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3.3 Team Structures - Coggle Diagram

- - - - Missed deadlines
      - Poor quality of work
      - Poor communications
    - - Inability to adapt quickly
      - Temporarily (Dismantled after project completion)
    - - Responsibility for performance is given to functional manager
  - - - Better communication
      - Liaisons ensure issues are communicated
      - Liaisons ensure tasks are completed (Management by objectives approach)
    - - Power is with functional groups
      - Cultural differences
      - In-house politics
  - - - Key to the success of the project
      - Heavily involved in the project
    - - Diverse skills and competencies
  - - - Decision making
      - Directing team members
      - Managing resources
      - Assigns team members to tasks according to their capabilities
    - - Focused output
      - Fast
      - Capable of producing innovative products and services
    - - Tendency to deviate from the main objective
- - - - Bigger teams does not mean better innovation
      - The size of the team is related to its potential for success
      - Larger teams increases administrative costs
      - Larger teams increases Social Loafing
    - - Cross-functional communication is crucial
        
        Especially between R&D, marketing and manufacturing
        
        R&D and marketing must share customer insights and requirements information
        
        R&D and manufacturing share
        
        price and quality information
        
        Constructibility
        
        Cross-functional teams
        
        Include members from more than one functional area
      - Cultural diverse teams should show better problem solving
      - Demographic Diversity could increase innovative outcomes
    - - Ambassador Activities
      - Task Coordination Activities
      - Scouting Activities
    - - Functional Team Structure
        
        Members stay in their functional departments
        
        Report to the regular functional manager
        
        They meet periodically to discuss the project
        
        They do not have a dedicated project manager
        
        Over the wall model of responsibility
      - Lightweight Team Structure
        
        Members stay in their functional departments
        
        Dedicated liaison for every function to communicate with the project manager
        
        They do have a dedicated project manager
      - Heavyweight Team Structure
        
        People are removed from their department to be dedicated for the innovation project
        
        Core group of the team is dedicated full-time for the project
        
        Enhanced communication and coordination
      - Autonomous Team Structure
        
        People are removed from their department to be dedicated for the innovation project
        
        Project manager is given full control
        
        Team members do not conform to company procedures usually
        
        This team excel at rapid and efficient new products development
    - - Team Leadership
        
        Direct team activities
        
        Maintain the teams alignment with project goals
        
        Liaison
      - Team Administration
        
        Project charter
        
        Project scope, objectives and responsibilities
        
        Contract Book
        
        Basic plan to achieve the objectives
        
        Important to establish team commitment
        
        Virtual Teams
        
        IBM Example
        
        Staffing for a new project
        
        Management send a list of required skills to HR
        
        HR identify appropriate pool of people
        
        1 more item...
        
        Downside
        
        Affect communication and collaboration
        
        No collocation
        
        Lack of informal interaction
        
        Types of virtual Teams
        
        Decentralized self-coordination
        
        Teams operate separately with minimum coordination between them
        
        Depends on corporate culture
        
        System integrator as a coordinator
        
        Single individual or office coordinate teams activities
        
        Core team as a system architect
        
        Key persons from teams form a core team for coordination
        
        Centralized venture team
  - - - Thinking of others idea distract and deviate ones thoughts
- - - - A group of specialists from different disciplines assigned to create a breakthrough innovation
  - - - Each tem member brings a diverse but complementary set of skills and experiences.
  - - - Each team member remains physically resident in their functional areas but has dedicated time to focus on the innovation project
- - - - Who is involved in the project?
      - Who is influential in setting any rules of practice or work?
      - Who are the stakeholders affected by the project?
      - Does a division of labour exist within the project team? Who is doing what?
      - Who will benefit from the output of the project?