development team manager

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

CHAPTER 14 DEVELOPMENT TEAM MANAGEMENT McGraw­Hill/Irwin Copyright ©2006 The McGraw­Hill Companies, Inc. All right reserved.  Some Terms in New Products  Organization    Functional: People in business departments or  functional areas are involved, and product  development activity must mesh with their work Project: The product innovation activity requires  people who think first of the project Matrix: Two people are likely to be involved in any  piece of work: project manager and line function  head Options in New Products Organization 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 Options in New Products Organization 1. Functional: work is done by the various departments,  very little project focus   Usually a new products committee or product planning committee Does not lead to much innovation 2. Functional Matrix: A specific team with people from  various departments; project still close to the current  business   Team members think like functional specialists Departments call the shots 3. Balanced Matrix: Both functional and project views are  critical   May lead to indecision and delay Many firms are making it work successfully 4. Project Matrix: High projectization, team people are  project people first and functional people second.    People may drive the project even against department’s best wishes 5. Venture: Team members pulled out of department to  work full time on project Operating Characteristics of the Basic  Options Figure 14.3 Characteristic   Functional Venture Decision Power of  Leader Independence of Group % of time spent on project by member Importance of Project Degree of risk of project to firm Disruptiveness of project Degree of uncertainty Ability of team to violate  company policy Independent funding Low Low Low Low Low Low Low High High High High High High High Low Low High High Decision Rules for Choosing Among  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 Considerations when Selecting an  Organizational Option Figure 14.5  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  Who Are the Team Members?  Core Team: manage functional clusters  (e.g., marketing, R&D, manufacturing)   Ad Hoc Group: support the core team  (e.g., packaging, legal, logistics)   Are active throughout the NPD process Are important at intervals during the NPD  process Extended Team Members: less critical  members (e.g., from other divisions) Participants in the Product  Management Process  Project Manager      Supporter and  spokesperson May be the project manager Enthusiastic but play within  the rules Senior executive who lends  encouragement and  endorsement to the  champion Rationalist  The “show­me” person Strategist        Longer­range Managerial ­­ often the  CEO Spelled out the Product  Innovation Charter Inventor  Sponsor   Leader, integrator, mediator,  judge Translator, coordinator Project Champion    Figure 14.6 Creative scientist “Basement inventor” ­­  may be a customer, ad  agency person, etc Idea source Facilitator  Enhance team’s  productivity and output Myths and Truths About Product  Champions The Myths: The Truths:       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.      Figure 14.7 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 Guiding Principles in New Product Process  Implementation Figure 14.8 Clarity of Goals and Objectives Ownership Leadership, at both senior and team levels Integration with business processes Flexibility Issues in Team Management  Team compensation and motivation    Monetary vs. non­monetary rewards? Process­based vs. outcome­based  rewards? Closing the team down Five Conflict Management Styles Figure 14.10 Conflict Management Style Confrontation Definition Collaboratively solve the problem to reach a solution the parties are committed to Give and Take Reach a compromise solution that the parties find acceptable Withdrawal Avoid the issue, or the disagreeable party Smoothing Minimize the differences and find a superficial solution Forcing Impose a solution Example Debate the issue, conduct customer interviews, generate possible solutions, find the one most supported by customers Negotiate a set of features to build into the product, to keep the project moving ahead Team members with unpopular positions don't think it's worth the trouble, and back out of the decision Accommodate to the team members that are strongly committed to certain product features, for the sake of group harmony Project manager steps in and 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 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:   Figure 14.11 Early vs. late entrant decision Consider local support/local partner Managing Globally Dispersed Teams    Levels of language skills among team  members Physical distance among team members Cultural differences among team members ... Consider local support/local partner Managing Globally Dispersed Teams    Levels of language skills among? ?team? ? members Physical distance among? ?team? ?members Cultural differences among? ?team? ?members ... Extended? ?Team? ?Members: less critical  members (e.g., from other divisions) Participants in the Product  Management Process  Project? ?Manager      Supporter and  spokesperson May be the project? ?manager. .. Objectives Ownership Leadership, at both senior and team levels Integration with business processes Flexibility Issues in? ?Team? ?Management  Team? ?compensation and motivation    Monetary vs. non­monetary rewards?