CASE 72 The UnitBased Team Meeting Joel CutcherGershenfeld
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The case study begins with the of Joel CutcherGershenfeld, founder of the world’s leading company called “Gershenfeld Consultants” and co-founder of Flexicase (a 3D scanning company). The case is about the unitbased team meeting that took place with him. The ends with the summary of case study, which gives the overall structure and objective of the study. Section 1: Background Section 2: Objective and Problem Section 3: Methodology
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As I’ve been looking back over my notes from the 72nd CES meeting, I found myself nodding in agreement with the key messages that came out of the session: 1. The 5-Way team meeting: Good idea! 2. The use of Agile methodologies: Good idea! 3. The use of SAFE-agile: Good idea! 4. The use of ‘scrummies’: Good idea! 5. The importance of feedback: Important! And this in no way is
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The UnitBased Team Meeting is the largest project I’ve worked on. I was responsible for its design and planning. There were 100+ team members, spread across 8 time zones. We started the meeting with a company overview, followed by each department’s progress report. click this site Each team leader presented his/her team’s progress, including milestones, tasks, and deliverables. It was a time for us to get to know each other and learn about each department’s goals, challenges, and team member strengths and weaknesses. linked here
VRIO Analysis
In this meeting, I was the only non-product owner, so I had to attend, review and provide feedback on the team’s design decision. 1. VRIO analysis: To determine what factors are most important for our decision-making, we conducted a VRIO analysis, that is value, rationality, intensity, and obstacles. (Source: http://www.management.ucsd.edu/~jmc/case67/VRIO.html) Value, the topmost priority in our decision-making, is the result of the
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In March 2013, I went to New York for a few days to present our latest product, the Mammoth Wide Display Tablet at the Mobile World Congress. It was my first presentation there and I was amazed at how the world is changing so fast. Every minute there is a new phone, a new tablet, a new PC. The rapid development of technology has led to numerous benefits, but the biggest problem is also the biggest advantage for product and project managers – new technologies and products are constantly emerging, and they do not fit
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Title: CASE 72 The UnitBased Team Meeting Joel CutcherGershenfeld I was a junior consultant in my first year of work at a consulting firm, where we had our weekly unit-based team meetings. As the team led the delivery of a major client project, the meeting became critical as the deadline to deliver the final deliverables approached. The meeting agenda was structured around the project deliverables, and the project manager’s key deliverables were discussed. The meeting started with each team member summarizing
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CutcherGershenfeld’s UnitBased Team Meeting was exceptionally successful, not just because of the high quality of the research team members, but because it was also a very productive unit meeting. The team was composed of people who all worked in the company’s central data processing department, and they were very experienced and well-connected with one another. The team met every week, in two-hour sessions, and we had three team leaders: myself, a senior project manager, and an experienced data analyst named Aaron, who did a great job.