Fermilab Director Pier Oddone

Organization charts convey a lot of information about the structure of institutions and how they function. The charts evolve as institutions advance and circumstances change. Our last major revision of how we display our organization was for the contract competition in 2006. When we look at that organization chart five years later we realize that several areas need tidying up.

At the top level today there are four major sectors in our laboratory: particle physics, accelerators, computing and operations. Cutting across those four sectors are various sections and support offices: the Finance Section, the ES&H Section, the Office of Communication, the new Office of Program and Project Support that I described last week and the Directorate. The referenced document depicts and explains all this. In addition, at the top level of the organization, we show projects that cut across all sectors of the laboratory that either are very large or will become very large (greater than $750 million) as we evolve into the future. These projects require external visibility and attention by the director and hence are highlighted at the top level of the organization.

This basic pictography is repeated at the lower levels: line organizations such as divisions, matrix organizations such as projects and centers, and administrative support organizations are all shown with distinctive icons. While the major projects with estimated costs of $750 million or more are shown at the top level of the organization, projects with costs greater than $150 million but below $750 million are shown within the sector organization. Projects with costs below $150 million are shown within the division organization. Similarly centers are displayed in the same way as these projects, reporting directly to the associate laboratory director for the sector. Administrative and ES&H support is also shown at the sector level since in time we want to consolidate such support centrally for each sector.

It is time we updated our organization to represent the way we work today. The organization that we describe today does not represent significant changes in how we operate, except in three areas: the establishment of the Office of Program and Project Support (OPPS) that I described in my Director’s Corner last week, the establishment of two divisions within the computing sector to recognize the two principal missions of that sector, and the intent to move towards consolidated administrative support at the sector level.

Depicting our organization in this new way will communicate both internally and externally a more accurate picture of our structure and how we function.