Lean Aircraft Initiative Product Development Team Effectiveness
The current study explores the relative influence of function managers and team leaders in managing integrated product development teams (IPTs). This study was prompted by the results of an earlier study, completed in Spring 1995, which suggested that the most successful high risk projects had a...
| Main Authors: | , |
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| Format: | Technical Report |
| Published: |
2014
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| Subjects: | |
| Online Access: | http://hdl.handle.net/1721.1/83557 |
| _version_ | 1826203710493032448 |
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| author | Susman, Gerald Petrick, Irene |
| author_facet | Susman, Gerald Petrick, Irene |
| author_sort | Susman, Gerald |
| collection | MIT |
| description | The current study explores the relative influence of function managers and team leaders in
managing integrated product development teams (IPTs). This study was prompted by the results of
an earlier study, completed in Spring 1995, which suggested that the most successful high risk
projects had a 50/50 balance of influence in decision-malting between function managers and team
leaders. This study also suggested that in the most successful low risk projects, the balance of
influence shifted heavily toward team leaders. |
| first_indexed | 2024-09-23T12:41:50Z |
| format | Technical Report |
| id | mit-1721.1/83557 |
| institution | Massachusetts Institute of Technology |
| last_indexed | 2024-09-23T12:41:50Z |
| publishDate | 2014 |
| record_format | dspace |
| spelling | mit-1721.1/835572019-04-11T11:29:49Z Lean Aircraft Initiative Product Development Team Effectiveness Susman, Gerald Petrick, Irene integrated product development teams (IPTs) product development (PD) The current study explores the relative influence of function managers and team leaders in managing integrated product development teams (IPTs). This study was prompted by the results of an earlier study, completed in Spring 1995, which suggested that the most successful high risk projects had a 50/50 balance of influence in decision-malting between function managers and team leaders. This study also suggested that in the most successful low risk projects, the balance of influence shifted heavily toward team leaders. 2014-01-07T18:10:20Z 2014-01-07T18:10:20Z 1995-10 Technical Report http://hdl.handle.net/1721.1/83557 ;LEAN 95-06 Attribution-NonCommercial-ShareAlike 3.0 United States http://creativecommons.org/licenses/by-nc-sa/3.0/us/ application/pdf |
| spellingShingle | integrated product development teams (IPTs) product development (PD) Susman, Gerald Petrick, Irene Lean Aircraft Initiative Product Development Team Effectiveness |
| title | Lean Aircraft Initiative Product Development Team Effectiveness |
| title_full | Lean Aircraft Initiative Product Development Team Effectiveness |
| title_fullStr | Lean Aircraft Initiative Product Development Team Effectiveness |
| title_full_unstemmed | Lean Aircraft Initiative Product Development Team Effectiveness |
| title_short | Lean Aircraft Initiative Product Development Team Effectiveness |
| title_sort | lean aircraft initiative product development team effectiveness |
| topic | integrated product development teams (IPTs) product development (PD) |
| url | http://hdl.handle.net/1721.1/83557 |
| work_keys_str_mv | AT susmangerald leanaircraftinitiativeproductdevelopmentteameffectiveness AT petrickirene leanaircraftinitiativeproductdevelopmentteameffectiveness |