By Geoff Vincent (auth.)
ISBN-10: 1468475029
ISBN-13: 9781468475029
ISBN-10: 1468475045
ISBN-13: 9781468475043
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Additional info for —Managing— New-Product Development
Example text
With a larger team, it becomes necessary to split out the roles to ensure that each of them gets adequate attention. 5 shows appropriate structures for small (up to eight people) and larger (20+) projects. SETTING THE GOAL 49 SINGLE POINT RESPONSIBILITY Ultimately, an activity will only happen if someone is responsible for making it happen. This simple truth extends to all levels in a project. The first step is for someone to be responsible for the project as a whole. Many projects drift into existence with no one being sure exactly who is in charge: there may be two or three candidates.
46 MANAGING NEW-PRODUcr DEVELOPMENT GOAL SETTING To be focused and effective, a project needs a concrete goal. The best goal is one which captures the imagination. The team which developed the Sony 0-50 portable compact disc player was given a block of wood the size of a compact disc jacket and an inch and a half thick - about one twentieth the size of Sony's original CD player. This was to be the size of the new player. Naturally, it was regarded as completely unrealistic at first. The project leader was not to be moved, however, and signed the block of wood so that it could not be changed.
A separate system designer is usually required to look at the key technical issues of the product as a whole. The system designer should be brought on board early in the project (preferably during the feasibility study), and where possible should carry the project through to completion. Projects work best if there is a clear division of responsibilities between team members. They also work best if individuals can do their jobs with the minimum of interaction. A project is prevented from being an exercise in 'design by committee' by giving each person an individual design task which adds up to a well defined and carefully coordinated whole.