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Yaguar Teradyne

 Jaguar Teradyne Essay

BeforeВ TeradyneВ introducedВ theirВ JaguarВ ProjectВ inВ 2001, В whichВ shouldВ becomeВ aВ revolutionizingВ projectВ managementВ concept, В theВ companyВ triedВ differentВ projectВ schedulingВ toolsВ suchВ asВ theВ TQMВ orВ theВ APP. В HoweverВ thereВ wereВ notВ anyВ significantВ improvementsВ inВ theВ projectВ planningВ andВ execution, В whichВ theВ companyВ seniorsВ wereВ lookingВ for. В TheseВ projectВ managementВ toolsВ requiredВ theВ employeesВ toВ approachВ projectsВ inВ aВ veryВ regulatedВ way, В whichВ theyВ thoughtВ ofВ asВ anВ intrusionВ toВ theirВ freeВ workingВ culture. В FurthermoreВ goalsВ ofВ theВ projectsВ wereВ notВ clearlyВ definedВ upВ frontВ resultingВ inВ theВ expansionВ ofВ theВ scopeВ asВ employeesВ addedВ newВ aspectsВ toВ theВ projects. В ThusВ theВ phaseВ­gateВ modelВ wasВ introduced, В toВ ensureВ properВ projectВ tracking. В

InВ thisВ model, В theВ companyВ focusedВ moreВ onВ usingВ milestonesВ andВ reviewВ pointsВ whereasВ theВ JaguarВ projectВ involvedВ newlyВ introducedВ projectВ managementВ practices, В whichВ madeВ theВ employeeВ spendВ moreВ timeВ onВ theВ initialВ stagesВ ofВ projectВ developing, В includingВ identifyingВ risksВ andВ customerВ requirementsВ earlyВ on. В TheВ newВ toolsВ includedВ workВ breakdownВ structure, В 3В­pointВ estimation, В criticalВ pathВ analysisВ andВ earnedВ valueВ analysis. В AnotherВ aspectВ thatВ changedВ withВ theВ JaguarВ projectВ wasВ theВ structureВ ofВ teams. В InВ theВ past, В theВ differentВ departmentsВ workedВ separatelyВ andВ thereВ wasВ noВ oneВ takingВ responsibilityВ forВ theВ entireВ project, В resultingВ inВ qualityВ issuesВ andВ delays. В InВ theВ JaguarВ project, В TeradyneВ decidedВ toВ buildВ taskВ focusedВ teamsВ withВ aВ teamВ leaderВ each. В ExpertsВ fromВ differentВ officeВ locationsВ wereВ drawnВ togetherВ toВ improveВ theВ talentВ baseВ ofВ eachВ team. В TheseВ leadersВ togetherВ formВ theВ coreВ teamВ toВ ensureВ properВ coordinationВ andВ communicationВ byВ havingВ weeklyВ andВ monthlyВ group meetings. В InВ additionВ toВ thisВ theВ coreВ teamВ wasВ headedВ byВ aВ singleВ seniorВ executiveВ whoВ wasВ henceВ responsibleВ forВ theВ entireВ project. В ToВ monitorВ theВ workВ inВ progressВ ofВ theВ differentВ teams, В aВ programВ schedulingВ software, В Primavera, В wasВ putВ intoВ use. В В ToВ ensureВ thatВ theВ employeesВ wereВ drivenВ towardsВ achievingВ theВ goal, В theВ deadlineВ ofВ theВ productВ launchВ wasВ fixedВ fromВ dayВ oneВ andВ notВ changedВ evenВ whenВ delaysВ occurred. В ShouldВ theВ projectВ fallВ behindВ schedule, В thereВ wasВ flexibilityВ inВ resourceВ allocationВ amongstВ theВ teams. В InВ previousВ projects, В theВ teamsВ frequentlyВ exhaustedВ resourcesВ inВ handВ andВ overspentВ resultingВ inВ missingВ theВ deadline. В

DueВ toВ theВ strictВ timeВ frame, В theВ softwareВ deliveredВ toВ theВ customerВ hadВ seriousВ issuesВ thatВ neededВ fixingВ afterwards. В В

SinceВ peopleВ fromВ differentВ locationsВ withВ differentВ workingВ stylesВ wereВ broughtВ together, В disputesВ aroseВ andВ nobodyВ reallyВ feltВ responsibleВ forВ theВ projectВ anymore, В leadingВ toВ aВ lackВ ofВ inspiration. В В

OverallВ theВ useВ ofВ theВ newВ toolsВ resultedВ inВ meetingВ theВ targetsВ setВ byВ theВ corporation, В mostlyВ dueВ toВ theВ clearlyВ definedВ goalsВ andВ scope. В TheВ manufacturingВ qualityВ andВ customerВ serviceВ superior. В HoweverВ theВ successВ alsoВ cameВ withВ itsВ downfalls. В DueВ toВ theВ suddenВ impositionВ ofВ newВ practices, В theВ employeesВ wereВ overwhelmed. В TheВ toolsВ becameВ moreВ ofВ aВ distractionВ thanВ anВ aidВ inВ helpingВ withВ theВ project. В EspeciallyВ PrimaveraВ wasВ viewedВ asВ anВ inconvenientВ toolВ providingВ anВ overloadВ ofВ information. В TheВ toolsВ wereВ tooВ heavilyВ focusedВ onВ schedulingВ andВ henceВ couldВ notВ handleВ unpredictableВ events. В В

ProjectВ managementВ toolsВ doВ notВ guaranteeВ successВ inВ aВ project. В ItВ isВ imperativeВ forВ thoseВ whoВ useВ theseВ toolsВ toВ appreciateВ theirВ usefulnessВ andВ toВ beВ flexibleВ toВ adaptВ toВ theВ changesВ theyВ bringВ intoВ theВ workВ culture. В MostВ importantlyВ theВ projectВ shouldВ notВ becomeВ overdeveloped, В overcontrolledВ (p. В 158В ProjectВ ManagementВ book)В andВ tooВ timeВ consuming. В В

В 

QuestionВ 1: В CompareВ andВ contrastВ Teradyne'sВ traditionalВ projectВ executionВ strategyВ toВ theВ approachВ itВ usedВ inВ Jaguar? В WhatВ wasВ differentВ inВ thisВ projectВ management? В В...

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