Development Team Management PDF

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Development Team Management

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Chapter 14 Development Team Management

True / False Questions 1. Lower the projectization, the more the power leans toward the project manager. True

False

2. If product development entails only minor variations to a standard product, higher projectization is the preferred option. True

False

3. Collaboration is an intense and complex form of integration that will produce synergy among functional areas. True

False

4. In the context of building a team, the term "empowerment" is synonymous with delegation. True

False

5. Isolates, as a result of their exceptional technical expertise, are usually the most productive members of a new products team. True

False

6. A product champion's role is to maintain corporate hierarchy. True

False

7. A sponsor is lower up in the corporate ladder and is supported by a product champion. True

False

8. A network consists of nodes, links, and operating relationships. True

False

9. Nodes refer to how people important to a project are reached and what important ties they have to others in the network. True

False

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10. Dysfunctional conflict management styles such as withdrawal are better at fostering a positive environment for innovation than integrative styles such as forcing a solution. True

False

11. Functional areas tend to focus more on company goals than their own goals. True

False

12. Most innovative firms generally follow a dual ladder system. True

False

13. For risky projects, rewards tied to the project's profit outcome tend to enhance performance. True

False

14. Virtual teams can meet in synchronous or asynchronous mode. True

False

15. GDTs use e-mail and phone to discuss design changes, but these tools are limited in that team members cannot work easily with three-dimensional models. True

False

Multiple Choice Questions 16. In a functional organization structure, _____.

A. team members are informed about key issues, and communication is comparatively easy B. the work is high risk and mainly involves the development of new-to-theworld products C. most of the power leans toward the project manager D. team people are project people first and functional people second

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17. In which of the following organizational options does the project manager have the least amount of power?

A. Project matrix option B. Venture option C. Functional matrix option D. Functional option 18. Which of the following organizational options offers the least project focus?

A. Functional option B. Functional matrix option C. Balanced matrix option D. Venture option 19. A think-tank environment, designed to identify new ideas or solutions to new productrelated problems, is an example of a _____.

A. project matrix option B. balanced matrix option C. functional option D. venture option 20. In the _____, both functional and project views are critical—neither ongoing business nor the new product should be the driver.

A. functional option B. balanced matrix option C. venture option D. project matrix option

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21. Which of the following organizational options exhibits the highest degree of projectization?

A. The functional option B. The functional matrix option C. The balanced matrix option D. The venture option 22. Which of the following is true of the balanced matrix option?

A. The balanced matrix option is the most lightweight of the different types of matrix structures. B. The balanced matrix option extends projectization to its ultimate and is most useful for new-to-the-world products. C. In the balanced matrix option, both functional and project views are critical. D. In the balanced matrix option, team members are totally oriented to their functions or departments, and not to the project. 23. The most heavyweight of the three matrix structures is the:

A. project matrix structure. B. functional matrix structure. C. balanced matrix structure. D. departmental matrix structure. 24. In the context of the competencies tied to radical innovation, _____ refer to the process of transitioning the radical opportunity into a business proposal.

A. incubati on B. accelerati on C. discover y D. projectizati on

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25. Higher projectization is preferred when:

A. not much innovation is required. B. product improvements are to be made. C. speed to market is critical. D. the work involves the present line of products. 26. Which of the following statements is true regarding the functional matrix organizational structure?

A. In the functional matrix structure, team people are project people first and functional people second. B. In the functional matrix structure, both functional and project views are critical. C. The functional matrix structure involves the lowest degree of projectization. D. The functional matrix structure is the most useful for new-to-theworld products. 27. Which of the following statements is true regarding the venture approach to organizational structure?

A. It involves the lowest degree of projectization. B. Functional area managers are strong and can dominate the project leader. C. The venture is typically kept in the regular organization. D. It is most useful for new-to-the-firm products. 28. In firms that have adopted a venture approach to organizational structure, _____.

A. team members think like functional specialists, and their bosses back in the departments win most of the face-offs B. projectization is low, and team members are functional people first and project people second C. both functional and project views are critical—neither ongoing business nor the new product should be the driver D. projectization is the highest, and team members are pulled out of their departments and put to work full time on the project

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29. Identify the new products organization option where there is recognition of the occasional need for stronger project push, projectization is high, and team people are project people first and functional people second.

A. Departmental matrix option B. Balanced matrix option C. Functional matrix option D. Project matrix option 30. Which of the following is a competency tied to radical innovation that is responsible for creating, recognizing, and articulating radical innovation opportunities?

A. Discover y B. Incubati on C. Accelerati on D. Projectizati on 31. A culture of _____ will help firms harness creativity, share information among departments, encourage growth of intellectual capital, and get more efficient in new product development.

A. functional discipline B. secrec y C. collaborati on D. departmental loyalty 32. Ideally, collaboration between functional areas results in _____.

A. competiti on B. synerg y C. dysfunctional conflict D. functional loyalty

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33. Microdata Corp. wants all the members of its new product team to "buy-in" to the project. The firm is hoping to encourage _____.

A. product championship B. synerg y C. empowerme nt D. ownershi p 34. To have ownership, _____ helps assure that no one will take ownership without the skills and knowledge required by the task.

A. empowerme nt B. motivati on C. trainin g D. commitme nt 35. Leaders must be _____; they must be able to spot the need for change and convince others of this need.

A. general managers B. recepto rs C. isolate s D. integrato rs 36. People who naturally give and get respect and who love to relate to people from other departments or other firms are called _____.

A. champio ns B. isolate s C. recepto rs D. integrato rs

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37. Integrators refer to those people in a firm who:

A. are deep specialists in their field and prefer to be left alone. B. rarely play a role in new product team operations. C. love to relate to people from other departments or other firms and naturally give and get respect. D. respect others and welcome information from them but do not desire personal relationships. 38. _____ are deep specialists in their field and really want nothing to do with people from other functions.

A. Leader s B. Receptor s C. Isolate s D. Integrato rs 39. Those people who are involved in managing functional clusters comprise the _____ team.

A. cor e B. ad hoc C. product champions D. extende d 40. Team members from important departments, such as packaging, legal, and logistics, whose importance is brief in time, are typically _____.

A. core team members B. ad hoc team members C. extended team members D. product champions

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41. Who amongst the following has the role of "pushing" product projects past obstacles or roadblocks?

A. Ad hoc team member B. Product champion C. Isolat e D. Extended team member 42. In recent years, the _____ team has increasingly assumed the role of "champion" since all should have strong concept commitment.

A. cor e B. extende d C. ad hoc D. suppl y 43. A person who plays the role of a(n) _____ does not drive anything but is higher up in the firm, is supportive, and lends encouragement and endorsement to the champion.

A. innovat or B. isolat e C. recept or D. sponso r 44. Nodes, links, and operating relationships come together to form a(n) _____.

A. networ k B. associatio n C. product champion group D. core team

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45. _____ in a network indicate how people who are important to the project are contacted and motivated to cooperate in the project.

A. Node s B. Link s C. Associatio ns D. Operating relationships 46. In the context of integrative conflict management styles, what does confrontation entail?

A. Avoiding the issue B. Reaching an acceptable compromise solution C. Collaborative problem solving to reach a mutually agreeable solution D. Seeking a superficial solution 47. In the context of cross functional interface management, seeking a superficial solution is known as _____.

A. withdraw al B. smoothi ng C. give-andtake D. confrontati on 48. In the context of cross functional interface management, what does withdrawal entail?

A. Collaborative problem solving to reach a mutually agreeable solution B. Reaching an acceptable compromise solution C. Seeking a superficial solution D. Avoiding the issue

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49. Which of the following statements is true regarding team compensation and motivation?

A. For comparatively long projects, it is preferable to reward the team's processes during product development. B. Very few firms use a combination of monetary and nonmonetary rewards to motivate their teams. C. Outcome-based rewards for risky projects may be viewed as the best way for rewarding the team. D. If the project is relatively less complex, rewards tied to the project's profit outcome tend to enhance performance. 50. Globally dispersed teams or GDTs have increased in prominence because:

A. accelerated product life cycles require that expertise should be gathered from wherever it resides. B. interpreting very complex problems using e-mails or a company intranet is easier than by meeting in person. C. creativity seems to be much higher in these teams than in inperson teams. D. so far, they have, in general performed better than domestic teams.

Essay Questions 51. What are the various organizational structure options for a new products organization?

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52. What are the characteristics of a culture of collaboration?

53. What are the three categories of people based on their interrelationships outside their departments?

54. What are the various conflict management styles?

55. Discuss the various problems associated with globally dispersed teams.

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Chapter 14 Development Team Management Answer Key

True / False Questions 1.

Lower the projectization, the more the power leans toward the project manager. FALSE Refer to figure 14.1. The higher the projectization, the more the power leans toward the project manager. Projectization is the term used to denote the commitment of company personnel to the new product project.

AACSB: Analytic Blooms: Understand Difficulty: 2 Medium Topic: Structuring the Team

2.

If product development entails only minor variations to a standard product, higher projectization is the preferred option. FALSE If the product development will entail only minor variations to a standard product or platform, it is possible that lower projectization will be the preferred option. Projectization is the term used to denote the commitment of company personnel to the new product project.

AACSB: Analytic Blooms: Understand Difficulty: 2 Medium Topic: Structuring the Team

3.

Collaboration is an intense and complex form of integration that will produce synergy among functional areas. TRUE Collaboration is an intense and complex form of integration that will produce synergy among functional areas. Ideally, collaboration results in synergy.

AACSB: Analytic Blooms: Remember Difficulty: 1 Easy Topic: Building a Team

14-13 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

4.

In the context of building a team, the term "empowerment" is synonymous with delegation. FALSE In the context of building a team, empowerment is far more than delegation. Delegation has strings attached—budgets, policy, procedures, and so forth, while empowerment is essentially a statement from senior management that they are ready and willing to trust the person's judgment.

AACSB: Analytic Blooms: Remember Difficulty: 1 Easy Topic: Building a Team

5.

Isolates, as a result of their exceptional technical expertise, are usually the most productive members of a new products team. FALSE Isolates prefer to be left alone. They are deep specialists in their field and really want nothing to do with people from other functions. They are rarely able to play a role in new product team operations.

AACSB: Analytic Blooms: Remember Difficulty: 2 Medium Topic: Building a Team

6.

A product champion's role is to maintain corporate hierarchy. FALSE A product champion's role is to support innovation by bypassing corporate hierarchy and persuade other people in the firm. Champions also play a key role in bringing information to the new product team through both their contacts within the organization and their external network. AACSB: Analytic Blooms: Remember Difficulty: 1 Easy Topic: Building a Team

7.

A sponsor is lower up in the corporate ladder and is supported by a product champion. FALSE A sponsor is higher up in the corporate ladder and supports a champion. This person is supportive and lends encouragement and endorsement to the champion.

AACSB: Analytic Blooms: Understand Difficulty: 2 Medium 14-14 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Topic: Building a Team

8.

A network consists of nodes, links, and operating relationships. TRUE A network consists of nodes, links, and operating relationships. Networks are fluid —changing from time to time in the life of the project, and from project to project as the importance of various functions ebb and flow.

AACSB: Analytic Blooms: Remember Difficulty: 1 Easy Topic: Building a Team

9.

Nodes refer to how people important to a project are reached and what important ties they have to others in the network. FALSE Links are how people important to a project are reached and what important ties they have to others in the network. Nodes are people important to the project in some way. AACSB: Analytic Blooms: Remember Difficulty: 1 Easy Topic: Building a Team

10.

Dysfunctional conflict management styles such as withdrawal are better at fostering a positive environment for innovation than integrative styles such as forcing a solution. FALSE Integrative conflict management styles such as confrontation and give-and-take are better at fostering a positive environment for innovation than dysfunctional styles such as withdrawal. AACSB: Analytic Blooms: Understand Difficulty: 2 Medium Topic: Building a Team

11.

Functional areas tend to focus more on company goals than their own goals. FALSE Functional areas tend to focus on their own goals. Information either does not flow across departments efficiently, or it is interpreted differently by different departments.

AACSB: Analytic Blooms: Remember 14-15 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Difficulty: 1 Easy Topic: Managing the Team

12.

Most innovative firms generally follow a dual ladder system. TRUE Most innovative firms generally follow a dual ladder system: Scientists could be promoted into management or choose to stay in the laboratory without financial penalty. AACSB: Analytic Blooms: Remember Difficulty: 1 Easy Topic: Managing the Team

13.

For risky projects, rewards tied to the project's profit outcome tend to enhance performance. FALSE For risky projects, it is preferable to reward the team's processes during product development. Outcome-based rewards in this latter case may be viewed as too risky or difficult and may be rejected by the project team.

AACSB: Analytic Blooms: Understand D...