CONTACTS 
0201 - Moravec and Associates                                                                                                                                             O-00000537 0101
020101 - Mr. Milan Moravec; President
0202 - University of California                                                                                                                                           O-00000873 0505
020201 - Mr. Milan Moravec; Professor
020203 - Engineering and Project Management                                                                                                                               O-00000873 0505

SUBJECTS
Project Management Case Studies Matrix Organization Request for Rese

2003 -
2003 -    ..
2004 - Summary/Objective
2005 -
200501 - Follow up ref SDS 24 0000, ref SDS 5 0000.
200502 -
200503 -
200504 -
200506 -  ..
2006 -
2007 -
2008 - Progress
2009 -
200901 - Received ref DRT 1 0001 from Milan saying...
200902 -
200903 -    1.  I teach at UCB in Civil and PM, ref DRT 1 0001
200905 -  ..
200906 - There is a website for Milan working at UCB...
200907 -
200908 -              http://www.ce.berkeley.edu/~moravec/
200910 -  ..
200911 - Milan teaches change management at UCB...
200912 -
200913 -            Interests:  Leadership Development for Engineers,
200914 -            Organization Behavior, Project Management, Organization and
200915 -            Project Transformation, Managing for Professionals and
200916 -            Engineers, High Performance Teams, Change Management,
200917 -            Consulting Skills for Engineers and Internal Consultants
200919 -  ..
200920 - Milan presented change management at the PMI Asilomar Conference on
200921 - 940610, ref SDS 4 3955, and again at a PMI dinner meeting on 941026.
200922 - ref SDS 5 6482  This was cited previously on 070301, when Milan
200923 - requested support for research on the history of PM. ref SDS 24 NT5I
200925 -  ..
200926 - Milan has a strong record in change management...
200927 -
200928 -            Employed by Bechtel at domestic and international job sites
200929 -            and at the Headquarters in San Francisco over a 12-year
200930 -            period.  Responsibilities included: training and
200931 -            development of Engineers, Project Managers; engineering and
200932 -            management technology transfer to nationals; management of
200933 -            human resources in construction, engineering organization
200934 -            and projects; and Manager Global Organization Development.
200935 -            Milan was employed by National Semiconductor, BP, and
200936 -            Corning as an Internal Change Management and Organization
200937 -            consultant.
200939 -  ..
200940 - Milan's letter continues...
200941 -
200942 -    2.  I have had no luck finding Case Studies in Eng & PM industry
200943 -        relating to Project Managers, Project Management,
200944 -        Project/Matrix Organization...suggestions on sources or whom I
200945 -        might contact? ref DRT 1 I65N
200947 -  ..
200948 - Milan seems to be asking for a case study to find case studies.
200949 -
200950 -            [On 070807 submitted response with some case studies that
200951 -            may be helpful. ref SDS 25 NT5I
200953 -  ..
200954 - His letter continues below. ref SDS 0 Y86S
200956 -  ..
200957 - PMI should have sources on project management.
200958 -
200960 -  ..
200961 - Matrix organization is reported in the record on...
200962 -
200963 -        1.  Stanford project management using
200964 -            matrix organization practices
200965 -            test bed for case study and
200966 -            feedback to guide classroom
200967 -            curiculum........................ 880415, ref SDS 1 JL8Y
200969 -             ..
200970 -        2.  Jennett PMI founder noted trend
200971 -            to reengineer toward matrix
200972 -            organizations to manage big
200973 -            projects......................... 940114, ref SDS 3 K54M
200975 -             ..
200976 -        3.  Bechtal moving away from hierarchial
200977 -            project management, adopting
200978 -            functional matrix management
200979 -            model............................ 950718, ref SDS 6 4194
200981 -             ..
200982 -        4.  Turner Construction preparing
200983 -            seminar for PMI reports matrix
200984 -            organizations emphasize teamwork,
200985 -            empowerment, and collaboration
200986 -            which blurrs accountability,
200987 -            and so need communication
200988 -            metrics to reduce
200989 -            mistakes......................... 950802, ref SDS 7 XY70
200991 -             ..
200992 -        5.  Project management adopting
200993 -            matrix functional structure
200994 -            to empower teams by
200995 -            flattening organization
200996 -            structure........................ 970502, ref SDS 8 3490
200998 -             ..
200999 -        6.  Intel experimenting matrix management
201000 -            model expects weak communications can
201001 -            be improved with system
201002 -            of communication
201003 -            metrics.......................... 970603, ref SDS 10 0762
201005 -             ..
201006 -        7.  Planning controlling projects with
201007 -            matrix organization complex, and
201008 -            more difficult for crossing
201009 -            boundaries of multi-corporate
201010 -            structures....................... 970709, ref SDS 11 JR6K
201011 -
201012 -        8.  "Flatter" structure associated with
201013 -            matrix organization model aims to
201014 -            empowers innovation, creativity, and
201015 -            teamwork reported by
201016 -            Intel............................ 970710, ref SDS 12 1431
201017 -            yet, eviscerates standards of
201018 -            good management.................. 970710, ref SDS 12 2009
201020 -             ..
201021 -        9.  Unisys matrix organization assigns
201022 -            project staff from functional
201023 -            departments who control salary,
201024 -            promotions, reduces incentives
201025 -            to follow project
201026 -            leadership....................... 970825, ref SDS 13 0911
201028 -             ..
201029 -       10.  Stanford construction management
201030 -            office using matrix organization
201031 -            for major projects closed because
201032 -            "best of best" failed to meet
201033 -            objectives....................... 971004, ref SDS 14 0001
201034 -
201036 -  ..
201037 - Internet research shows many case studies on "matrix organization"
201038 - have marginal value, which Milan may have already determined.  No
201039 - actual studies were found.  There are a lot study abstracts.  As seen
201040 - in this sampling, the only "study" occurs interviewing people, though
201041 - in one case researchers report having looked at some work product,
201042 - though even in that case work product turned out not to be central to
201043 - the "study," and the primary focus was on talking to people.
201045 -  ..
201046 - These typical efforts can be contrasted with a case study reported by
201047 - Cal Tech that examined thousands of communication records to discover
201048 - what caused the loss of the space shuttle Challenger in 1986, reported
201049 - on 970524. ref SDS 9 7298  Earlier, on 921021 Cal Tech reported
201050 - having applied results of the study to make substantial improvements
201051 - to NASA and JPL communication practices. ref SDS 2 4499
201053 -  ..
201054 - Of course case studies on actual daily work are very difficult to
201055 - accomplish because records are poor to non-existent.  This may explain
201056 - why there is no report of a follow up study to make similar
201057 - determinations following loss of the Columbia 20 years later on
201058 - 030201. ref SDS 21 0001
201060 -  ..
201061 - Case studies from SDS records...
201062 -
201063 -        1.  History of project management requested by Milan on 070301.
201064 -            ref SDS 24 FV8N
201065 -
201066 -        2.  Matrix organization project management model. ref SDS 0
201067 -            MR7O
201069 -             ..
201070 -        3.  Case studies from patient history showing health care
201071 -            issues and opportunites to improve medical practice,
201072 -            reported on 061018. ref SDS 23 0001
201074 -             ..
201075 -        4.  Broadwater Dam hydro electric project, reported 990316.
201076 -            ref SDS 18 0001
201078 -             ..
201079 -        5.  Oakland Harbor project, reported 981027. ref SDS 15 9152
201080 -
201082 -  ..
201083 - Internet research for case studies on "matrix organization" show very
201084 - little...
201085 -
201086 -        1.  AREVA T&D Case Study - Matrix Management
201087 -
201088 -              http://www.agilean.com/case_study_1.htm
201090 -             ..
201091 -            AREVA T&D Corporation (formerly Alstom Esca) is a global
201092 -            supplier of energy management systems for the generation,
201093 -            transmission, and distribution of electricity To reduce
201094 -            costs, and to leverage common products and services across
201095 -            all market segments, AREVA T&D decided to shift to a matrix
201096 -            organization with centralized functional groups supporting
201097 -            each line of business
201099 -             ..
201100 -            Although the matrix organization changed, AREVA T&D
201101 -            realized many of their procedures did not, causing a high
201102 -            degree of business friction within the organization
201103 -
201104 -              http://www.agilean.com/case_study_1.htm
201106 -             ..
201107 -            Solution....
201109 -             ..
201110 -            AREVA T&D's CEO called on AGILEAN to help increase the
201111 -            productivity of their matrix organization
201113 -             ..
201114 -            AGILEAN recommended organizational structure design with
201115 -            performance measurements, and facilitated senior leader
201116 -            events to move beyond the org chart and lay the foundation
201117 -            for putting the organization back to work
201119 -             ..
201120 -            Management tension surrounding the matrix structure
201121 -            dissolved
201123 -             ..
201124 -        2.  Communication and Psychological Type in a Latent Matrix
201125 -            Organization: A Case Study
201126 -
201127 -              http://stinet.dtic.mil/oai/oai?&verb=getRecord&metadataPrefix=html&identifier=ADA161188
201129 -             ..
201130 -            Master's thesis September 1985
201132 -             ..
201133 -            AIR FORCE INST OF TECH WRIGHT-PATTERSON AFB OH SCHOOL OF
201134 -            SYSTEMS AND LOGISTICS
201136 -             ..
201137 -            This study examined the relationship between organizational
201138 -            structure and written communication in an Air Force test
201139 -            organization which had experienced difficulty meeting time
201140 -            limits for producing reports.  Unit work product consisting
201141 -            of documents, unit member interviews, and researchers'
201142 -            personal observations were compared to current literature
201143 -            on the matrix organizational structure.  The organization
201144 -            was found to operate a variant of a matrix organization.
201145 -            The Myers-Briggs Type Indicator, based on Carl Jung's
201146 -            theory of pscyhological types, was used to assess
201147 -            information gathering and processing for producing unit
201148 -            documents.  Teams were found to be mostly ISTJ.  No
201149 -            relationship between communication style preferences and
201150 -            timeliness of reports was seen.  While some problems with
201151 -            the report process were noted, no distinct relationship
201152 -            between the organization's operational structure and its
201153 -            difficulty in meeting the time limits was observed.
201155 -             ..
201156 -        3.  Matrix Management of Projects and Power Struggles: A Case
201157 -            Study of an R&D Laboratory
201158 -
201159 -              http://hum.sagepub.com/cgi/content/abstract/47/9/1089
201161 -             ..
201162 -            Paul B. de Laat
201164 -             ..
201165 -            Human Relations, Vol. 47, No. 9, 1089-1119 (1994)
201166 -            DOI: 10.1177/001872679404700904
201167 -            c 1994 The Tavistock Institute
201169 -             ..
201170 -            Department of Philosophy, Rijksuniversiteit Groningen,
201171 -            A-weg 30, 9718 CW Groningen, Holland.
201173 -             ..
201174 -            Matrix management of projects, it is argued, may generate
201175 -            normative conflict, prompting project and functional
201176 -            managers to engage in nonconformist conflict behavior
201177 -            which challenges the division of authority in matrix. An
201178 -            analysis of such struggles has been lacking yet. The
201179 -            present study fills this gap. Distinguishing between
201180 -            retreatism, ritualism, manipulation and rebellion, forms
201181 -            and outcomes of such power struggles are explored in a
201182 -            case study of the R&D establishment of a multinational
201183 -            corporation. A so-called balanced matrix was applied, in
201184 -            which power between both kinds of matrix managers is
201185 -            equally balanced. Analysis shows, how each party tried to
201186 -            shift the balance of power toward its side -mostly in vain
201187 -            however; in the end, the "hot" war between contending
201188 -            parties gave way to a mixture of "cold" war and willing
201189 -            cooperation. From the case data, organizational features
201190 -            other than matrix design as such are identified, that seem
201191 -            to affect the chances of mutual conflict escalating.
201192 -            Finally, it is conjectured, that types of matrix other
201193 -            than the balanced matrix are less susceptible to such
201194 -            intense power struggles, as the balance of power is not
201195 -            nearly equal.
201196 -
201198 -  ..
201199 - Milan's letter continues...
201200 -
201201 -    3.  And am searching for articles, books etc on Business
201202 -        Development domestic and international Eng Procurement
201203 -        Construction industry, ref DRT 1 I66J
201205 -  ..
201206 - The study on 070301 provides a lot of background articles on project
201207 - management, ref SDS 24 FV8N, including skills and training of project
201208 - managers, particularly Eric Jenette's interview reported on 940114.
201209 - ref SDS 3 0155
201211 -  ..
201212 - Milan's letter continues...
201213 -
201214 -    4.  Mat I please tap your wisdom? ref DRT 1 1G6M
201216 -  ..
201217 - Milan's position at the university should provide a lot of opportunity
201218 - for research.  Case study requested by Milan today would make a good
201219 - class assignment, illustrated by the study he requested on the history
201220 - of project management shown on 070301. ref SDS 24 FV8N
201222 -  ..
201223 - Matrix organization has also be described as "flattening," cited by
201224 - Jenett in a review of the history of project management reviewed on
201225 - 940114. ref SDS 3 K54M
201226 -
201227 -
201228 -
201229 -
201230 -
201231 -
201232 -
201233 -
2013 -