Team Organization - Org Chart

[johnnySV]

i have developed a rough Org Chart to try to get an idea of what roles we will need to fill on our 2nd-year team. considering limited enrollment (we can expect numbers in the low teens), the current setup would call for 12 bodies (including Team Leader).... and thats if everyone wears two hats - one as a "Design Engineer" and one for "Logistics". as an example.... the "Scheduler / Attendence" guy might also be the "Engine ECU Electronicss" guy.

please see the chart here:
http://pubpages.unh.edu/~elessard/org_chart.bmp

we are definately open to your suggestions.

thanks,

[johnnySV]

i have developed a rough Org Chart to try to get an idea of what roles we will need to fill on our 2nd-year team. considering limited enrollment (we can expect numbers in the low teens), the current setup would call for 12 bodies (including Team Leader).... and thats if everyone wears two hats - one as a "Design Engineer" and one for "Logistics". as an example.... the "Scheduler / Attendence" guy might also be the "Engine ECU Electronicss" guy.

please see the chart here:
http://pubpages.unh.edu/~elessard/org_chart.bmp

we are definately open to your suggestions.

thanks,

[DJHache]

At Texas we run into the same issue of having limited enrollment. Go figure, 52000 students in school, 12 students in FSAE.

The key is to not over extend your team or your team members. Our experience shows if one dude tries to do everything, he will inevitably over exert himself and what's more he'll come across as an a**hole. The result: a car that fails in enduro and venimous team relations.

Find out how many people you have on your team, what experience they have and go from there, not the other way around. If you have three returning members, that means you can tackle 3 subcomponents (ie frame, engine, suspension) and the rest you have to copy/buy from somewhere (ie Taylor driveline). The newbies will have to learn how to build a car and what it takes to get one of these babies rolling before they can assume leadership spots.

As for logistics, if people are cool it should be ok, but here again, don't over-extend yourself. If there's three subassemblies being designed/built/tested/fixed, and there's 12 people on the team, you don't need biweekly meetings and someone to take minutes and someone to check attendance.

It's kind of a rant but this is my 3rd year in this business and that's pretty much what I've learned about getting a dozen intelligent, passionate, self confident, bad-ass fcar people to work together.

[Michael Jones]

<BLOCKQUOTE class="ip-ubbcode-quote"><font size="-1">quote:</font><HR>Originally posted by DJHache:
Find out how many people you have on your team, what experience they have and go from there, not the other way around.
<HR></BLOCKQUOTE>

Agreed. Let the org chart emerge from interests and talents your 12 people have.

That noted, there are some tasks that are required for even minimal success, so you can't just have the team structured by people's interest. While some things like note-taking can be sacrificed if necessary, even less critical things like body design can't, since without a body you can't run the car at competition. So, someone needs to do it, whether they like it or not.

As for your org chart, there seems to be a fair amount of detail in logistics (perhaps too much?) and less in other systems, particularly engine. You'd best be served listing all possible requirements at the level of detail noted in the logistics section and assign what individuals you have to each.

You'd probably like to prioritize as well - some tasks can be dispatched with adequately with minimal effort or money, and if you're tight on labor, it's best not to invest too much into those tasks.