Teams that develop new products are challenged to produce a high-quality, valuable solutions in as short a time as possible and within a tight budget. We all know that slippage in time-to-market; decreased functionality, or increased cost can have major negative consequences for the business, and may even determine the success or failure of a new product launch.
One major cause of such slippage is confusion within the team around roles and responsibilities. If nobody on the team knows who is empowered to make a certain decision, the decision can go unmade, wasting valuable time, or be made by the wrong person – the person who does not have the knowledge to make such decisions.
Many new product development (NPD) teams try to prevent this kind of “wheel spinning” by writing extensive Role Descriptions for each member of the team, attempting to make it clear who is “in charge” of each type of decision. Or they may use more generic corporate job descriptions for the same purpose. The problem is that most NPD projects are fluid and dynamic and problems may arise for which there is no clear owner. A common example occurs in deciding the feature set of a product or solution at its launch date. Who can decide? Is it the Project Manager? The Product Manager? The funding Business Leader? A major customer? Indecision in the feature set, or “creeping featurism” is one of the leading causes of project slippage and it’s almost always due to confusion about who can make the call.asd