Teradyne Corporation:

The Jaguar Project

GROUP 5
PGP/22/258 SATYAJIT ROY
PGP/22/064 ANJANA RAJMOHAN
PGP/22/370 PRATIK VIJAY TAGWALE
PGP/22/062 ALLU SIV SWAROOP
PGP/22/036 NITISH KUMAR
 Strategy Traditional Project Execution
• No clear defined requirements/goals
• Scope creep evident
• Scope creep affecting delivery time
Goal and Scope definition and quality
• Decentralized and choice of tool up to •
Project Management Tools the department
Traditional Used
Senior Management • Less visibility
Project vs Visibility
• Progress tracking was highly variable.
Jaguar Project Project Status Monitoring
• Departments were using phase gate
model, detailed project planning,
conduction after-action reviews
• Different test platform for each
market segment
Testing Strategy
• Mostly over committed
Resource Allocation
Jaguar Project Execution
• Clearly defined requirements, delivery
scope and deadlines
• Minimal scope creep ensured
Formal project management tools like
WBS, 3-point estimation, Critical Path
•
analysis, Earned value analysis are
used
Clear visibility and tracking was
•
possible
Visible tracking of project status
possible
• Flexible platform strategy
• Correct commitment was provided
• Unrealistic commitments also
provided as output
  No proper understanding of data and KPI metrics provided by the
project management tools by the higher management.
 Improper KPIs used to judge delivery status

Impact of  Employee effort spent on status

 Improper utilization of meeting time
Project
 Reduced individual accountability and motivation in project
Management delivery
Tools on the  Software development emerged as a problem for meeting
delivery deadline
Jaguar Project  Delivery required the employees to learn new software and
operating systems like windows NT reducing their efficiency
 Due to software delays, the delivery was delayed by 6 months for
“Ultra Flex” systems
  Proper training regarding the proper usage, importance and
interpretation of project management tools should be provided to
the relevant employee group
 Create frameworks to assess the maturity and health monitoring
of projects.
Recommendations  Cultural change required regarding the attitude towards modern
project management tools
for Future Project
 Personnel more important than the processes in Teradyne. This
Management needs to be changed gradually with reduced people dependence
and increased process dependence
 Analysis paralysis should be avoided, since it is common in the
case of too much data.
 Increased dependence on project management tools should be
avoided in case of development projects