The most common are Functional, Matrix, and Project-Oriented. In this Application Assignment, you will explore the role of the project manager and select the appropriate organizational structure for the Southern Care Hospital Project. Refer to the Southern Care Hospital case study on pages 71-73 of "Project Management in Practice" and this week's readings from the PMBOK (PMBOK Guide).

Answer the following questions:

1. Describe the primary roles and responsibilities of a project manager.
2. Which of the organizational structures do you think is most beneficial to the project and why?
3. What are some of the similarities and differences between the various organizational structures?
4. What criteria would you use to select resources to serve on your project team?
5. From the available resource pool, who would you select to be on your project team? Why?

CASE Southern Care Hospital Southern Care Hospital (SCH) is a large, nonprofit regional Black Belt training entails the two weeks of Green Belt training hospital located in the southeast. Several years ago it contract- plus an additional four weeks of training. Both Green Belt and ed with the health-care division of a major medical equipment Black Belt training require the completion of a Six Sigma proj- supplier to provide Six Sigma training to a group of its hospital ect in addition to the in-class training. employees. Since that time, numerous waves of Green Belts One challenge currently facing SCH is significant levels and Black Belts have been trained including people across all of dissatisfaction from the medical staff regarding the three- job ranks and representing most departments. Green Belt day lead time it currently averages the nuclear medicine training entails two weeks of formal in-class training, while department to turn around the results of stress tests. In this72 CHAPTER 2 The Manager, the Organization, and the Team employee is available. The hourly rate represents what will be charged against your project's budget for work performed case, "lead time" is defined as the elapsed time from when the stress test is ordered by a physician until the time when a radi- by a given employee. The percent available is based on a ologist from the nuclear medicine department signs off on the 40-hour work week. Therefore, the number of ber of hours you can test results. Stress tests are used to determine the amount of utilize a resource during a given week cannot exceed the stress the heart can endure before either an abnormal rhythm available percentage times 40. To illustrate, Anna Frost can or insufficient flow of blood to the heart develops. Typically, complete at most 8 hours (20% x 40 hours/week) of project the stress test is administered by increasing the level of diffi- work per week. culty as a patient walks on a treadmill or rides a stationary bike. To facilitate project planning, SSH uses an advanced Six During the stress test, vital statistics are collected and moni- Sigma database program to track the progress and performance tored, including the patient's heart rate and blood pressure. of all ongoing projects. Furthermore, the HR department has Discussions with the medical staff indicate that they desire developed a process to estimate the proficiency of employees maximum lead times of a day and a half. completing various planned tasks in future Six Sigma projects You have been selected to manage a Six Sigma project based on the historical data contained in the database. The pro- focusing on reducing the lead times associated with receiving ficiency numbers can range between 0 and 100, with the results of stress tests. Based on your past experience with cating no ability to perform the task and 100 implying extensive similar projects, you have identified 20 major activities. SSH's expertise and experience performing the task. Table 2 summa- steering committee has further granted you permission to rizes this information for the 12 employees listed in Table 1 for select up to four team members from the available resource the 20 project tasks initially identified. Past experience with pool to staff the project. Table 1 provides relevant background information on these estimates indicates they are fairly accurate over an entire the 12 people currently available for assignment to a Six project but that employee performance typically varies +3 Sigma project. All resources are available to the project on a percentage points within a given week. Thus, an employee part-time basis and therefore support Six Sigma projects in with an estimated proficiency of 90 on a particular task would addition to performing their normal job assignments. The be expected to perform in the 87-93 range on the task in any table lists the employee name, job title, level of education, given week. years of work experience, Six Sigma rank (i.e., Green Belt or A final comment regarding the available resources is in Black Belt), the number of Six Sigma projects the employee order. Specifically, past experience with projects indicates that has worked on, the average amount of savings that resulted conflict occasionally arises when more than one Black Belt is from the Six Sigma projects the employee has worked on, assigned to the same task. When such conflict does arise, it the employee's hourly rate, and the percent of time the tends to negatively impact both the time required to complete Table 1 Background Information on Available Project Resources Years of SS # of SS Avg Proj Hourly First Name Last Name Job Title Education Experience SS Rank Experience Projects Savings Rate Availability (%) Anna Frost Radiology Practice MPH 11 GB $50,000 $58 20 Administrator Edward Young Radiology Office B 7 GB $62,000 $36 30 Administrator Hazel Vaughn Radiology Supervisor D W 6 GB N 30 Howard Payne Radiology Supervisor $74,000 $40 4 GB 1 .5 35 Joyce Snyder Radiology Info Sys Mgr $68,000 $30 5 GB 3 NW - - Ken Inman Radiology DB Mgr $112,000 $35 50 GB 1.5 Nick Rogers Adm of Special Projects $95,000 $25 50 BB 6 Peggy Moss Radiology Senior Bus $33 50 MBA $211,000 BB Analyst $240,000 $40 50 Peter Foltz Radiology Bus Analyst Roberta Jackson Senior Nurse Manager $187,000 $30 50 - N Susan wow w w Osborne Staff Nurse $75,000 $42 20 Stephanie Thomas Staff Nurse $35,000 $35 50 $42,000 $30 50Bibliography 73 Table 2 Estimated Resource Proficiencyes Resources Anna Edward Hazel Howard Joyce Ken Nick Peggy Peter Roberta Susan Stephanie Frost Young Vaughn Payne Snyder Inman Rogers Moss Foltz Jackson Osborne Thomas Task Define Phase Establish Project Goals 98 90 83 92 95 91 85 82 78 91 86 83 76 Develop Project Charter 88 86 86 84 93 88 93 96 90 82 96 92 82 83 81 VOC Study 84 84 87 83 92 89 94 Develop CTQ Tree 75 75 85 80 88 94 94 95 78 78 78 88 94 96 75 76 74 Develop Process Map 78 78 85 80 90 90 78 77 79 Stakeholder Analysis 95 90 90 88 90 87 92 Measure Phase 90 75 77 78 Collect Process Data 70 80 85 82 88 88 77 Develop Run Chart 75 80 84 888 8 72 Calculate DPMO 75 78 80 78 95 85 80 Revise Project Charter 93 90 92 88 Analyze Phase 80 93 Cause and Effect Diagram 85 88 92 75 65 9 8 8 8 19 8 89 Summary Statistics and Test 65 65 68 84 90 2 8 8 80 90 90 61 Pareto Analysis Regression Analysis 65 70 75 78 80 Improve Phase 92 77 90 88 8 8 8 96 90 88 93 Develop Payoff Matrix Identify Improvements 88 86 90 72 90 75 85 95 Develop Training Material 80 68 73 Control 96 92 93 80 8 8 9 Develop Checklists 80 88 72 Develop SPC Charts 65 78 82 80 89 76 93 80 88 Develop Status Reports 90 95 92 tasks that the Black Belts are jointly assigned to and the overall 3. How would you recommend this project be organized? Functional project? Pure project? Matrix? Why? quality of the work performed. 4. What criteria would you use in selecting resources to serve on your project team? Questions 1. Explain how you would execute your roles as the project 5. From the available resource pool, who would you select to be on your project team? Why? manager of this project. 2. As the project manager, how would you manage trade-offs? BIBLIOGRAPHY Conger, J. A. "The Necessary Art of Persuasion." Afzalur, R. M. Managing Conflict in Organizations. Harvard Business Review, May-June 1998. West-port, CT: Praeger, 1992. Dewhurst, H. D. "Project Teams: What Have We Block, T. R. "The Project Office Phenomenon." PM Net- Learned?" PM Network, April 1998. work , March 1998 . Einhorn, F., C. Marnewick, and J. Meredith. "Achiev- Bolles, D. "The Project Support Office." PM Network, ing Strategic Benefits from Business IT Projects: The Critical Importance of Using the Business Case March 1998. Across the Entire Project Lifetime." International Bradberry, T., and J. Greaves. Emotional Intelligence 2.0. San Diego: TalentSmart, 2009