11.7 Summary

In this chapter, the organization of a project team has been presented in the context of a business unit that is designed to be product-centric. Facilitating the need for strong lines of communication to be built among engineers is insufficient in providing the needed motivation required to optimize the velocity at which a project can optimally proceed. A parallel organization is also presented as a way to address the personal humanistic needs of the engineering staff; this parallel organization is managed by individuals who have proven that they fit into and actively promote the corporate culture. Culture is essentially responsible for providing an atmosphere that promotes best-effort development and maintains employee morale at a healthy level. Culture, although modified and enhanced by many other personalities in the ranks of the senior executive, is determined by the entrepreneurial leader the president of the company responsible for promulgating his vision for the company. In doing so, he reveals his agenda for driving forward and building both company and product. A healthy, enlightened leadership will lead to a strong vibrant company culture, which in turn positively influences morale and motivation, this being the fuel that drives the development activity toward success.