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Computer Engineering 203 R Smith
What is Engineering Management?
Engineering Management is the
management of activities and tasks needed
to define and deliver specific products.
The goal is to deliver what the customer
wants on-time and on-budget while meeting
the required quality goals.
Management does not directly produce
anything!
Computer Engineering 203 R Smith
How do Engineering Management
and Project Management relate?
The completion of deliverables always entails
elements of Project Management.
– The activities that define Project Management are
always there.
– Formally assigned to someone.
– Informally assumed by a member of the team.
What is not included?
– Elements of people management such doing
evaluating people.
Computer Engineering 203 R Smith
Why is Project Management
needed?
The goal is better, faster, cheaper.
There is no longer mystery surrounding
software development, there are no more
engineers in white coats in a glass room.
Today’s market place is hyper competitive
and anyone can play.
– It only takes a PC to get started.
– There is no room for mistakes.
Computer Engineering 203 R Smith
Why is Project Management
needed?
Meeting the constraints placed on the
products is increasingly complex.
– Legal requirements and liability both as a function
of new laws and the ways in which software is
used.
– Quality, software is used in increasingly critical
areas of our environment.
– Time, customers no longer tolerate endless slips.
– Mistakes are costly in terms of resources, dollars
and in human terms.
Computer Engineering 203 R Smith
Elements of the Environment
The work itself
The customer
Budget/Schedule
The team
Your organization
Your management
Computer Engineering 203 R Smith
Organizational Structures
Formal/Informal Organization
– The difference between what is on the formal
organization chart and what really happens
– Informal organizations exist for many reasons,
company size, expertise of individuals, personal
loyalties.
– The formal organization runs on authority, while
influence drives the informal organization.
Computer Engineering 203 R Smith Organizational Structures Classical (^) Types of Organizations
Formed around the delivery of independent products.
Examples Word, Excel
Formed around the delivery of services common across
multiple products.
Examples File Systems, Communications Drivers
Advantages:flexibility,experience,less duplication
Disadvantages:project authority,poor response time, less
integration.
Computer Engineering 203 R Smith Organizational Structures Classical Types of Organizations
- (^) Project (^) Formed around the delivery of a specific set of functions or delivery to a specific customer. (^) Examples are military contracts, releases of new hardware. (^) Advantages:clear authority, improved communication, more integration. (^) Disadvantages:isolation, duplication of function, competition among projects.
Computer Engineering 203 R Smith Why Go Beyond the Classical Organization Classical organizations were created in an era of limited limitations and transportation Increased span of control Specialization Globalization
Computer Engineering 203 R Smith Organizational Structures Core Teams Core Teams
- (^) Roles
- (^) Membership
- (^) Responsibilities
- (^) Issues (^) Participation (^) Endless debate Core team’s role in improving communications
Computer Engineering 203 R Smith Organizational Structures Outsourcing Early in the Computer business the work was so new it was only done by small groups of developers. As companies grew centers of expertise started. This lead to internal out sourcing.
Computer Engineering 203 R Smith Organizational Structures Outsourcing Early examples:
- (^) Sunnyvale, Minneapolis, Zurich
- (^) Cupertino, Portland, Cork All within the same company, but often in different divisions.
Computer Engineering 203 R Smith Organizational Structures for Internal Outsourcing Characteristics
- (^) Common goals
- (^) At some level a common boss Issues
- (^) Communication
- (^) Different day to day priorities
- (^) We/They (^) Whose profit do we maximize?
Computer Engineering 203 R Smith Organization Structures Outsourcing Why out source today
- (^) Lower costs
- (^) Focus expertise
- (^) Available manpower
- (^) Out source non-critical functions Separate Companies
- (^) Separate objectives
