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ASSIGNMENT 1

Case Analysis # 1

Teradyne Corporation: The Jaguar Project

Stephen Byrne

10/13/2013

Prepared for Clifford White, MSTM 6034 – Project Management

Brief Overview of the Situation:
Teradyne Corporation is the world’s largest supplier of equipment used in semiconductor testing with 2004 net sales reaching 1.79 billion dollars (Gino & Piaano, 2006). As the semiconductor market has changed during the 1990’s through to the early 2000’s, the specific requirements for this type of test equipment has changed. The market is looking for test equipment to be able to perform multi-type device testing. Teradyne’s competitors had started developing this equipment as a response to these demands. In 2001, Teradyne management decided to respond in kind with the launch of a project named Jaguar which was headed by Jack O’Brien. The goal of Jaguar was to develop a new flexible test platform that could adapt to different customer demands. In an attempt to bring control and metrics to this project, Mr. O’Brien decided to introduce a mix of project management tools to Jaguar. O’Brien used a work breakdown structure to define the project scope, three point estimation in an attempt to forecast realistic schedule dates, critical path analysis to identify potential bottlenecks, and earned value analysis to provide project metrics. Since this project had both hardware and software elements, there were varying degrees of success in the management of the overall project. It is noted in the case study presentation that the hardware side of the project remained in control and met key project milestones, while the software development side continually missed deadlines and had noted issues in reporting accurate progress. A significant challenge at the beginning of the project was the fact that Teradyne’s east and west coast engineering divisions had each started

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