Organizing and leading "heavyweight" development teams Clark

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Organizing and leading "heavyweight"
development teams (Clark Wheelwright, 1992)

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Team Members
Bodhi Priy (??) M 9721802
Thomas Hsu (???) M 9721008
Silvia Yang (???) M 9721014
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Outline

• Type of Development Project Teams
• The Heavyweight Team Structure
• Managing the Challenges of Heavyweight Teams
• The Necessity of Fundamental Change

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Type of Development Project Team
A Functional
B Lightweight
C Heavyweight
D Autonomous (Tiger)
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Type of Development Project Team
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Im the proof
Project Bandit (An automation project focused on
manufacturing technology with a minimal change in
product technology) Why Bandit? willingness
to take ideas from anywhere Product name
Bravo Pager (Motorola, Highly profitable from
1980s to early 1990s) Project leader Scott
Shamlin Individuals involved Industrial
Engineering, robotics, process engineering,
procurement, and product design human
resources, accounting, finance etc. Team
Structure Heavyweight Process full
automated manufactured line, right persons and a
clear goal, challenging objective can be
achieved and that you do not have to over plan
the project. Result completed in 18 months
(half the time of a normal project of such
magnitude) product reliability was higher
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The Challenge of Heavyweight Teams

• Turn into autonomous tiger teams
• Goes off on an tangent
• Control over project and supporting activities
• Demanding
• Lack of depth in technical solutions/support

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Managing the Challenges of Heavyweight Teams

• Reinforce the team's basic concepts while helping
  the team take advantage of the functional support
  available to them.
• The desired goal is to have a balance between the
  needs of the individual project and the needs of
  the broader organization.

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Managing the Challenges of Heavyweight Teams

• Project Charter
• Contract Book
• Staffing
• Project Leadership
• Team Member Responsibilities
• The Executive Sponsor

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Project Charter

• The charter is designed by senior management to
  provide an explicit, measurable mission that
  allows the team to set performance objectives.

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Contract Book

• The foundation or plan, for how the goal (stated
  in the charter) is to be achieved.
• People assigned to the project sign the contract
  as an indication of their commitment to the
  project.

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Staffing

• Core cross-functional team members
• Assist in the coordination and overall
  development of the project
• Provide faster problem-solving solutions

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Project Leadership

• Heavyweight leader plays a significant role in
  ensuring the system integrity of the final
  product or process.
• Roles of the team leader
• Direct market interpreter
• Multilingual translator
• Direct engineering manager
• Program manager in motion
• Concept champion

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Team Member Responsibilities

• Members are all responsible for the success of
  the project

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The Executive Sponsor

• The sponsor serves as a connection between senior
  management and the heavyweight team.
• Boundaries are suggested to be defined before the
  onset of a project.
• Boundaries help alleviate the tension that may
  arise between management and the heavyweight team
• executive sponsors help reduce possible mixed
  signals due to the boundaries set

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The Necessity of Fundamental Change

• When a heavy team is organized, one must realize
  that basic changes need to be made.
• the advantage of making changes results in focus,
  integration and effectiveness

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