Managing and Motivating Technical Professionals Term Paper by Nicky

Managing and Motivating Technical Professionals
A look at the use of team concepts to coordinate the launch of a new Web-based system.
# 149622 | 766 words | 7 sources | APA | 2011 | US


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Description:

This paper focuses on the launch of a new Web-based enterprise-wide channel management system that relies on the expertise of Web application developers, software testing teams and integration experts. The paper explores how to create collaboration amongst technical teams, where there are different opinions as to how the system should be integrated together, launched, sold and serviced. The paper finds that giving technical professionals ownership is invaluable as a strategy for attaining high levels of collaboration.

Outline:
Introduction
Creating Collaboration in Technical Teams
Conclusion

From the Paper:

"In discussing how this transition to marketing often created conflicts with the software engineers and quality assurance managers as marketing many times would seek to overstate scalability (how many users the system could support) or stretch the functionality in response to competitors, I recommended that for the firs time, allow engineers to be part of the marketing launch teams. Technology companies including Microsoft (Voss, 1993) and HP, which is renowned for the practice (Jain, 2008), have successfully been able to create shared ownership of product introductions using this strategy. By integrating our development teams with marketing, our engineers for the first time were able to have ownership of the software they had worked in some cases years on all the way to the product launch. Giving them the opportunity to participate in the product launch decisions from a marketing standpoint also highlighted an embarrassing point for marketing, and that was engineering often understood the competition and its true functionality better than anyone in marketing. The reason is that the engineers had taken great pride in working on their product features they were responsible for to make them the best in the industry, and it was clear some had taken great pains to make a statement in their work. Creating shared ownership of product outcomes strengthens morale of technical professionals and infuses an entire development team with more accountability (Voss, 1993) and willingness to internalize a strong commitment to the success of the product (Kochanski, Ledford, 2001)."

Sample of Sources Used:

  • David Baccarini, Geoff Salm, & Peter E D Love. (2004). Management of risks in information technology projects. Industrial Management + Data Systems, 104(3/4), 286-295.
  • Jain, S.. (2008). DECISION SCIENCES: A Story of Excellence at Hewlett-Packard. OR-MS Today, 35(2), 20
  • James Kochanski & Gerald Ledford. (2001). "How to keep me"--retaining technical professionals. Research Technology Management, 44(3), 31-38.
  • Li, Y., & Zhu, K.. (2009). Information acquisition in new product introduction. European Journal of Operational Research, 198(2), 618.
  • Long, S., & Spurlock, D.. (2008). Motivation and Stakeholder Acceptance in Technology-driven Change Management: Implications for the Engineering Manager. Engineering Management Journal, 20(2), 30-36.

Cite this Term Paper:

APA Format

Managing and Motivating Technical Professionals (2011, December 26) Retrieved August 08, 2022, from https://www.academon.com/term-paper/managing-and-motivating-technical-professionals-149622/

MLA Format

"Managing and Motivating Technical Professionals" 26 December 2011. Web. 08 August. 2022. <https://www.academon.com/term-paper/managing-and-motivating-technical-professionals-149622/>

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