|
TIME: 1 month
What We Did
Starting with two new product development programs, we interviewed engineers and management and attended regular meetings to uncover the key issues.
Many cross-functional engineering problems were not being addressed because no one function in the organization was responsible for them. We brought key engineers and team leaders together to surface and tackle the issues, then established a process to ensure ongoing resolution.
What Resulted
-
A temporary process to resolve cross-functional engineering problems
-
Goodwill with the client team
- A list of issues
What We Learned
-
Management set targets hoping to motivate the team
-
Team members believed both the functional and cost targets set for the program were impossible to achieve and felt demoralized
-
Engineers were frustrated with the lack of systems engineering processes
- Engineers were spending too much time participating in management reviews and not enough time engineering
|
