RESON: MAKING DEVELOPMENT TEAMS ACCOUNTABLE FOR SHORT PROJECT CYCLES: Case Study
January 30, 2015
Company Background 2
Company’s Structure and Strategies 3
Specific Problems 3
RESON’s shared philosophy 4
Reson: All focus on time ...view middle of the document...
RESON’s multibeam sonar systems range from portable high-resolution shallow water systems used on autonomous underwater vehicles to full ocean depth vessel mounted oceanographic systems. Michael Brock, chairman of RESON. “We are very pleased with RESON’s success and believe that Teledyne will be a good owner for the business and will continue to deliver value to customers and partners, building on RESON’s strong brand and market position.”
“RESON ideally complements both our marine instrumentation and digital imaging businesses, and will represent our third acquisition in the last twelve months focused on three dimensional imaging, the company pleased and excited to be joining Teledyne and to continue to develop our position in multibeam sonar solutions, and to become part of a leading group of marine instrumentation companies.”
RESON is a market leader in underwater acoustic sensors, state-of-the-art multibeam sonar systems, transducers, hydrophones and software. RESON is industrial standard in areas for marine research and offshore operations, as well as within defense & security applications. The company headquarters is in Denmark, with subsidiaries in the United Kingdom, the United States, the Netherlands and Singapore.
Company’s Structure and Strategy
The company believes in creating a motivated culture to bring everyone in the department open communication and show their talent which can benefit to company goals in high performance for the development project. In project management, most of the project do not finish on time and on budget so they cannot provide what they promise then the project manager have plan ahead for time and budget it called “safety time” but in actual project their fail to manage it, So these are two methods that Reson do the project, first is use only few resource at the beginning and then increase very large about of resource in the end of the project to catch the final schedule. Second, it is alternative by use the reason amount of the resource in the starting period and still has the safety just in case things do not go along so they can adjust the resource later on without risk and delay. Overall, over budget is less important than project behind schedule.
the company had unrealized potential, they have to think it over about the management development of new product and they have to reduce the new product development from three years to three months, because three years for the project development on the technology is take too long, and it is difficult to tell the exact day that project is going to finish. They want to gain new major customer by create the new innovation to get attention from new customer and make it quick and effectively with technology that they had then they rethink and change the application quick by R&D department to approve the new product development. In order to reduce the schedule down that probably create the think of what behaviors...