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F.
The Organizational Structure |
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The key to efficiency in running a project is to provide a framework in which everyone can work effectively. Although the work breakdown structure is this basic framework, the successful completion of the project must be facilitated by an organization structure that ensures clear roles, responsibilities, and accountability without over- or underlap. The actual organization put in place to achieve this consisted of a core team of managers and a project team of managers and workers. The organization structure was, essentially, a population of the work breakdown structure with a few exceptions within the core team. |
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The core team consisted of a colocated (as much as was practical) team of top managers down to subsystem level. Each member of the core team had a one-to-one relationship with members of the customer's and user's organizations. The simplified organization structure is shown in Fig. 2. |
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Each member was supplied and functionally owned by the directorate/function/department with the necessary skills to undertake the job. For example, the Chief Engineer was from the Engineering Directorate, the Program Coordinator from the Project Management Directorate, a subcontract Task Group Manager (TGM) from the Procurement Directorate and other TGMs from Engineering. This was a fundamental element of the whole structure and project control, and the boss did not need to know how to undertake his subordinate's job. The boss' job was to coordinate and manage the various disciplines to achieve his deliverable, i.e., what and when to do it and not how. |
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This multifunctional team was administered for the duration of the project by the Project Manager as a department undertaking the short-term feeding and watering. The long-term career of the staff and its technical ability to undertake the job was looked after by the directorate/function that owned them. |
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Communication across different project phases (all of which happen at the same time in mid-project) was at multiple levels as each Development TGM had a corresponding Production Group manager both of whom were responsible for the same deliverable. |
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The areas outside the work breakdown structure population were |
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the project Control Manager and staff |
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the Boards of Directors (BODs). |
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