Teradyne Corporation The Jaguar Project Case Solution

Case Solution

An important results that the association expected to stand up to for using the endeavor organization gadget was that the top organization did not have enough time to fathom the estimations. Moreover, resources were wasted in get ready and making. What's more, necessary declarations and endeavor organization contraptions strayed the focal point of agents from the honest to goodness issue towards supporting and appraisal errands. Some key lessons that Teradyne can picks up from the Jaguar undertaking is that the quality and criticalness of endeavor organization instruments should be taught to wander managers. Without their reinforce, these contraptions are pointless. Besides, change in philosophy obliges change in the public eye of the affiliation. Without the change in mindset, nothing valuable can be expert. Also, agents and senior organization should make sense of how to modify their accentuation on deciding focus issues and at the same time take a shot at undertaking organization instruments. Last, amplify organization gadgets should not be seen as an additional commitment, rather a methodology for finishing the result.

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Questions Covered

1- Compare and contrast Teradyne’s traditional project execution strategy with the approach used on Jaguar—what was similar? What was different?

2- What impact did the project management tools have on the Jaguar project? How did they change behavior? How did they influence performance? How critical is Jaguar project for Teradyne’s competitive strategy?

3- What unintended consequences did Teradyne experience in using the project management tools? What lessons should Teradyne take away from the Jaguar project?

4- What development strategy was chosen to meet this need? Present strengths and weaknesses of the strategy.

5- The Jaguar project involved both hardware and software. Should the same project management methodology have been used for both? Why or why not?

6- Why do you think the software challenge was larger than anticipated for   Teradyne? 

7- What value proposition is Teradyne presenting to its customers?   Does it resonate with its customers’ needs?

8- What changes do you recommend for the future product development projects?

9- Critique the team, its organization, and its leaders.

10- What do you think of the Project Execution Strategy Matrix shown in exhibit 3? Is a “heavyweight” project team the right approach for project/task governance? Why?

11- Does the phase gate process in exhibit 2 ensure that the “voice of the customer” is

heard at each phase of the development process? Why?

12- How firm are the decisions that are made at each gate?

13- What are the residual risks in Teradyne’s process?

14- Do u agree with the decision of Teradyne to accept all possible conditions from Alpha Tec? Why?