-
Design Interfaces Not Matched by TeamInteractions
No(2453)
TeamInteractions
Yes(409)
228 2225
341 68
(40.1%)
(59.9%)
Yes No(569) (2293)
Design Interfaces
-9/18/03 36
HYPOTHESES:H1:
matched by team interactions.
H2:
interactions.
ESD.36J SPM
Across boundaries, design interfaces are less likely to be
Weak design interfaces are less likely to be matched by team
8/13/2019 l5 Project Org
35/40
+
-Data set: 569 design interfaces
78.8% are
matched
47.8% are
matched
Team
Yes
Yes
No
No
Design interfaces
WITHIN organizational
boundaries
Design interfaces
ACROSS organizational
boundaries
Second criterion:
Design interfaces matchedby team interactions
Design interfaces NOT
matched by team interactions
First criterion:
59.9%
40.1%
Effect of Organization/
System Boundaries Interactions
Design Interfaces
9/18/03 - ESD.36J SPM 37
8/13/2019 l5 Project Org
36/40
+
-
Effects of Organizational/System Boundaries(modular vs. integrative systems)
Data set: 569 design interfacesNo
Team
InteractionsYes
Overall:
Yes NoDesign Interfaces
36.4% of ACROSSdesign interfaces
are matchedDesign interfaces 78.8% areWITHIN organizational matchedboundaries
53.2% of ACROSS
design interfacesDesign interfaces 47.8% are are matched
ACROSS organizational matchedboundaries
9/18/03 - ESD.36J SPM 38
8/13/2019 l5 Project Org
37/40
+
-
Lessons Learned:
Architecture and Organization
by studying the architecture of the product
Team
Yes
Yes
No
No
We can predict coordination-type communications
Interactions
Design Interfaces
83% of coordination-type communication were predictedTeams that share design interfaces may notcommunicate 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 stillcommunicate when
Unknown design interfaces are discovered Design interfaces are system-level dependencies
9/18/03 - ESD.36J SPM 39
8/13/2019 l5 Project Org
38/40
+
- Types of DSM Models and Analysis
Task
Parameter
Organization
ComponentClustering
Sequencing
Iteration
Overlapping
Data Type Analysis Type
9/18/03 - ESD.36J SPM 40
+
8/13/2019 l5 Project Org
39/40
+
-
HW3
The UAV engine manufacturer is introuble Excellent product quality Capacity too small > schedule delays due
to queuing > need to double capacity circa 160 employees
Step in an recommend a projectorganization to the CEO
out: next Tuesday 9/23, due: 10/29/18/03 - ESD.36J SPM 41
+
8/13/2019 l5 Project Org
40/40
+
-
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
Top Related