Teradyne Corporation: The Jaguar Project

Project Management Case Analysis
PRESENTED TO

Dr. Rupesh Kumar Pati

Submitted BY
Sudha T (EEPOM-05-029) Suman KR (EEPOM-05-032) Mithun Mukundan (EEPOM-05-010) Manickavasagam Ramasamy(EEPOM-05-008) Yeshaswini Rajendra (EPGP-03-193)

About Teradyne Corporation
• Teradyne was founded by Alex d’Arbeloff and Nick DeWolf, who were classmates at the Massachusetts Institute of Technology (MIT) in the late 1940s. • Teradyne was the world's largest supplier of equipment for testing semiconductors • Teradyne is a 45 year old corporation • Sales of $1.8 billion in 2004 with over 6000 employees • Teradyne corporation has following major units:
– – – – Semi-Conductor Test (64% revenue) Assembly …show more content…

Specifically, how did they change behaviour? How did they influence performance?
•There appeared to be conflict within the organization about the usefulness of the tools. While some members of the Jaguar team embraced the program management tools, others strongly resisted, or simply ignored them

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Performance: Identification of Problems: The tools used in developing and managing the Jaguar project helped the management to spot problems early in both hardware and software. Visibility: In reflecting on the impact of the tools on hardware development, managers credited the tools with providing “visibility” into critical problems and enabling the team to respond. Weekly project reviews often resulted in changes to hardware