This paper describes the re-engineering of a business process resulting in the implemntation of an alternative management structure for a large aerospace engineering services organization. The paper examines some basic concepts for aligning tasks, schedules, budget and people into an effective management and staff with emphasis on the work to be performed. Analytic tools were used to derive the benefits and value of reorganizing the work force into a mediumsized department of 41 personnel. The results indicate that the reorganization was beneficial in project accomplishment, cost, risk reductioin, people satisfaction, and customer stisfaction. In summary, the re-engineering of the business process improved the management process.
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