Organizing and leading Heavyweight development teams

1
Organizing and leading Heavyweight development
teams

• Kim B.Clark
• Steven C. Wheelwright

2
Development Teams

• Effective Product and Process Development
  requires the integration of specialized
  capabilities
• Existing need for a good team structure

3
Types of Development Team Structure

• Functional Team Structure
• Lightweight Team Structure
• Heavyweight Team Structure
• Autonomous Team Structure

4
Functional Team Structure

• People grouped by discipline
• Primary responsibility for the project passes
  sequentially (mostly not smooth)
• throwing it over the wall
• Advantages
• Responsibility and authority are usually aligned

5
Functional Team Structure
6
Lightweight Team Structure
7
Heavyweight Team Structure
8
Autonomous Team Structure (tiger team)
9
Managing the Challenges of Heavyweight Teams

• Categories of Management Action
• The Project Charter
• The Contract
• Staffing
• Leadership
• Team Responsibility
• The Executive Sponsor

10
The Project Charter

• Needs a clear mission
• Sets broad performance objectives
• Typical charter for Heavyweight project
• - The resulting product will be selected and
  ramped by Company X during Quarter 4 of calendar
  year 1991, at a minimum of a 20percent gross
  margin

11
The Contract Book

• Defines in detail the basic plan to achieve the
  stated goal

12
Staffing

• Includes a group of cross-functional team members
  dedicated for the duration of the development
  effort
• Individual as core team member on a single team
  Vs multiple teams

13
Project Leadership

• Requires a distinctive style of leadership
• Heavyweight Leader Manager
• Leads and evaluates other members
• See themselves as championing the concept of
  process/product being shaped
• Carrying role in a different fashion

14
The Heavyweight Project Manager
15
Project Management Profile
16
Team Member Responsibility
17
The Executive Sponsor

• Coach and mentor of the heavyweight team
• Serves a liaison
• Identify core areas of decision-making power and
  control

18
The Executive Sponsor

• The executive staff wants to maintain some
  control over
• Resource commitment
• Pricing for major customers and major accounts
• Potential slips in major project milestones dates
• Plans for development to operation
• Thorough review at major milestones
• Review of incentive rewards
• Cross-project issues like resource optimization,
  prioritization, balance