development team manager

TÀI LIỆU THAM KHẢO BẰNG TIẾNG ANH - CHIẾN LƯỢC QUẢN LÝ SẢN PHẨM MỚI

DEVELOPMENT TEAM MANAGEMENT

McGraw­Hill/Irwin Copyright ©2006 The McGraw­Hill Companies, Inc. All right reserved. 

Organization

functional areas are involved, and product 

development activity must mesh with their work.

people who think first of the project.

piece of work: project manager and line function  head.

1. Functional

2. Functional Matrix

3. Balanced Matrix

4. Project Matrix

5. Venture

      These are listed in increasing projectization, 

defined as the extent to which participants see 

themselves as independent from the project or 

committed to it.

Figure 14.1

1. Functional: work is done by the various departments, 

very little project focus

2. Functional Matrix: A specific team with people from 

various departments; project still close to the current  business

 Team members think like functional specialists.

3. Balanced Matrix: Both functional and project views are 

critical

 Many firms are making it work successfully.

4. Project Matrix: High projectization, team people are 

project people first and functional people second.  

5. Venture: Team members pulled out of department to 

work full time on project

Operating Characteristics of the Basic  Options

Characteristic   Functional  <­­­­­­­­­­­­­> Venture

Ability of team to violate 

Figure 14.3

the Options

Score each on a scale of 1 (low) to 5 (high):

1. How difficult is it to get new products in the firm?

2. How critical is it for the firm to have new products at this time?

3. How much risk to personnel is involved?

4. How important is speed of development?

5. Will the products be using new procedures in their 

manufacturing?

6. In their marketing?

7. What will be the $ profit contribution from each new item?

8. How much training do our functional people need in the 

markets represented by the new products we want?

Rating: Below 15: functional matrix will likely work.

15­30: a balanced matrix will probably work.

Over 30: You need a project matrix or even a venture!

Figure 14.4

Organizational Option

 High projectization encourages cross­functional integration. 

 If state­of­the­art functional expertise is critical to project 

success (e.g., in a scientific specialty such as fluid 

dynamics), a functional organization might be better, as it  encourages the development of high­level technical 

expertise

 If individuals will be part of the project for only a short time, 

it might make more efficient use of their time if they were  organized functionally. Industrial designers may be 

involved in any given project for only a short time, so 

different projects can simply draw on their expertise when  needed

 If speed to market is critical, higher projectization is 

preferred as project teams are usually able to coordinate  their activities and resolve conflicts more quickly and with  less bureaucracy.  PC makers often use project teams, as  they are under severe time pressure

Figure 14.5

 Core Team: manage functional clusters 

(e.g., marketing, R&D, manufacturing)

 Are active throughout the NPD process.

 Ad Hoc Group: support the core team 

(e.g., packaging, legal, logistics)

 Are important at intervals during the NPD  process.

 Extended Team Members: less critical 

members (e.g., from other divisions)

Management Process

 Project Manager

 Leader, integrator, mediator, 

judge

 Translator, coordinator

 Project Champion

spokesperson

 Enthusiastic but play within 

the rules

 Sponsor

encouragement and  endorsement to the  champion

 Rationalist

 Strategist

 Longer­range

 Managerial ­­ often the  CEO

 Spelled out the Product  Innovation Charter

 Inventor

 Creative scientist

 “Basement inventor” ­­ 

may be a customer, ad  agency person, etc.

 Idea source

 Facilitator

 Enhance team’s  productivity and output

Figure 14.6

Champions

The Myths:

 Champions are associated with 

market successes. 

 Champions are excited about 

the idea.

 Champions get involved with 

radical changes.

 Champions arise from high (or 

low) levels in the firm. 

 Champions are mostly from 

marketing.  

The Truths:

 Champions get resources and  keep projects alive. 

 They are passionate,  persuasive, and risk­taking.  

 Champions work in firms with 

or without formal new product  processes. Champions are  sensitive to company politics.

 Champions back projects that  align with the firm’s innovation  strategy.

Figure 14.7

Guiding Principles in New Product Process  Implementation

Clarity of Goals and Objectives

Ownership Leadership, at both senior and team levels Integration with business processes

Flexibility

Figure 14.8

 Team compensation and motivation

 Monetary vs. non­monetary rewards?

 Process­based vs. outcome­based 

rewards?

 Closing the team down

to reach a solution the parties are committed to.

Debate the issue, conduct customer interviews, generate possible solutions, find the one most supported by customers.

the parties find acceptable. Negotiate a set of features tobuild into the product, to keep the

project moving ahead.

disagreeable party. Team members with unpopularpositions don't think it's worth the

trouble, and back out of the decision.

a superficial solution. Accommodate to the teammembers that are strongly

committed to certain product features, for the sake of group harmony.

makes the decisions.

Source: Adapted from David H Gobeli, Harold F Koenig, and Iris Bechinger, "Managing Conflict in

Software Development Teams: A Multi-Level Analysis," Journal of Product Innovation Management, Vol.

15, No 5, September 1998, pp 423-435.

Figure 14.10

Some Insights on Global Innovation From Senior  Executives

 Idea Generation:

 Leverage global knowledge

 Source ideas from customers, employees, distributors,  etc

 Product Development:

 Focus on incremental vs. home run breakthroughs

 Share development costs

 Use standardization to better manage global 

operations

 Commercialization:

 Early vs. late entrant decision

 Consider local support/local partner

Figure 14.11

 Levels of language skills among team 

members

 Physical distance among team members

 Cultural differences among team members