Pm Reson
PROJECT MANAGEMENT (Individual Case Study)
“Reson : Making Development Teams Accountable For Short Project Cycles”
Instructor: Akaki Kheladze
By: Dwitya Ratna Pramesi
Due date : 05-12-2010
Table of Contents
Executive summary ................................................................................................... 1 1. Reson’s Managerial Challenges at the beginning of the 1990 ........................ 2 2. Managerial responses to the above challenges ................................................. 3 3. Key elements in Reson’s new approach to project management ................... 4
Opening up the organization........................................................................................... 4 All focus on time .............................................................................................................. 4
4. Reasons for low performance in project management.................................... 5
Executive summary
In the beginning of 1990s, Reson A/S, a company specializing in underwater acoustics and high power ultrasonics, faced managerial challenge. They needed to rethink how to manage the development of new products, with the target to reduce the development time from three years to three months. As a result, Reson A/S gained new major customers which needs to be served quickly and effectively with existing technologies. Reson chose two approaches to manage its development projects: 1) opening up the organization; developed the company culture and open communication, 2) making the development teams themselves accountable for short project cycles by giving unlimited trust and unlimited financial resources to the project manager. At the end, Reson was successful to manage the new project, and productivity jumped by 50%
1|Page
1. Reson’s Managerial Challenges at the beginning of the 1990
The original business of Reson was built around a world patent in homogenizers amd specialized in underwater
“Reson : Making Development Teams Accountable For Short Project Cycles”
Instructor: Akaki Kheladze
By: Dwitya Ratna Pramesi
Due date : 05-12-2010
Table of Contents
Executive summary ................................................................................................... 1 1. Reson’s Managerial Challenges at the beginning of the 1990 ........................ 2 2. Managerial responses to the above challenges ................................................. 3 3. Key elements in Reson’s new approach to project management ................... 4
Opening up the organization........................................................................................... 4 All focus on time .............................................................................................................. 4
4. Reasons for low performance in project management.................................... 5
Executive summary
In the beginning of 1990s, Reson A/S, a company specializing in underwater acoustics and high power ultrasonics, faced managerial challenge. They needed to rethink how to manage the development of new products, with the target to reduce the development time from three years to three months. As a result, Reson A/S gained new major customers which needs to be served quickly and effectively with existing technologies. Reson chose two approaches to manage its development projects: 1) opening up the organization; developed the company culture and open communication, 2) making the development teams themselves accountable for short project cycles by giving unlimited trust and unlimited financial resources to the project manager. At the end, Reson was successful to manage the new project, and productivity jumped by 50%
1|Page
1. Reson’s Managerial Challenges at the beginning of the 1990
The original business of Reson was built around a world patent in homogenizers amd specialized in underwater