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4-1 CHAPTER 4. PROJECT ORGANIZATION While some Builds are similar, each Build will be organized differently because of the emphasis on different work task and the level of effort that will be required in each Build. Builds 2, 3, 4, and 5 will require significant technical investigations, whereas Builds 1 and 6 will be more heavily weighted toward software and database development. In addition, the exact staffing and organization will also vary depending on the internal structure of the organization with the successful proposal. For these reasons, it would be premature to set an exact organizational chart for the various Builds, but some information should be in any organizational chart for this work. Each project proposal should include a detailed organizational chart, depicting at a minimum the project manager, project investigators, programmers, and staff support â including responsibilities â that fits the project and the team. Exact function and professional expertise of each position, and resource loading for each position must be identified. To provide a basis, or starting point, for these organizational charts, Figure 4.1 has been developed for the overall project flow that will be needed in each Build. The box in the right hand portion of the figure represents the project team while the other inputs will come from stakeholders, selected evaluators, and the final users of the model. The project team management is crucial for various scopes for each Build defined in the MDP. Project tasking, overall direction of the work, budget monitoring and control must be the responsibility of the project manager and/or Principal Investigator (PI) to ensure success of the project. Accordingly, this management function must be included in all phases of the work as shown by the folders in Figure 4.1. Technical decisions, practical decisions (approximations or simplifications) during implementation, and technical evaluations should be done by the domain experts and these individuals would be heavily involved in three phases of the work. The domain experts would also interact heavily with the program group in software implementation and the entire team in document preparation. The stakeholder process must be included. The needs and desires of the stakeholders are necessary at the top level of the project direction and the final model. As such, stakeholders should have direct interaction with the project manager and/or PI and be among the external evaluators. Policy decisions should also be guided by the federal segment of the stakeholder group. Evaluators will be both external and internal to the research team. The external evaluators should be from the stakeholders, especially the potential heavy users of the model. Important to note once again is that Figure 4.1 is only the starting point for the organizational chart development showing how the work flow should occur.
4-2 Figure 4.1. Overall work flow as it relates to project organization.