Download
1 / 2
20 likes | 25 Views
Jeffery D Whippo is an accomplished business professional who believes that a heavyweight project team is made up of individuals from various functional groups working under the authority of a team leader with extensive experience in the project area. He describes that heavyweight teams have a well-defined Business Charter designed and approved by senior management. Furthermore, Whippo says that heavyweight project managers are also unique in that the project is led by a senior manager from the organization that has authority to pull resources when required, and has access to & responsibility for the work of everyone involved in the project. Jeff Whippo says that the traditional project teams at Eli Lilly consisted of members that worked on 4-5 different projects simultaneously across all of the company with the functional manager of these project teams having higher authority over the team members than the team lead. He indicates that multiple projects were being managed by a single project manager, and the functional team was also assigned to 4-5 different projects.
E N D
Jeffery D Whippo Discusses How Eli Lilly’s Utilization of “Heavyweight Project Teams” differ from the Traditional Approach of Organizing Development Projects Jeffery D Whippo is an accomplished business professional who believes that a “heavyweight project team is made up of individuals from various functional groups working under the authority of a team leader with extensive experience in the project area. He/she has significant clout in the organization and is often co- located with the team to ensure better integration and coordination amongst the team members. Jeffery Whippo further explains that there are a number of crucial characteristics of heavyweight project teams. He describes that heavyweight teams have a well- defined Business Charter designed and approved by senior management. Co-location and cross-functionality are also important to heavyweight project teams where most of the time, members from individual functional areas are co-located to the same place for the duration of the project. Furthermore, Whippo says that heavyweight project managers are also unique in that the project is led by a senior manager from the organization that has authority to pull resources when required, and has access to & responsibility for the work of everyone involved in the project. Besides that, he says that ownership, accountability, & commitment characteristics of heavyweight project teams. are additional
Jeff Whippo says that the traditional project teams at Eli Lilly consisted of members that worked on 4-5 different projects simultaneously across all of the company with the functional manager of these project teams having higher authority over the team members than the team lead. He indicates that multiple projects were being managed by a single project manager, and the functional team was also assigned to 4-5 different projects. Jeff concludes that as a result of this, there was little accountability on a project-by-project basis. There were no systems for tracking resources and measuring progress of individuals. Therefore, it was impossible to diagnose any specific reason for delay in detail. He explains that this may alienate the rest of the organization & can hurt other development activities too.
