A Coordination Structure Approach to the management of Projects

A critical evaluation of the research paper: Bailette, A. J., Callahan, J. R., and DiP ietro, P. A Coordination Structure approach to the Management of Projects. IEEE Transactions on Engineering Management. 41 (November 1994): 394-402. In their article, A Coordination Structure Approach to the Management of Projects, they use three case studies to demonstrate the short comings of activity based coordination structures. Specifically they state that: 1. Activity based structures become very complex with large projects. 2. In projects where there is a high level of uncertainty there is a high level of volatility in the wbs. 3. Complexity and uncertainty limit the use of activity based management. and 4. Activity based management tools do not allow for autonomy of individuals. Each case study involved the design of a new chip. Each of the projects ran into problems part way through the project. The problems involved changes in specifications of design, incorrect assumptions, and failure of key team members to interact. There was common assumption among all the team members that the project leader should and did know every detail of the project. This expectation is unrealistic, although not uncommon among teams. The problems the team encountered and the expectations of the project leader illustrate how important communication is to successful project management