terracogG L O B A L P O S I T I O N S Y S T E M S

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agenda

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Introduction

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Problem

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Alternatives

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Recommendation

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Implementation

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• High-quality GPS and fishing sonar equipment; cycling and fitness

• Posthaste (competitor) launched BirdsIwith satellite imagery

• TerraCog decided not to respond; changed their minds 3 quarters later

• Project Aerial is late to market and the product is too expensive

• Team is pointing fingers

brief overview

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TimeAlready delayed 2

years; need to catch up

CostReasonable price

is important; maintaining

reputation is more important

Scope & quality

Reputation; “durability and value-added

features”

triple constraint

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core problem & resultant issues

Lack of a clear project vision and sponsorVision and strategic importance of Project Aerial not communicated

Sales dictated features Sales incentivized by targets Focused on functions

Sub-par product Misaligned objectives Lack of team cohesiveness

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objectives

Find a suitable project sponsor…

Who will align the interests of parties involved and re-establish team unity…

And ensure that the TerraCog brand is well-positioned to compete going forward

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GO OR NO-GO?

Description

Disband the project team; everyone refocuses on day-to-day tasks and other projects

Impact

– The need for TerraCog to respond to the market would still exist

– Similar management issues would resurface

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1) no-go: kill the project

Description

Retain current project structure; don’t compromise on margin; prepare to introduce 2nd iteration

Impact

– Unjustifiable premium, unable to compete on quality or functionality

– Could significantly damage TerraCog’s high-quality brand

– Further deteriorates team dynamics; no one is satisfied; 2nd iteration likely will not be successfully introduced

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2) go: release as is

Description

Redesign, restructure, and re-emerge with a better product for the market

Impact

– Higher costs and greater need for resources, but…

– Reunited team

– Further secures brand name with better product; keeps TerraCog competitive

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3) go differently: make structural changes

A L T E R N A T I V E S

O B J E C T I V E S 1) Kill the project 2) Launch 3) Go differently

Opportunity for sponsor and vision

to be defined

No sponsor/vision; team

disbands

Rank: 3

Unsure who sponsor is; would

agree on price

Rank: 2

Team reunites around singular

vision and leadership

Rank: 1

Allows all departments to assume

appropriate roles; team unity

Fulfill their roles on other

projects

Rank: 2

Roles remain unclear

Rank: 3

Better define different team

members’ roles

Rank: 1

Strategically positions TerraCog

for the future

Ignores importance of satellite

imagery

Rank: 3

Would have satellite imagery for

the future

Rank: 2

A better Aerial can be used in

future

Rank: 1

A V E R A G E R A N K Rank: 2.67 (Worst) Rank: 2.33 Rank: 1 (Best)

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alternative evaluation

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Take time to redefine scope and communicate Aerial’s strategic importance

Frame this as a project that could drastically affect the company’s future in order to align incentives.

go… differently!

Revise responsibilities

Design and Development needs to take a more active role. Allen (Design & Dev) and Tony (Production) both have opportunity to prove themselves. Ed (Sales) needs to back off.

Think about the big picture

Seek Fiero’s company-wide endorsement as the Project Manager.

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plan of action: immediate

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Allen Roth should be promoted to Product Manager of Project Aerial.

Embrace an updated and broadly consultative Statement of Work.

Reiterate to members of the team their specific roles.

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Project Sponsor

Richard Fiero

Project Manager

Emma Richardson

Product Manager

Allen Roth

Project Member

(Design)

Cory Wu

Project Member

(Design)

Alice Gorga

Project Member

(Sales)

Ed Pryor

Project Member

(Production)

Tony Barren

plan of action: immediate

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M A R C H A P R I L M A Y J U N E J U L Y

Recapture Fiero’s support for project & Project Sponsor

Clarify Emma’s role as Project Manager and Allen Roth as Product Manager

Collaboratively write Statement of Work; ensure all parties are united in Aerial’s structure, objectives, plan and roles

Communicate strategy to retailers in order to maintain (and build) retailer loyalty

R&D – develop the new and improved Aerial 2.0

Final prototype testing, iteration, refinement

Product showcase and launch at Outdoor Retailer Show

Official Aerial product launch (Q3)

plan of action: long-term

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C O S T R I S K T I M E R I S K S C O P E R I S K Q U A L I T Y R I S K

Very high

R&D and new product

innovation need significant

capital investment

Cost risk will increase to

minimize time risk

Low

Additional resources should

mitigate; timing should be

as originally expected.

N/A or Very Low

Will incorporate features

that consumers want;

strategically important

moving forward.

N/A or Very Low

Product quality will

improve.

evaluating risks

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R I S K E V E N T R E S P O N S E C O N T I N G E N C Y T R I G G E R W H O

Retailers hesitant to

purchase premium &

high priced product

Mitigate: Test and evaluate key retailers’

responses to product during prototyping

and at the OR show (Q3)

Increase marketing efforts; better

communicate the revamped

Aerial’s unique selling points

2 or more current

retailers reluctant to

stock the revamped

Aerial

Emma, Sales (Ed

Pryor)

User backlash of new

product

Mitigate: Conduct focus groups while

developing product to ensure product-

market fit; demo at the OR show (Q3).

Increase support staff to provide

assistance to customers; prepare

team for Aerial’s next iteration.

Top management (Fiero)

receives unfavourable

customer feedback; calls

project team

Design &

Development

(Allen Roth, Ed

Pryor)

Production Problems

Mitigate: Select reliable manufacturer;

secure written commitment on production

capacity; maintain close relationships with

other suppliers.

Inform manufacturer of intention

to source product elsewhere;

immediately begin discussions

with other friendly suppliers.

1 or more delayed

shipments of product or

parts

Emma,

Production (Tony

Barren)

risk mitigation

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T H E E A R L Y B I R D G E T S T H E W O R M …

B U T T H E W I S E T O R T O I S E W I N S T H E R A C E

measuring success

This course of action best sets up TerraCog for long-term viability and relevancy:

One (un)successful

product launch

Unified project team with common

vision

<

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thank you

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icon credits

Roundicons: Ramy Wafaa, Suzanne de Jong, Natalie Schaubert

Ballicons: PixelBuddha

The Noun Project: Consumer Financial Proection Bureau, Till Teenck, Creative Stall, Jamie Wilson, icon 54, Arthur Shlain, Pedro Canelas, Norbert Kucsera, Victor Fernandez, Loic Poivet