Project Manager Matrix Organization Transformation Implementation Plan

1
(No Transcript)
2
Project Manager Matrix Organization
Transformation Implementation Plan

• Draft Plan

3
Topics to Discuss

• Brief background How we got here
• Understanding the matrix model
• Matrix functional teams
• Cross-functional teams
• Roles and responsibilities
• New WFLHD management team areas
• Next steps Implementation schedule

4
How did we get here?

• 2003 Project Management Study
• Why this study was performed
• The final recommendations
• Change Management Team
• Mission
• Process
• Results 2005 Implementation Plan

5
The Matrix Model

• A Project Manager based organization

Functional Manager
Functional Manager
Functional Manager
Project Manager
Team Member
Team Member
Team Member
Functional Team
Project Manager
Team Member
Team Member
Team Member
Cross-Functional Team
6
The Matrix Model

• Functional Teams
• Functional Managers
• Functional Units
• Cross-Functional Teams
• Cross-Functional Manager Teams
• Project Teams

7
The Matrix Model Cross-Functional Teams

• Cross-Functional Teams role is to deliver
  projects
• Functional Teams role is to provide the required
  logistics, resources and quality of work
  necessary to deliver projects through the
  Cross-Functional Team

8
Matrix Functional Teams
WFLHD Matrix Organization
Functional Team
Cross-Functional Team
9
Matrix Functional Teams

• Establish new teams managed by Functional
  Managers
• Project Management Team
• Environment Team
• Highway Design Team
• AE Team

10
Matrix Functional Teams

• Quality Assurance and Quality Control Team
• QA/QC for project plans
• Specification and estimate packages
• Guidance on QA/QC improvements
• AE Team

11
Cross-Functional Team Structure
Director of Program Administration
Director of Project Delivery
Technical Services Engineer
Project Development Engineer
Planning and Programs Manager
Construction Engineer
Acquisitions Team Leader
Highway Design Managers (3 Teams)
Environmental Manager
TSB Functional Managers
Quality Control Manager
Quality Specialist
Environmental Protection Specialist
Highway Designer
Procurement Specialist
Project Manager
TSB Team Member
Program Coordinator
Construction Operations Engineer
FUNCTIONAL TEAM
Environmental Protection Specialist
Highway Designer
TSB Team Member
Procurement Specialist
Project Manager
Program Coordinator
Construction Operations Engineer
CROSS-FUNCTIONAL TEAM
WFLHD MATRIX ORGANIZATION
12
Cross-Functional Team Structure

• Defined by cross-functional areas for project
  delivery
• Project Manager Functional Team
• Highway Design Functional Team
• Environmental Functional Team
• All Technical Services Functional Teams
• Programming Functional Team
• Acquisition Functional Team
• Construction Functional Team

13
Roles and Responsibilities

• Critical aspect of the matrix organization
• Developed collaboratively
• Exercise to re-enforce learning
• RASCI used to further understanding

14
Roles and Responsibilities Project Managers

• Focus on overall needs and expectations of
  customers and partner agencies
• Single point of contact for customers
• Manage, document and report on overall project
  scope, schedule and budget
• Set the overall project scope, schedule and
  budget that the functional teams will deliver
• Full-time project managers, with no supervisory
  duties

15
Roles and Responsibilities Functional Managers

• Manages technical specialists
• Focuses on technical scope, schedule, budget and
  quality
• Manages, documents and reports on overall project
  scope, schedule and budget
• Reports to the Project Manager
• Assigns COTR duties

16
Roles and Responsibilities Highway Design
Managers

• Takes on same responsibilities as Functional
  Managers
• Assigns designers for in-house work
• Assigns designers to perform COTR duties for work
  outsourced to AE service consultants

17
Roles and Responsibilities Environmental Manager

• Serves as the Functional Manager for the
  Environment Section
• Collaborates with all branches to provide support
  and services
• Works in all projects from cradle to grave

18
Roles and Responsibilities Quality Control Team

• Provides overall QC/QA to project plan,
  specification and estimate packages
• Consists of two members possibly a contract
  employee and a Federal employee
• Members have experience in both design and
  constructionengineering generalists with strong
  people skills
• Provides ongoing review services and serves as
  knowledge resource

19
New WFLHD Management Team Areas Project
Manager Areas

• Project Managers drive long-term customer
  relationships and promote best interests of
  clients
• Foster consistency of work and expectations
• Geographical/programmatic based Project Managers
  develop and maintain familiarity with
  regulations, laws and restrictions

20
New WFLHD Management Team Areas Project
Manager Areas
21
New WFLHD Management Team Areas Highway
Design Areas

• Three Highway Design Teams
• Assigned a loose set of geographical/programmatic
  areas
• Based on Road Team similar to Cross-Functional
  Team

22
New WFLHD Management Team Areas Highway
Design Areas
23
New WFLHD Management Team Areas Environmental
Team Areas

• Establish a single Environmental Team
• Assigns current Environmental Manager to
  supervise the staff
• Create a second Environmental Team is workload
  drives this change

24
New WFLHD Management Team Areas Quality
Control Team Areas

• Establish a QC/QA Team
• QC/QA Team not associated with particular
  geographical/programmatic areas
• QC/QZ provides services to all project delivery

25
Matrix Organization Supporting Process Scoping

• Project agreement process
• Project delivery plan process
• AE Consultant services selection process
• Quality Control/Quality Assurance process
• First level QC/QA
• Second level QC/QA
• Third level QC/QA

26
Implementation Schedule

• Oct./Nov. 2005 - Provide Project Management
  Institute based training
• Nov./Dec. 2005 - Roll out report through Change
  Leaders
• Dec. 2005 - Establish a matrix organization
  monitoring team
• Dec. 2005 - Establish new Functional and Project
  Management teams
• Jan. 2006 - Decommission the AE Team
• Jan 2006 - Provide COTR training
• Feb. 2006 - Align Refuge Road and ERFO project
  delivery duties to the Project Delivery branch
• Feb. 2006 - Align program and planning duties to
  the Programming and Planning branch
• Feb./Mar. - Establish the QC Team
• Aug. 2006 - Evaluate the project manager based
  matrix organization

27
Implementation Schedule

• Overall implementation responsibility
• Project Management Training
• Report Rollout
• Establish Matrix Organization Monitoring Team
• Establish new Functional Teams
• COTR Training
• Align Planning and Programming Project Delivery
• Quality Control Team
• Evaluation matrix organization

28
Summary

• Significant changes to organizational structure
  and project delivery functions
• Implementation Plan is a living document
• Many advantages of the matrix organization
  structure
• Implementation has already begun
• Much lies ahead

29
Summary

• A more flexible and efficient management process
• A way for the WFLHD to maintain its tradition of
  outstanding work and service to its customers

30
Thank You

• The Change Management Team wishes to thank the
  WFLHD staff for its contributions and support
  during development of this Implementation Plan

31
The Change Management Team