Interplay between product architecture and organizational structure

DSM 2012 Proceedings of the 14th International DSM Conference, Kyoto, Japan

Year: 2012
Editor: Onishi, M.; Maurer, M.; Kirner, K.; Lindemann, U.
Author: Sinha, K.; James, D.; de Weck, O.
Series: DSM
Institution: 1:Massachusetts Institute of Technology, USA; 2: Mechanical Systems Engineering, USA
Section: Project and Process Management
Page(s): 275-288
ISBN: 978-3-446-43354-0


The design and development of large-scale engineered systems is a highly integrated process, and requires the integration of efforts of large numbers of individuals from many design specialties. We seek to understand to what degree the novelty of the product architecture causes potential inefficiencies in the product development organization and existence of engineering standard work
documents that are used as guides to interface management and as objects that helps cross discipline boundaries. The impact of novelty of the new product architecture on the existing product
development organization was estimated by quantifying the number of new connections that need to be handled both within component integrated process teams and well as across them. It was found that 55 new cross-team interactions appear to be required (+25%) and 38 new interactions within teams appear necessary. A close interplay between the product architecture and organizational architecture of the product development team in a feedback sense has been demonstrated for a real-world, large, complex engineered system.

Keywords: Design Structure Matrix (DSM), Conway’s law, multi-domain Networks, organizational impact, novelty

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