Enactment of Technology Strategy-Creating and Implementing aDevelopment Strategy describes how development projects aretraditionally managed and states the bases as to why so many failand/or not completed on time. It describes six phases of adevelopment project and claims that traditionally managementattention and influence is heavy in the end phases of the projectwhen they should be focused at the beginning phases of the projectfor success. These suggest the development strategy leadershipapproach for senior management at the onset of projects in order todetermine the best set of projects to pursue. Four team structuresare defined with recommendations for the types of developmentprojects each is best suited for. Guidance for post processlearning is also presented.

QUESTIONS

What are the three areas of promise associated with thecommercialization of new products and processes, that is, ofsuccessful development projects? Give a specific example ofeach.

Successful development projects occur when attention andinfluence by management is allocated at the onset of developmentprojects, not in the prototype building, pilot production, andmanufacturing ramp?up phases. Traditionally why is managementresources focused at the end phases of the project?

What are shortcomings of go/no?go decisions on a handful ofprojects by senior management? What does the developmentstrategy leadership approach entail?

Regarding the widening of the mouth of the funnel theory whencreating an aggregate set of projects, it is encouraged toinvestigate alternatives before making the go/no?go decisions onjust a few. How can these costs be justified to pure financialbranches of management who may well see this as a waste?

State the characteristics of a functional team structure. Whattype of development project is a functional team structure bestsuited for?