Integrated project development teams: another fad … or a permanent change
Integrated project development teams: another fad … or a permanent change
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集成项目开发团队：另一种时尚……还是永久性的改变
DOI：
10.1016/0263-7863(95)00068-2
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发表时间：
1996
影响因子：
8
通讯作者：
J. M. Koppelman
中科院分区：
文献类型：
--
作者：
Quentin W. Fleming;J. M. Koppelman
本文坦率地讨论了一种越来越流行的项目管理方法，称为集成项目开发团队的积极和消极方面。这个概念已经存在了很多年，并有其他的名字，最著名的是并行工程，但在其他时候，它被简单地称为项目团队。在美国，团队的使用在私营部门和政府部门都得到了广泛的接受。项目团队概念的吸引力非常简单：缩短新产品创意从创造者到最终消费者所需的周期时间，同时保持或提高最终设计的质量。尽管管理层通常了解雇用项目团队的一般性质，但并非所有公司都愿意做出必要的承诺，使他们成功地工作。在使用团队时也有一些缺点，不是每个人都讨论过，或者很可能理解。
This paper candidly discusses both the positive and the negative aspects of an increasingly popular approach towards project management called integrated project development teams. The concept has been around for years and has gone by other names, most notably concurrent engineering, but at other times it is simply referred to as project teams. The use of teams has had wide acceptance in the US in both the private and government sectors. The attraction of the project teams concept is quite straightforward: the distinct possibility of shortening the cycle time necessary to take a new product idea from its creator to the ultimate consumer, while maintaining or improving the quality of the final design. Whereas managements often understand the general nature of employing project teams, not all firms are willing to make the necessary commitments to make them work successfully. There are also certain drawbacks in the use of teams which not everyone discusses, or quite possibly understands.