Tham khảo tài liệu 'new products management - chapter 14 development team management', kinh doanh - tiếp thị, tiếp thị - bán hàng phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | CHAPTER 14 DEVELOPMENT TEAM MANAGEMENT McGraw-Hill/Irwin Copyright ©2006 The McGraw-Hill Companies, Inc. All right reserved. Some Terms in New Products Organization Functional: People in business departments or functional areas are involved, and product development activity must mesh with their work. Project: The product innovation activity requires people who think first of the project. Matrix: Two people are likely to be involved in any piece of work: project manager and line function head. Options in New Products Organization 1. Functional 2. Functional Matrix 3. Balanced Matrix 4. Project Matrix 5. Venture These are listed in increasing projectization, defined as the extent to which participants see themselves as independent from the project or committed to it. Figure Options in New Products Organization 1. Functional: work is done by the various departments, very little project focus. Usually a new products committee or product planning committee. Does not lead to much . | CHAPTER 14 DEVELOPMENT TEAM MANAGEMENT McGraw-Hill/Irwin Copyright ©2006 The McGraw-Hill Companies, Inc. All right reserved. Some Terms in New Products Organization Functional: People in business departments or functional areas are involved, and product development activity must mesh with their work. Project: The product innovation activity requires people who think first of the project. Matrix: Two people are likely to be involved in any piece of work: project manager and line function head. Options in New Products Organization 1. Functional 2. Functional Matrix 3. Balanced Matrix 4. Project Matrix 5. Venture These are listed in increasing projectization, defined as the extent to which participants see themselves as independent from the project or committed to it. Figure Options in New Products Organization 1. Functional: work is done by the various departments, very little project focus. Usually a new products committee or product planning committee. Does not lead to much innovation. 2. Functional Matrix: A specific team with people from various departments; project still close to the current business. Team members think like functional specialists. Departments call the shots. 3. Balanced Matrix: Both functional and project views are critical. May lead to indecision and delay. Many firms are making it work successfully. 4. Project Matrix: High projectization, team people are project people first and functional people second. People may drive the project even against department’s best wishes. 5. Venture: Team members pulled out of department to work full time on project. Operating Characteristics of the Basic Options Characteristic Functional Venture Decision Power of Leader Low High Independence of Group Low High % of time spent on project by member Low High Importance of Project Low High Degree of risk of project to firm Low High Disruptiveness of project Low High Degree of uncertainty Low High Ability of team to violate company policy Low .
