工程技术管理学（第3版）（工商管理经典译丛）Chapt15.pptVIP

Managing Engineering and Technology Third EditionBabcock and Morse Project Organization, Leadership, and Control Chapter 15 Advanced Organizer Chapter Objectives Describe the characteristics for a project manager Describe methods of motivating teams Modern Organizational Forms Increased Emphasis on Project Management Elements of the Project Organization Project Officer: “Unifying Agent” bearing primary responsibility Project Manager Project Engineer Project Administrator 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 Conducting Projects Within: Functional Organization Project Manager is appointed to coordinate activities PJM has no line authority over most project personnel Must lead by persuasion and influence Conducting Projects Within: Project Organization PJM has direct control over all elements needed to execute the project Matrix Management Project personnel report to both functional and project managers Project Manager controls Project Tasks Project Resources Project Schedule AND is focal point for customer contact, project changes, and project communication Matrix Management Functional Manager is responsible for Assignment of functional specialists Quality of work done with functional specialty Selecting, evaluating, and rewarding work Effective Program Managers Need a blend of skills Technical Administrative Interpersonal Project Manager’s Scope 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 Project Manager’s 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 p