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1. Running head: THE JAGUAR PROJECT CASE
THE JAGUAR PROJECT CASE
Name Surname
College Name
Tutor’s Name
August 12, 2012

2. THE JAGUAR PROJECT CASE 2
THE JAGUAR PROJECT CASE
1. Compare and contrast Teradyne's traditional project execution strategy to the approach it
used in Jaguar? What was similar? What was different?
Teradyne’s traditional project execution strategy was different from Jaguar project.
Teradyne’s traditional project execution strategy was focused on the result of the project but
not on the tools which are used for the project implementation. We could observe democracy
in all steps of projects. The top managers did not check each step of the employees and did
not measure their performance. Operating process was not under control. Moreover, the
strategy of the company was not aimed to improve the service. Plans were not worked out
properly. Therefore, the employees had to add some operations during the implementation of
the project. The performance was of poor quality and projects were delayed.
In contrast to Teradyne’s traditional project execution strategy, Jaguar project was
based on the principle of checking each tool by which the project is realized. In Jaguar
project much attention was paid to concept development and product planning. The main
task was to satisfy the needs of the customers. If an operation was fulfilled lately, the
managers should answer for these delays. Even if some phases of the project implementation
were delayed, the whole project should be finished in time. Each employee should have
checked the effectiveness of the work by project management tools that include work
breakdown structure, 3-point estimation, critical path analysis, and earned value analysis.
2. What impact did the project management tools have on the Jaguar project? Specifically,
how did they change behavior? How did they influence performance?
The project management tools had double effect on the Jaguar project. On the one
hand, the project management tools made the employees have more serious attitude to their
work and be more punctual and organized. At first, employees checked whether the work
process performed correctly with the help of managers. Then, they began to check their

3. THE JAGUAR PROJECT CASE 3
actions themselves. On the other side, most of the employees were not satisfied with the
results of the project management tools input. The problem is that they paid more attention to
monitoring of phases instead of thinking about the improvement of the quality of their work.
As a result, the project management tools turned into the target of the employees’
performance instead of helping to achieve perfect results in projects. The project management
tools allowed the company fulfilling the projects in time. However, they affected the quality
of the performance. People did not have time for improving systems quality in chase of the
implementation of plans and monitoring of each step of the work.
3. What were the unintended consequences of using the project management tools? What
lessons should Teradyne take away from the Jaguar project?
The project management tools made a work more difficult instead of its
simplification. It was difficult to modify them to needs of the projects, since in such projects
the workers usually discovered some things that were necessary to do during their
implementation. However, there was no additional time for such thing in the schedule. Then,
tools did not also reflect all information. Thus, Earned Value did not show how much work
left. What is more, according to the rules of the project each person answered only for his or
her phase of work. It led to the situation when employees did not feel the responsibility for
the whole project. Consequently, when people provided the data that was necessary according
to the project, they did not worry if it was true or not. Besides, the workers were focused only
on the details. Finally, the project did not take into account that working with software is
different from hardware: if in hardware one part of work influences the others and the correct
order of plan implementation is vital, software parts could be done in different order that
made strict planning of projects not necessary.
The main lessons that should be taken away from the Jaguar project are:

4. THE JAGUAR PROJECT CASE 4
- The planning of hardware and software parts should be measured in different
ways.
- It is important to include additional time for unplanned things that should be done
for projects’ success in the schedule.
- The top management team should encourage the employees not by the strict
regulations for being late with projects, but by financial premiums in order they
would be more interested in the results of the project.
- The number of project management tools should be reduced, but the responsibility
for providing of true information should be increased.
References:
Pisano, Gary. Gino, Francesca. (May 3, 2006). Teradyne Corporation:The Jaguar Project.
Harvard Business School.

5. THE JAGUAR PROJECT CASE 5