The matrix structure: bane or benefit to high tech organizations?

Article Abstract:

Matrix management structures have been criticized by Thomas Peters and others as giving rise to fragmented responsibilities and being less useful than other forms of project organization. The authors present results of a study of 64 private and public sector high-technology organizations located in the Southeastern United States. Project matrix-like structures were found at 44 organizations. Evaluation of performance measures and correlation with project organization type does not support the belief that only single project assignment modalities are effective. Failure of efficiency of matrix structures could be the result of poor implementation or their use in inappropriate circumstances, rather than defects of the matrix structure itself.

Management, Evaluation, Industrial research, Matrix organization

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Introducing networks to an in-progress project

Article Abstract:

In many real world projects, it is determined that better planning and scheduling methods are needed, after the project has been underway for some time. It is not unusual for introducing Critical Path Method (CPM) networks some time after project initiation. The article presents and explains eight steps in putting value-added networks in place in a project that has been begun. They include an initial fact finding and document collecting step, development of a business model, project assumption identification, building a work breakdown structure, and development of CPM networks. Other steps are the identification of information sources, establishment of an information management function, and scheduling resources.

Network analysis (Planning), Information management

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Implementation of a continuous process improvement program using data from CPM schedules

Article Abstract:

A continuous process improvement program that merges scheduling with quality control and effectively communicates data to be utilized for statistical process control (SPC) applications is a project management ideal. The SPC model mandates identifying and flowcharting of integral processes, creating benchmarks to develop durations for each step, measuring actual performance, creating control charts and applying proven quality management techniques. A shortened project duration is the desired outcome of combining a critical path method schedule with SPC methods.

Engineering Services, ENGINEERING & MANAGEMENT SERVICES, Process Control Engineering, Methods, Models, Process control, Control engineering, Statistical process control

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