Document Type

Closed Project

Publication Date

Fall 1995


Dundar Kocaoglu

Course Number

EMGT 506


This paper captures the applied project management skills of a Theory Z company. The Theory Z company reviewed was Intel. It was observed that Intel's applied project management skills differ from classical project management skills in that Intel has reduced emphasis on scheduling and defined documented work scope. Instead, Intel emphasizes participatory organizations in which membership changes throughout the project cycle. These participatory organizations define the work scope and the project schedule interrelationships to meet the project requirements concurrently with project implementation. The result is "Just in time" knowledge-based decisions redirecting the outcome of the project to meet the most recent market forecast.

Intel maintains project control by using role sets to link together a social network of dependencies. The social network is supported by a work practice called "Break through system" which governs the interrelationship of the project team members. Break through system is based on the principle that project expectations are the fundamental communication that maintains project direction across work groups; that continuous feedback prevents conflicts and allows for timely resource allocation/reallocation to meet changing project requirements.


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