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Project processes and teams

Project processes and teams. Tomas Hellström. Components of creative teams. Risktaking – disciplinary and organizationally ’innovative attitude’ Playfulness Acceptance of ambiguity Future orientation Internal locus of control Economic locus of control Need for positive recognition.

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Project processes and teams

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  1. Project processes and teams Tomas Hellström

  2. Components of creative teams • Risktaking – disciplinary and organizationally • ’innovative attitude’ • Playfulness • Acceptance of ambiguity • Future orientation • Internal locus of control • Economic locus of control • Need for positive recognition

  3. Role of key individuals in NPD • Famous innovations often associated with project ’champions’ (Pilkington’s float-glass, and the Polaroid photograhic process) • Source of critical technical knowledge (e.g. Inventors) • Organizational sponsors • Project team leaders (heavy weight and light weight) • A ’Business Innovator’ who can represent the market inside • Negative champions to avoid blind alleys • Boundary spanners and technological gate-keepers

  4. Effective teamworking • Groups over individuals in terms of knowledge, fluency of ideas, flexibility in solutions developed, but only if... • There are clearly defined tasks and objectives • Effective team leadership • Good balance of roles and behavioral styles • Effective conflict resolution mechanisms • Continuing liaison with external organization

  5. External focus • Voice of the customer techniques • Visits to customers and suppliers by different groups of employees • Internal customer and supplier training • Secondment with customers • Knowledge Networking

  6. Extensive communication • Job rotation and secondment • Cross-functional teams and projects • Review sessions • Team briefings and company project briefings • Participative planning • Multiple media

  7. Rubbermaid: Structure • Replication of cross-functional top-management team in each product line • Executive committee oversees NPD – highly detailed meetings focused on technical details and business plan • Market and R&D manager forms a team • Business teams have sales, manufacturing and sales in them • Teams led by marketing • Core team ‘requests’ designers as needed • Team sponsors

  8. Rubbermaid: Process • Emphasis on customer and retailer connections • Business planning with retailers • Fast prototyping • No product market testing due to manufacturing issues and competition • Focus groups are used • Use of customer feed-back • Need-for focus and priority setting • Developed additional business process routines e.g. for competitive bidding for orders • Cross-function vs. trans-functional?

  9. Rubbermaid: HRM • Strong role-models • Team health audits • Work with getting trust from the line organization • Highly structured and detailed team meetings • Knowledge flows and trust promoted by physical proximity between designers and marketing • Difficult balance of autonomy vs. control between OT and BT • Problems with the BT structure when the division is not big enough to cover all functions

  10. Rubbermaid: NPD philosophy • No copies of existing products • Co-functionality leads to focus on product and not function

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