Project organization chart

Although the coordination procedure is not part of the execution plan, per se, it is very relevant to it and should be issued, as far as possible, concurrently with it. The coordination procedure shows the project organization chart, defines group and individual responsibilities and sets the basis for financial control. It must include the following information ... 

Previous land use prior to acquisition Surrounding land use-industrial, residential, and schools Discharges/investigations at neighboring facilities Remedial/corrective actions in the last five years Outside consultants used on specific projects Organization chart and Chain of Command ... 

Getting work done requires participation from many. These include executive, technical, and user levels. The functional areas from which participants are drawn will depend on the project. Teams should operate at three levels. The terminology is shown in the project organization chart, Figure 12.3. The Steering Committee (SC) includes the project sponsor and other managers. It s important that the SC be able to make decisions regarding the course of the project. 

For a small, simple project the startup could be as easy as starting a pump. Obviously, one person could probably handle the startup efficiently. For a mega project, several hundred operators and engineers may be needed. For this description, let us assume that the project is for a first of a kind operation with 200 pieces of major equipment. Many of the functions will be there no matter what size project. For your project, the size and complexity will determine the total number of people required. The organization chart in Fig. 18.2 shows the startup team and the reporting relationship. 

The organization chart shown in Fig. 18.2 was intended for a medium sized project and should be modified to fit different situations. 

Included on the organization chart is a proposal for a large experimental facility (LEF) for the gasification of biomass. This facility, which would have a projected capacity of 300 oven dried tons per day of biomass, is still in the planning stage and has not been formally approved. 

Resources. Employees (icons on the left) such as Schneider, Bayer, etc. are organized into project teams which are represented by organization charts. Each box represents a position, lines reflect the organizational hierarchy. Employees are assigned to positions (or roles). Within a project, an employee may play multiple roles. E.g., Mrs. Bayer acts both as a designer and as a simulation expert in the Polyamide-6 team. 

A very important part of successful project development is the organization of personnel within the company to handle the various aspects of the job. Figure 2-1 shows a typical organization chart for industrial research. As the project develops, it is essential to obtain suggestions and criticisms from personnel in various departments from time to time. This can be done by conferences and/or circulation of progress reports. Communications problems must be solved for effective cooperation. The proper method to employ depends on the size and physical setup of the company. As a further illustration of the requirements for cooperation and communications, Table 2-1 shows how each of seven departments was involved during various phases of the development of a chemical product. 

Figure 2.3 Typical organization chart for a revamp project...

The particularities include those things that were retained too project specific and therefore shall be described at instantiation time. Such things include the contents of the project and organization chart the particular tools that will be actually used the actual topics and schedule of the training courses the names of the staff the justification of the roles the actual inputs and outputs of each safety lifecycle phase (although suggestions were made in form of templates). 

Figure 4.1 shows a typical site organization chart for an EPCM contractor. The number of persons present depends on the size, type and structure of the project. Job titles vary from one organization to the next, but whatever the titles, aU of the functions shown must be covered in one way or another. The following are brief comments on certain posts shown in... 

This action by the Secretary of War led the Chief, CWS, in January 1944 to raise the Special Assignments Branch to the status of a division. The new division, known as the Special Projects Division, was headed successively by Cols. Martin B. Chittick, J. Enrique Zanetti, and H. N. Worthley. In carrying out the main responsibility for biological warfare preparations the division supervised the activities of some 3,900 persons, of whom about 2,800 were Army personnel, about 1,000 Navy, and nearly 100 civilians. The majority of these were stationed at Camp Detrick, and the remainder were divided among the headquarters of the Special Projects Division in Washington and the other BW installations. The approved organization chart for 16 September 1944 listed 9 Army officers and 8 civilians and 6 Navy officers and 7 Navy enlisted men in the headquarters... 

Before I drew this out on a chart, the business I envisioned looked like this Maxine Hyndman—writer, speaker, coach. Full stop. There was no room for the IT side of things (a minor passion of mine) or the desire to have creative control over some of my publications. Now any brilliant idea I have for a project must fit within the above values or it gets put on the back burner to simmer and develop. This design grew completely organically out of my dreams and what I was good at. 

Project management software This is software that is receptive to presentation team input over time and that has capabilities to organize and structure the tasks associated with the group, often in the form of a Gantt chart. This is very specialized software and would be potentially useful for a team interested primarily in obtaining typical project management results in terms of PERT charts and the like. 

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