Chapter 12 - Managing new products development teams

Question 1

What are some tools tha could keep members focused?

Answer 1

• project charter and contract book
• keep members focused on the projects goals
• help them feel a sense of ownership in the project

Question 2

What are virtual teams used for?

Answer 2

• whe a project requires the unique skills of individuals who are geographically dispersed and unable to be reassigned
• feasible with information technology
  
  • special attention to issues of participation, cooperation and trust
  • losses of communication due to lack of proximity and direct, frequent contact
• members with strong interpersonal skills and work ethic, and can work independently

Question 3

Team size

Answer 3

• affects ability to draw upon the efforts and expertise of multiple individuals
  
  • costs associated to coordination
• large teams have more administrative costs and communication problems
  
  • difficult build a shared sense of identity
• potential for social loafing (not contributing their full effort, thinking they will not receive full credit or blame)

Question 4

Team composition

Answer 4

• affects knowledge of the team, access to resources and coordination costs
• members from multiple functions -> greater coordination between functions
• cross-functional teams popular
  
  • broader knowledge base
  • cross-fertilization of ideas
  • wider mix of information sources
  • Increases in coordination and communication costs
  • difficulty in building a cohesive team (diverse members, homophily) -> long-term contracts

Question 5

Why are brainstorming teams not efficient?

Answer 5

• Fear of Judgment
• Production Blocking -> one talks, the other are stopped from thinking
• Feasibility Trumps Originality -> feasible weighted higher
• people should brainstorm and elaborate alone first

Question 6

What are boundary spanning activities?

Answer 6

• activities to manage relationships outside the team’s boundaries
  
  • key to a successful innovation team
• most effective in early development process
• three primary types
  
  • ambassador activities, representing the team and protecting from external interference
  • task coordination, coordinating and negotiating with other groups
  • scouting activities, scanning for ideas and information to expand knowledge base

Question 7

What are the 4 types of team structure?

Answer 7

• functional
  
  • temporary, no project manager
  • 10% of time
  • report to functional manager
  • no cross-functional integration
  • easy to implement
• lightweight
  
  • temporary, project manager (cross-functional)
  • 25% of time
  • report to functional manager
  • derivative projects
  • better team coordination and likelihood of success
• heavyweight
  
  • often temporary, project manager (cross-functional)
  • mostly full-time
  • members with manager
  • platform projects
  • impact on careers, creates commitment
• autonomous
  
  • mostly permanent, project manager (cross-functional)
  • mostly full-time
  • full control on resources
  • breakthrough and major platform projects
  • potential for conflict grows with autonomy

Question 8

Team leadership

Answer 8

• needs vary with the type of team
  
  • autonomous teams having greatest need of strong leadership
• direct relationship, closely related to team success
• main responsibilities are:
  
  • directing team’s activities
  • alignment with project goals
  • communicating with senior management

Question 9

Team Administration, tools for commitment

Answer 9

• ensure that team members have a clear focus and commitment to project
  
  • project charter
  • mission statement
  • contract book
  • project plan

Question 10

Project charter

Answer 10

• describes project’s mission and provides measurable goals
• can include
  
  • team composition
  • timeline and percentage of time dedicated
  • budget
  • key success criteria

Question 11

Contract book

Answer 11

• basic plan to achieve goals laid out in charter, in detail
• tool for monitoring and evaluating the performance
• it contains:
  
  • resources estimated
  • time schedule of developement
  • results to achieve
• signed by team members
  
  • helps to establish commitment and sense of ownership

Question 12

What are the 4 types of virtual team?

Answer 12

• the more radical the innovation, the greater the need for centralization
  
  • Gassman & von Zedwitz
• decentralized self-coordinating teams
  
  • modular innovation
  • lack of a central authority
  • communication via telephone, the internet, shared databases and groupware
• system integrator as coordinator
  
  • one individual or office assumes responsibility for coordination
  • common understanding
  • central focus for project
• core team as system architect
  
  • key decision makers from decentralized R&D
  • external customers or consultants, strong project manager
  • architectural innovation
• centralized venture teams
  
  • personnel and resources brought to central location, senior project manager
  • maximizes integration, coordination and effective resource allocation
  • strategic innovations