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?