Table of Contents PDF Chapters

About The Author

Introduction

Disturbing Signs in American Business

Taking Stock

Striking a Proper Balance

Scope of the book

Chapter 1 Thesis

1.0 The Implications of Current Trends

1.1 The Fragility of Trust

1.2 The Challenge of Integral Management

1.3 Recognizing the Stakeholders

1.4 Adversity - The True Test of Management Integrity

1.5 Integrity in All Relationships

Chapter 2 Senior Management Roles

2.0 Introduction

2.1 Some Observations about Enterprise Management

2.2 Top Management's Real Job

2.3 Balancing the Stakeholders' Interests

2.3.1 The stakeholders and their motivations

2.3.2 The Lesson to be Learned

2.3.3 Is There a Solution to This Dilemma?

2.4 A Common Failure

2.5 The Division of Management Responsibility

2.5.1 Delegation and Management Development

2.5.2 Tolerating Dissent and Change

Chapter 3 Projects and Planning

3.0 Introduction to Projects

3.1 Projects and Plans

3.2 The Project plan: its purpose, and content

3.2.1 When is the project plan needed?

3.2.2 Who Should Create the Plan?

3.2.3 How is a Project Plan Different From a Business Plan?

3.2.4 Relation of Plan to Specifications or Other Requirements

3.3 The Planning Process

3.3.1 Product Synthesis and Definition

3.3.2 Defining the Approach

3.3.3 Getting Buy-in

3.3.4 People are the Key and They Are Only Human

3.3.5 Optimum Solutions

3.4 Implementing the Plan

3.4.1 If It Can Happen, It Will! If It Can't Happen, It Also Will!

3.5 Estimating the Impact of Program Changes

3.6 Conclusion

Chapter 4 Project Management Relationships

4.0 Introduction

4.1 Purpose

4.2 Program Management Role

4.2.1 The Program Manager's Charter

4.2.2 Assistant Program Managers

4.2.4 Program Responsibilities by Program Phase

4.3 The Role of the Functional Organization

4.3.1 The Internal Subcontractor Relationship

4.3.2 The Concept of Subsystem Manager

4.3.3 Assignment of Subsystem Management Responsibility to Engineering

4.3.4 Subsystem Manager's Role and Responsibilities

4.3.5 Subsystem Manager's Role in Subcontract Management

4.4 Organizational Relationships

4.5 Performance against Commitments

4.6 Overarching Disciplines Support Program Integrity

4.6.1 Systems Engineering

4.6.2 Product Safety, Quality, Reliability and Maintainability

4.6.3 Integrated Test and Evaluation

4.6.4 Plans and Status

4.6.5 Finance and Controls

4.7 Total Quality Management and Continuous Improvement

4.7.1 Separating Substance from Form

4.7.2 Integrated Product Teams Rediscovered

4.7.3 Customer Satisfaction Comes in Several Flavors

4.8 Expectations of individuals assigned to IPTs

4.8.1 Empowerment With-in Overarching System Disciplines

4.8.2 The Role of Integrated Product Team Members' Home Organizations and Managers.

4.9 Resolving Conflicts in Objectives

4.8 Summary

Chapter 5 Enterprise Management and Organization

5.0 Introduction

5.1 Two Fundamental Tests for Management Structure

5.2 Organizing for Success

5.2.1 The Importance of Organizational Clarity

5.2.2 Five Guiding Principles for Organizational Structure Integrity

5.3 Roles and missions defined by titles and charters communicate the intended division of responsibility within the Enterprise

5.3.1 Ambiguity causes unnecessary and unproductive conflict.

5.3.2 Competition vs. Conflict

5.3.3 Setting Expectations

5.4 Organization Models

5.4.1 The small, single-product Enterprise

5.4.2 The medium to large multi-product Enterprise with one customer segment and common disciplines among the products

5.4.3 The medium-to-large multi-product Enterprise with many customers and common disciplines among the products

5.4.4 The medium to large sized multi-product Enterprise with many customers and unique disciplines for each product or group of products

5.4.5 Combinations of the above.

5.5 Projectized vs. Matrix Organizations

5.5.1 Arguments For and Against Projectization

5.5.2 My Preferred Model

5.6 Some Other Organizational Issues

5.6.1 Acquiring and Maximizing the Utilization of Key Talent

5.6.2 Implications of Make-or-Buy Decisions on Organization

5.6.3 Spans of Control, Deputies, and Assistants. "Flat" Organizations

5.6.4 Overarching disciplines and their delegation

5.6.5 Division of Responsibility -- a Key Check and Balance.

5.6.6 Centralized vs. Distributed Support Functions

Chapter 6 Subcontract Management

6.0 Introduction

6.1 Background

6.2 Make or Buy Decisions

6.3 Source Selection

6.3.1 Competition and its Value

6.3.2 Selected Source vs. Competitive Acquisition

6.3.3 Re-competing On-going Work

6.4 Program Subcontract Integration and Management

6.4.1 The Subcontract Management Team Concept

6.4.2 Team Makeup

6.5 Subcontract Management Team Tasks

A. Developing the Subcontract Procurement Package

B. Subcontractor Selection

C. Implementing the Subcontract Effort

D. Evaluating Subcontractor Performance

6.6 Functions and Responsibilities

6.6.1 Subsystem manager

6.6.2 Subcontract administrator and team business manager

6.6.3 Product assurance quality representative

6.6.4 Program Office representative

Chapter 7 Integration Arts

7.0. The Overarching Disciplines

7.1 Program Definition and Integration

7.1.1 The Statement of work

7.1.2. The Work Breakdown Structure (WBS)

7.1.3 Developing the Program Anatomy

7.1.4 The Anatomy of a Typical Development Project

7.1.5 Program Integration Media

7.1.6 Program Configuration Control - Block Change and Coordination

7.1.7 Product Manufacturing Scheduling and Programming

7.1.8 Internal Contracts -- Change Control

7.1.9 Design and Configuration Change Control

7.2 Program Evaluation (Program status, and control)

7.2.1 Technical Performance Assessment

7.2.2 Cost and Schedule Status and Control

7.2.3. Accomplishment Measures -- Earned Value Systems and Milestones

7.3 Product Definition

7.3.1. Systems Engineering Requirements Definition, and Allocation

7.3.2 Design Integration

7.4 Product Evaluation

7.4.1 Design Performance Evaluation

7.4.2. Integrated test program planning

7.4.3 Product Liability Evaluation

7.4.4 Product Unit Cost Evaluation

7.5. Other Development Disciplines

7.5.1. Design Notebooks

7.5.2. Discipline for Design Review Against All Requirements

7.5.3. Design Configuration Control , Release, and Change Control

7.6. Production Disciplines

7.6.1 Product Definition for Planning Purposes

7.6.2 Production First Article Master Scheduling

7.6.3 Product Disclosure Demonstration

7.7. Checks and Balances by Hand-off of Responsibility

7.7.1. Project Systems Engineering Hand-off to Design Engineering

7.7.2. Design Hand-off to Testers

7.7.3 Development Engineering Hand-off to Manufacturing

7.7.4. Manufacturing Hand-off to Product Assurance

Chapter 8 Managing Cost

8.0 Understanding the cost of doing business

8.1 Purpose of the cost management information system

8.2 Classes of cost

8.3 Cost/benefit correlation

8.4 Effective Control of Cost

8.5 Knowing the Cost Influences and Delegating Them Down

8.5.1 Direct versus Indirect Cost

8.6 Managing Project Cost

8.6.1 The N-dimensional Resource Data Base

8.6.2 Earned Value Performance Measurement

8.7 Forecasts and accountability

8.8 Computers, Buildings and Machines

8.8.1 New Technology Distorts Traditional Equipment Accounting

8.8.2 Implications on Costing of Equipment

8.9 Activity Based Accounting

8.10 Stability, Instability, and Unanticipated Events

8.10.1 A Case of What You See Ain't Necessarily What You Get (WYSANWYG)

8.11 Contract Roles and Forms

Chapter 9 Managing Computers

9.0 Purpose

9.1 Background

9.2 The Computation Demands of Today's Business

9.3 A Better Approach

9.3.1 Computers as Employees

9.3.2 Computer Management

9.3.3 Pricing Strategy

9.3.4 A Proposed Pricing Approach

9.4 Implementation

9.4.1 Data System Requirements

9.4.2 What to Do Before The Work Arrives.

Chapter 10 Communications

10.0 Some Observations about Communication

10.1 Effective Communication - A Keystone of Successful Management

10.2 Objectives of Communication

10.3 Effective Methods of Project Communication

10.4 Effective Enterprise Management Communications

10.5 Individual Communication: Setting Objectives and Expectations with Feedback and Evaluation

10.6 Compensation and Incentives as Aids to Communication of Objectives

10.7 Meetings and Formats

10.8 Quality of Communication

10.8.1 Computers No Substitute for Face-to-Face Meetings and Printed Material

10.8.2 Coordination Tricks, Stalls, and Countermeasures

10.8.3 Some Pitfalls to Avoid

10.8.4 Some Useful Tongue-in-Cheek Concepts

10.9 Summing Up

Chapter 11 Dealing with Other Styles

11.0 Background

11.1 Different Cultures Inside the Enterprise

11.2 Meeting the Challenge

11.3 Effective Transaction Management

11.3.1 The Concept of Dental Equilibrium

11.3.2 Face all the Issues of the Transaction

11.3.3. Transactions Within the Enterprise

11.3.4 If Deterrence Fails

11.4 Unilateral Direction and its Pitfalls

11.5 Ethics and Ethics Programs.

11.5.1 Written Codes of Ethical Behavior

11.5.2 The Rush to create Ethics Programs

11.5.3 The Unanticipated Results of Ethics Programs

11.5.4 Ethics Defined

11.5.5 Ethics and the Integral Manager

11.6 Situational Ethics

11.6.1 Frequent Flier Miles

11.6.2 Dealing with Foreign Sales and Cultures

11.7 Coming to Grips with Management Fads

11.7.1 A Study by the National Research Council

11.7.2 Fads Fade Fast, but the Malady Lingers On

11.7.3 Dealing with Fads

11.8 Conclusions

Chapter 12 Contracts

12.0 General

12.1 A Seemingly Dry but Vital Subject

12.2 Definitions

12.2.1. Defining the Job -- the Work Breakdown Structure (WBS)

12.2.2 The Test of Definition

12.3 Matching the Contract to the Job .

12.3.1 Simplest Types of Contracts

12.3.2 Risk and its Implications to Contracts

12.3.3 Effective Cost Reimbursable Contracts

12.3.4 More Complex Contract Forms Tailored to the Task and Risks to both Parties

12.4 Important Tests for Choosing the Right Contract Form

12.5 The Dangers of Non-linearities in Cost-Fee Relationships

12.6 What if the Contract Becomes Inoperable?

12.7 Your Signature is Your Bond

Chapter 13 Motivations

13.0 Introduction

13.1 Financial Incentives as a Motivation for the Workforce

13.2 Sharing the Benefits of Success.

13.3 Conclusion

Chapter 14 Management Expectations

14.0 Putting It All Together

14.1 Setting and Communicating Expectations for Management

14.2 An Example of Integral Management Expectations

Appendix

 

Copyright © 2001 L. David Montague. All rights reserved.