The Jaguar project was not as successful as it should have been, not because of bad people or bad processes, but because top management failed to provide the cultural and institutional training necessary to effectively implement these substantive cultural changes. Unlike the TQM implementation, there was no top management directive to make the cultural value changes to require/mandate/motivate people utilize the new Jaguar process management tools and take ownership in the new technologies, strategies and organization structure. Thus this was a cultural failure that overshadows any process problems or resource allocation problems Ð²Ð‚â€œ And it is a Cultural Change Process that needs to be implemented in the future.
Questions on Teradyne:
1) Compare and contrast Teradyne’s traditional project execution strategy with the approach used on Jaguar—what was similar? What was different? 2) What impact did the project management tools have on the Jaguar project? How did they change behavior? How did they influence performance? 3) What unintended consequences did Teradyne experience in using the project management tools? 4) What lessons should Teradyne take away from the Jaguar project?
1. What is Teradyne's strategy and how is the industry structure changing around it? 2. What problem is management trying to solve? Do you agree with their choice? 3. What is the market need for the Jaguar project?
4. What development strategy was chosen to meet this need? Present strengths and weaknesses of the strategy. 5. The Jaguar project involved both hardware and software. Should the same project management methodology have been used for both? Why or why not? 6. Why do you think the software challenge was larger than anticipated for Teradyne? 7. What effect did the early customer AlphaTech have on the process and the outcome? 8. What value proposition is Teradyne presenting to its customers? Does it resonate with its customers’ needs? 9....
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