Informal Project Management at Hyten Corporation

The Automotive Components Division of Hyten Corporation has an informal system of project management. It revolves around each department handling their own func-

Exhibit I. Organizational chart of the automotive division, Hyten Corporation

Exhibit I. Organizational chart of the automotive division, Hyten Corporation

tional area of a given product development or project. Projects have been frequent enough that a sequence of operations has been developed to take a new product from concept to market. Each department knows its responsibilities and what it must contribute to a project.

A manager within the Business Development Department assumes informal project coordination responsibility and calls periodic meetings of the department heads involved. These meetings keep everyone advised of work status, changes to the project, and any problem areas. Budgeting of the project is based on the cost analysis developed after the initial design, while funding is allocated to each functional department based on the degree of its involvement. Funding for the initial design phase is controlled through business development. The customer has very little control over the funding, manpower, or work to be done. The customer, however, dictates when the new product design must be available for integration into the vehicle design, and when the product must be available in production quantities.

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