This 4-page paper is a case study on parallel development and teams, as based on the product manufacture of Honeywell's Mod IV. The paper discusses challenges that go along with parallel development and how these challenges can be dealt with. Bibliography lists 3 sources.
Name of Research Paper File: D0_MThonmod.rtf
Unformatted Sample Text from the Research Paper:
Division (BCD) was having trouble staying on track in terms of the to-market date and other pressures. One of the major things management had to do was overhaul the way
development systems were handled - moving from sequential development, by which each department had a say in the product before moving on - to parallel developing using teams, by which
pretty much all the departments would have a say in getting the product manufactured and to market. On paper, the idea of parallel
development seemed to be a good one. But in reality, there were problems with parallel development as well. Problem Statement The main problem
that the BCD had with parallel development was trying to gain cooperation among the differing teams. As this was the first time Honeywell had anything like this on hand, some
growing pains were bound to occur. The problem is, they occurred with the design, production and marketing of a device that would be important to Honeywell and its overall BCD
development. If the product failed, it was likely that the division would fail as well. Yet despite the teams and parallel development, the
product was still behind schedule, and still ahead of costs. Literature The concept of parallel development and teaming isnt exactly a new one
- as the overbloated 1980s gave way to the lean 1990s, more and more management and employers realized that the "all for one" mentality was the way to go for
lean efficiency. But like Honeywell, not everyone was up to the task. The concept of parallel teams actually took shape in the software