Case ID: 606042     Solution ID: 37116     Words: 1945 Price $ 45

Teradyne Corporation The Jaguar Project Case Solution


A noteworthy results that the organization needed to confront for utilizing the venture administration instrument was that the top administration did not have enough time to comprehend the measurements. What's more, assets were squandered in preparing and creating. Additionally, obligatory announcements and venture administration devices veered off the concentration of workers from the genuine issue towards supporting and assessment undertakings. Some key lessons that Teradyne can gains from the Jaguar venture is that the esteem and significance of venture administration devices ought to be educated to venture directors. Without their support, these apparatuses are pointless. Furthermore, change in procedure requires change in culture of the association. Without the adjustment in mentality, nothing advantageous can be accomplished. Additionally, representatives and senior administration ought to figure out how to adjust their emphasis on settling center issues and all the while take a shot at venture administration apparatuses. Last, extend administration apparatuses ought not be viewed as an extra duty, rather a procedure for accomplishing the outcome.

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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?