Про архитектуру плана проекта и пользу кросс-функциональных команд
Эффективность матричной организации, проектных офисов, кросс-функциональных команд, Integrated Product Teams в том, что они образуют новую модульность/набор оргсервисов предприятия, с альтернативным набором интерфейсов к этим оргмодулям, в рамках которой работы организованы внутри модулей и меньше передаются по интерфейсам, чем в рамках стандартной (функциональной) оргструктуры.
Косвенно это подтверждается данными DoD по эффективности IPT, приведено по Керцнеру:
"Unlike traditional project teams, the IPT thrives on sharing information across the team and collective decision-making. IPTs eventually develop their own culture and, as such, can function in either a formal or informal capacity. Since the concept of an IPT is well suited to large, long-term projects, it is no wonder that the Department of Defense has been researching best practices for an IPT.11 The government looked at four projects, in both the public and private sectors, which were highly successful using the IPT approach and four government projects that had less than accept-
able results. The successful IPT projects are shown in Table 8–4. The unsuccessful IPT projects are shown in Table 8–5. In analyzing the data, the government came up with the results shown in Figure 8–11. Each vertical line in Figure 8–11 is a situation where the IPT must go outside of its own domain to seek information and approvals. Each time this happens, it is referred to as a “hit.” The government research indicated that the greater the
number of hits, the more likely it is that the time, cost, and performance constraints will not be achieved. The research confirmed that if the IPT has the knowledge necessary to make decisions, and also has the authority to make the decisions, then the desired performance would be achieved. Hits will delay decisions and cause schedule slippages."
Косвенно это подтверждается данными DoD по эффективности IPT, приведено по Керцнеру:
"Unlike traditional project teams, the IPT thrives on sharing information across the team and collective decision-making. IPTs eventually develop their own culture and, as such, can function in either a formal or informal capacity. Since the concept of an IPT is well suited to large, long-term projects, it is no wonder that the Department of Defense has been researching best practices for an IPT.11 The government looked at four projects, in both the public and private sectors, which were highly successful using the IPT approach and four government projects that had less than accept-
able results. The successful IPT projects are shown in Table 8–4. The unsuccessful IPT projects are shown in Table 8–5. In analyzing the data, the government came up with the results shown in Figure 8–11. Each vertical line in Figure 8–11 is a situation where the IPT must go outside of its own domain to seek information and approvals. Each time this happens, it is referred to as a “hit.” The government research indicated that the greater the
number of hits, the more likely it is that the time, cost, and performance constraints will not be achieved. The research confirmed that if the IPT has the knowledge necessary to make decisions, and also has the authority to make the decisions, then the desired performance would be achieved. Hits will delay decisions and cause schedule slippages."
Есть на эту тему интересная мысль, что PRINCE2 PFD это не только архитектура плана, но и инструмент планирования коммуникаций, т.к. поток преобразования результатов проекта определяет передатчиков, так и реципиентов информации, а также среду передачи и носитель информации вообще. Фактически, на каждую стрелку PFD должно быть описание интерфейсов. И оргструктура проекта тем эффективнее, чем меньшим количеством строчек плана управления коммуникациями покрывается 100% интерфейсов PFD.
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