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a later date by the In Service team. Accordingly, each project phase was coordinated to achieve the requirements of the Project Manager. |
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The BODs were the advisors to the project. Their role was to feed any Directorate potential changes into the project, to feedback the project requirements to the functional directorates, and to support the project's progress. An example of this was the Procurement BOD who was tasked to examine the top 10 issues on each of the subcontractors. Instead of resolving these individually, he was asked to look laterally across the issues to determine if a change in company or project procurement policy would improve the subcontractor's performance. In this example, there were 21 key issues across 17 major subcontractors, seventeen of which were directly within the control of the company to improve. The Procurement BOD, then, was required to formulate an improvement program for his directorate's technical excellence. |
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Outside the core team were the first line managersTask Package Coordinators (TPCs) and their staffs. These TPCs were the first reports to the Task Group Managers (or equivalent) and commanded a team of eight to ten staff mostly from the TPC's department but not exclusively. This multifunctional team was responsible for creating the deliverable in the lowest level in the work breakdown structure. Both of these TPCs and their staffs were located within their directorate/functional/departmental structure. Accordingly the TPCs had two bosses: |
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1. for the project work (The Task Group Manager), who said what to do and when to complete it |
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2. for functional excellence (The Departmental Head), who told him how to do it. |
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It was very important to ensure that the two bosses did not both require reporting for the same thing. Because the functional barons were used to trying to do both of these roles (and failing), it was necessary to break their power during the change, and hence, the functional excellence initiative was implemented at the same time. Figure 3 illustrates the relationship between the directorates/functions/departments and the core team. |
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The TPC evaluated the probability of undertaking current and future tasks within the budget, timescales, and to the correct technical/quality standards. Should the probability be below 90%, then, the TPC would bring this potential problem to his departmental head for guidance while warning the TGM. The departmental head may raise this problem to the functional |
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