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Heavyweight Teams

Heavyweight Teams. BUAD 661 Fall 2004 Peggy M Beranek, PhD. Effective product and process development requires the integration of specialized capabilities. This can be achieved, at a cost, with various team structures. This chapter discusses one such structure, the ‘Heavyweight Team’. .

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Heavyweight Teams

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  1. Heavyweight Teams BUAD 661 Fall 2004 Peggy M Beranek, PhD

  2. Effective product and process development requires the integration of specialized capabilities. This can be achieved, at a cost, with various team structures. This chapter discusses one such structure, the ‘Heavyweight Team’.

  3. Project Development Teams • Functional Team Structure - Members are grouped by discipline, working under the direction of a functional manager • Lightweight Team Structure – Like the above but has a liaison representative • Tiger Team – individuals from functional areas are co-located for this project, the PM is the sole evaluator • Heavyweight Team Structure

  4. Lightweight vs. Heavyweight Lightweight Heavyweight • Span of coordination responsibilities • Duration of responsibilities • Responsible for specs, cost, layout etc. • Working level contact with engineers • Direct contact with customers • Multilingual/multi-disciplined skills • Role in conflict resolution • Marketing imagination/concept champion • Influence in: • Engineering • Marketing • Manufacturing

  5. Functional Team Structure • Advantages • Managers control resources and task performance in their functional area • Members are working and being judged within their career paths • Members bring specialized expertise to the project • Disadvantages • Task must be subdivided according to functions • Members are judged separately of the project success or failure • Members may view all projects as similar

  6. Lightweight Team Structure • Advantages (over the Functional structure) • Improved communication and coordination • Disadvantages (over the Functional structure) • Project leaders have no real control

  7. Tiger Team • Advantages • Tends to be very focused • Disadvantages • Tend to ‘re-invent the wheel’ • Solutions can be difficult to integrate into the ‘parent’ organization

  8. Heavyweight Team Structure The Heavyweight project manager has direct access to and responsibility for the work of all those involved in the project, and have primary influence over the members.

  9. Heavyweight Team Challenges • May conflict with the functional organization and challenge management’s control • May voluntarily expand their role and scope • May become an ‘elite’ group, alienating the rest of the organization • Some components may suffer from less specific expertise

  10. Heavyweight Team Advantages • Integration and integrity of a component or product • May require (many) fewer members than a more traditional team

  11. Heavyweight Team Management • Project Charter • Contract Book • Staffing • Project Leadership • Team Member Responsibilities • The Executive Sponsor

  12. Project Leadership • Provides a direct interpretation of the market and customer needs • Is fluent in the language of the functions and sub-functions • Manages, coordinates and directs the various engineering sub-functions • Is hands-on about the project • Concept champion

  13. I’d rather be on Fred’s Team!!!!

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