This document discusses factors that affect the performance of new product development teams, including team size, composition, structure, administration, and leadership. It describes four types of team structures - functional, lightweight, heavyweight, and autonomous - and explains how they differ in terms of cross-functional coordination, commitment to the project, and appropriateness for different types of projects. Effective team leadership and establishing clear goals and responsibilities through a project charter are also highlighted as important for team performance.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Mind the Gap in Project Execution - Strong Teams Deliver Effective ProjectsEndeavor Management
Great leaders recognize that team integration is intrinsic to doing the work. This means that an interface manager is needed to focus on communications, conflict resolution, behaviors, and accountability. This person helps meet basic people needs of being, belonging, and becoming. Learn how to help your Project Leaders meet the challenge of complex projects with geographically dispersed team members by downloading our white paper: Mind the Gap in Project Execution.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Mind the Gap in Project Execution - Strong Teams Deliver Effective ProjectsEndeavor Management
Great leaders recognize that team integration is intrinsic to doing the work. This means that an interface manager is needed to focus on communications, conflict resolution, behaviors, and accountability. This person helps meet basic people needs of being, belonging, and becoming. Learn how to help your Project Leaders meet the challenge of complex projects with geographically dispersed team members by downloading our white paper: Mind the Gap in Project Execution.
Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Cover the basics of PM Organizational Structures (functional, projectized, and matrix).
This is the 2nd presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.
05. Project And Organizational StructureBhuWan Khadka
Chapter 05 of ICT Project Management of IOE Engineering syllabus. This is an educational purposed slides. This chapter provides knowledge about system view of project management,functional organization, matrix organization ...and more.Provided by Project Management Sir of KU.
[Whitepaper] The 8 Most Critical Levers to Managing and Sustaining ChangeFlevy.com Best Practices
More information: https://flevy.com/browse/flevypro/8-levers-to-change-management-3847
Change Management necessitates engaging and rallying people at all levels in the organization transition to a desired future. It is critical to ensure that the entire workforce is eager and ready to embrace the required new behaviors. More often than not, the technical side of a Change initiative is well planned, but it's the implementation part that fails—particularly, changing the mindsets and behaviors of the entire workforce to enable Change to stick.
Change Management needs to focus on the "people side" of Transformation, by assisting people to incorporate new mindsets, processes, policies, practices, and behaviors. This deck highlights the 8 levers that are critical to make the workforce accept and support Change:
1. Defining the Change
2. Creating a Shared Need
3. Developing a Shared Vision
4. Leading the Change
5. Engaging and Mobilizing Stakeholders
6. Creating Accountability
7. Aligning Systems and Structures
8. Sustaining the Change
The slide deck also includes some slide templates for you to use in your own business presentations.
This Case Study would showcase as to what issues did the Digital Marketing Organization face on a Strategic HR front and how Stratum Consulting has worked to not only consult, but also execute in solutioning their problem areas
Project recovery missions are probably one of the most difficult challenges a project manager may face. Alone a project manager cannot handle such a situation. It takes a team to do so. This presentation will show why and how team building can be an effective and efficient mean to re-align projects gone astray.
-- more information available at www.TheProjectLeadershipPyramid.net
Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Cover the basics of PM Organizational Structures (functional, projectized, and matrix).
This is the 2nd presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.
05. Project And Organizational StructureBhuWan Khadka
Chapter 05 of ICT Project Management of IOE Engineering syllabus. This is an educational purposed slides. This chapter provides knowledge about system view of project management,functional organization, matrix organization ...and more.Provided by Project Management Sir of KU.
[Whitepaper] The 8 Most Critical Levers to Managing and Sustaining ChangeFlevy.com Best Practices
More information: https://flevy.com/browse/flevypro/8-levers-to-change-management-3847
Change Management necessitates engaging and rallying people at all levels in the organization transition to a desired future. It is critical to ensure that the entire workforce is eager and ready to embrace the required new behaviors. More often than not, the technical side of a Change initiative is well planned, but it's the implementation part that fails—particularly, changing the mindsets and behaviors of the entire workforce to enable Change to stick.
Change Management needs to focus on the "people side" of Transformation, by assisting people to incorporate new mindsets, processes, policies, practices, and behaviors. This deck highlights the 8 levers that are critical to make the workforce accept and support Change:
1. Defining the Change
2. Creating a Shared Need
3. Developing a Shared Vision
4. Leading the Change
5. Engaging and Mobilizing Stakeholders
6. Creating Accountability
7. Aligning Systems and Structures
8. Sustaining the Change
The slide deck also includes some slide templates for you to use in your own business presentations.
This Case Study would showcase as to what issues did the Digital Marketing Organization face on a Strategic HR front and how Stratum Consulting has worked to not only consult, but also execute in solutioning their problem areas
Project recovery missions are probably one of the most difficult challenges a project manager may face. Alone a project manager cannot handle such a situation. It takes a team to do so. This presentation will show why and how team building can be an effective and efficient mean to re-align projects gone astray.
-- more information available at www.TheProjectLeadershipPyramid.net
Chapter 12 managing new product development teamsMuhammad Anang
New product development often requires activities that are the responsibility of dif-ferent departments
within the organization. To facilitate coordination and cooperation across division boundaries,
many organizations create cross-functional new product development teams to lead and manage
the development process for the project.
UNIT II STUDY GUIDE Project Governance and TeamEach of thes.docxgertrudebellgrove
UNIT II STUDY GUIDE Project Governance and Team
Each of these organizational structures has advantages and disadvantages. InUaNIfTunxcStioTnUaDl oYrgGaUnIiDzaEtional structure, the advantages include having clearly defined career path and a direct supervisor reporting
structure. In addition, the employees are experts in their fields. The disadvantages of such a structure include the following: employees’ jobs are difficult to change because they are experts in their fields, disagreement within the organization can occur due to not having enough resources to go around, each project team believing their project should be top priority, project manager has little to no authority over the project, and the project manager is usually just part-time.
In a projectized organizational structure, the advantages include a dedicated project focus, project loyalty, and efficient project organization and communication. The disadvantages of this structure include the following: once the project is gone, a person’s job could be gone; resources are siloed instead of shared; and job functions and facilities may be duplicated across the organization.
In a matrixed organizational structure, the advantages include the following: visible objectives, increased support from functional managers, project manager maintains more control over the project, job roles are more flexible jobs remain intact even when the project is complete, and project team members receive multiple inputs on their performance during the project. The disadvantages of this structure include the following: project team members have more than just one boss to answer to, projects become more complex, more policies and procedures are required, and different objectives and priorities may exist.
It is important to note that irrespective of the organizational structure, the project organization by definition is temporary. Therefore, as projects are completed, project team members return to their respective functional homes or to other projects within the organization or outside the organization. It is equally important to note that within the matrix structure, and sometimes within the functional organizational structure, project team members may not be assigned to the project 100% of the time.
Project Management Structures
An effective project management system must ensure that the strategic objectives of the organization are met while also meeting the project objectives. As a project manager, it is important to understand your organizational objectives and ensure that that your project objectives do not counter but rather, align and support the overall organizational goals. Because of the project/organization relationship, the role of authority and resource allocation between the two groups is clearly defined.
There are two major constraints from an organizational perceptive that projects are afflicted with. First, most organizations are operational by function, and their structures are designed for o ...
C H A P T E R 3Organizational Capability Structure,Cultur.docxclairbycraft
C H A P T E R 3
Organizational Capability: Structure,
Culture, and Roles
Over the last 15 years, my company (Atos Origin) has been through three
significant mergers/acquisitions and has seen good growth. As new lines
of businesses and employees have been added, we have become truly a
global company, where people from many countries where our businesses
operate come together to present the best solution to our clients. An
excellent example is the work we do for the Olympics games (Atos Origin
has been the worldwide IT partner for the Olympics for several years).
The overall project life cycle for most of the projects in the company
follows the typical IT project management approach. What has evolved over
time is the use of employees from different regions of the world to service a
client need. For instance, we have onsite operations for a client in the United
States and in Europe. The development and testing work is done offshore in
India. The onsite team members are primarily the program manager, project
managers (who deal with the client), business analysts, and technical
Jo
n
Fe
in
ge
rs
h/
Ic
on
ic
a/
G
et
ty
Im
ag
es
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should be
able to:
• Compare and contrast
the advantages and
disadvantages of the
functional, project,
strong matrix, balanced
matrix, and weak matrix
methods of organization;
describe how each
operates and when to
use each.
• Describe organizational
culture elements that are
helpful in planning and
managing projects and
describe how to
overcome organizational
culture elements that
hinder project success.
• Describe different
project life cycle models
and tell when each is
appropriate.
• Describe the duties,
motivations, and
challenges of each of the
executive, managerial,
and team roles in
projects and list
important attributes for
selecting each.
52
architects. The offshore team members include designers, developers, and
testers. There are also project managers who lead the team in India and
interact with their onsite counterpart on a regular basis.
The entire operation is managed through a program management office
(PMO) that is responsible for identifying, prioritizing, and ensuring delivery
of all the projects. It is a matrix structure where the team members report
into the PMO as well as their functional heads in their countries. The PMO
has its own culture of hard work, striving toward goals in a step-by-step
manner, and promoting team spirit. It fits right into our overall organization
culture of getting things done for the client, promoting innovation and
conviviality, and never compromising on ethical behavior.
I have observed that adaptability and empathy are helpful strengths for
project managers in this environment. Adaptability because the different
locations bring with them a set of challenges, including the ability to hold
the global team together. Empathy is extremely useful as well. Although
the project manager may not agree.
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Textile Chemical Brochure - Tradeasia (1).pdfjeffmilton96
Explore Tradeasia’s brochure for eco-friendly textile chemicals. Enhance your textile production with high-quality, sustainable solutions for superior fabric quality.
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
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What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
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How to Build a Diversified Investment Portfolio.pdfTrims Creators
Building a diversified investment portfolio is a fundamental strategy to manage risk and optimize returns. For both novice and experienced investors, diversification offers a pathway to a more stable and resilient financial future. Here’s an in-depth guide on how to create and maintain a well-diversified investment portfolio.
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
2. New product development often requires activities that
are the responsibility of different departments within the
organization. To facilitate coordination and cooperation
across division boundaries, many organizations create cross-
functional new product development teams to lead and
manage the development process for the project. There is
considerable variation, however, in how teams are formed
and managed. In this chapter, we will look at several factors
that affect the new product development team’s performance,
including its size, composition, structure, administration, and
leadership.
3. Time
Size
In constructing new product development teams, the organization must
consider how the team’s size and composition will affect its mix of skills, its
access to resources, and its effectiveness in providing communication and
coordination across the divisions.
New product development teams may range from a few
members to hundreds of members. For example, the development
team that created the IBM personal computer had 19 members,
but the average team size for development projects at IBM is close
to 200.1 The Yahoo! Internet portal was developed by 13 software
developers, split into several small teams of one to three members.2
By combining the efforts and expertise of multiple individuals,
groups can often outperform individuals on many problem-
solving tasks, implying that the size of the development team might
be related to its potential for success.
4. A lack of communication among the marketing, R&D, and
manufacturing functions of a company can be extremely detrimental to new
product development. A lack of cross-functional communication can lead to
a poor fit between product attributes and customer requirements. R&D
cannot design products that fit customer requirements unless it receives and
attends to input from marketing regarding those requirements. The
manufacturing/R&D interface is also of critical importance because of
manufacturing’s role in determining two key attributes of a product—
quality and price. By working closely with R&D, manufacturing can ensure
that R&D designs products that are relatively easy to manufacture.
Designing for ease of manufacturing can lower both unit costs and product
defects, which translates into a lower final price and higher quality.
Similarly, a lack of cross-functional communication between functions can
lead to longer cycle times as a product iterates back and forth between
different stages in the process.
5. Time
Size
Teams can be structured in a number of ways. One well-known typology
classifies teams into four types: functional, lightweight, heavyweight, and
autonomous. depicts each of these types graphically.
In functional teams, members remain in their functional departments
(e.g., R&D, marketing, manufacturing, etc.), and report to their regular functional
manager; however, they may meet periodically to discuss the project. Such teams
are usually temporary, and individuals may spend less than 10 percent of their
time working on team-related activities. Functional teams also typically do not have
a project manager or dedicated liaison personnel. While this team structure is
straightforward to implement because it requires little (if any) deviation from the
firm’s normal operations, this structure provides little opportunity for cross-
functional coordination.22 Further, since individuals are still evaluated and
rewarded almost exclusively based on their functional performance, the team
members may have little commitment to the development project. Functional teams
are more likely to be appropriate for derivative projects that primarily affect only a
single function of the firm.
6. In lightweight teams, members still reside in their functional
departments, and functional supervisors retain authority over evaluation and
rewards. Like functional teams, lightweight teams are typically temporary,
and members spend the majority of their time on their normal functional
responsibilities (up to 25 percent of their time might be spent on team-related
activities). However, lightweight teams have a project manager and dedicated
liaison personnel who facilitate communication and coordination among
functions. Managers of lightweight teams are normally junior or middle
management employees, who are not able to exert significant influence or
authority over team members. As a result of these factors, lightweight teams
offer a small improvement in team coordination and likelihood of success
over functional teams. Such a team structure might be appropriate for
derivative projects where high levels of coordination and communication are
not required.
Lightw
eight
Teams
7. In heavyweight teams, members are removed from their functional
departments so that they may be collocated with the project manager. Project
managers of heavyweight teams are typically senior managers who outrank
functional managers, and have significant authority to command resources,
and evaluate and reward team members.23 The core group of team members
in the heavyweight team is often dedicated full-time to the project. This
combination of factors helps ensure that the team has strong cross-functional
coordination and communication, and that team members are significantly
committed to the development project. However, heavyweight teams are still
often temporary; thus, the long-term career development of individual
members continues to rest with their functional managers rather than the
project manager. This type of team structure offers a significant improvement
in communication and coordination over functional teams, and it is typically
considered appropriate for platform projects.
Heavyw
eight
Teams
8. In autonomous teams, members are removed from their functional departments and
dedicated full-time (and often permanently) to the development team . Team members are
collocated with the project manager, who is a very senior person in the organization. The project
manager of an autonomous team is given full control over resources contributed from different
functional departments, and the project manager has exclusive authority over the evaluation and
reward of team members. Autonomous teams often do not conform to the operating procedures of
the rest of the organization; instead they are permitted to create their own policies, procedures, and
reward systems. Autonomous teams are also held fully accountable for the success of the project; in
many ways, autonomous teams act like independent divisions of the firm. Autonomous teams
typically excel at rapid and efficient new product development, particularly when such
development requires breaking away from the organization’s existing technologies and routines.
Thus, autonomous teams are typically considered to be appropriate for breakthrough projects and
some major platform projects. They can be the birthplace of new business units. However, the
independence of the autonomous teams can cause them to underutilize the resources of the parent
organization. Furthermore, autonomous teams are often hard to fold back into the organization if
the project is completed or terminated. Many autonomous teams thus go on to become separate
divisions of the firm, or may even be spun off of the firm as a subsidiary.
Autono
mous
Teams
9. For a new product development team to be effective, its leadership and administrative
policies should be matched to the team’s structure and needs.
The team leader is responsible for directing the team’s activities,
maintaining the team’s alignment with project goals, and serving as a
communicator between the team and senior management. In heavyweight
and autonomous teams, the team leader may also be the person who is
primarily responsible for the evaluation, compensation, and promotion of
individual team members. Effective team leaders are often much more directly
related to the team’s success than senior management or project champions.
This may be because team leaders interact much more frequently with the
team and more directly influence the team’s behavior.
Team Leadership
10. To ensure that members have a clear focus and commitment to the
development project, many organizations now have heavyweight and
autonomous teams develop a project charter and contract book. The project
charter encapsulates the project’s missionband articulates exact and
measurable goals for the project. It might include a vision statement for the
project (e.g., “Dell laptops will be the market standard for performance and
value”) and a background statement for why this project is important for the
organization. The charter may describe who is on the team, the length of time
members will spend on the team, and the percentage of their time that will be
spent on team activities.
Team
Administration
11. Recent advances in information technology have enabled
companies to make greater use of virtual teams. Virtual teams are
teams in which members may be a great distance from each other,
but are still able to collaborate intensively via advanced information
technologies such as videoconferencing, groupware, and e-mail or
Internet chat programs. Virtual teaming can enable individuals with
unique skills to work on a project, regardless of their location. By
meeting virtually, individuals who live at great distances can
collaborate without incurring travel costs or disruption to their lives.
Managing Virtual
Teams