1. Reinventing Project Management
Part 1 slides

2. The Increasing Share of Projects
Operations
Time
Industries,
Companies,
Society
1800s
Agricultural society
1900s
Industrial society
2000s
Information society

3. The motivation The assumption:
Different projects are managed in different ways.
The literature and the discipline assume:
“a project is a project is a project.”
There is no accepted framework
The need:
A framework to distinguish among projects
Practical guidelines on how to manage projects in different ways 4

4. The Questions How to Distinguish Among Projects – Dimensions?
How to Classify Projects on Each Dimension?
How to Manage Different Project Types?
Is There More than One Way?

5. What Impacts Project Type?
Environment
Project
UCP
NTCP
Product
Task
Technology
Complexity
Novelty
Pace

6. The UCP Model

7. Four Dimensions for Distinction Among Project Types
Novelty – How new is the product to customers and users
Derivative, Platform, Breakthrough
Technology – How much new technology is used
Low-tech, Medium-tech, High-tech, Super High-tech
Complexity – How complex is the system and its subsystems
Assembly, System, Array
Pace – How Critical is the Time frame
Regular, Fast/Competitive, Time-Critical, Blitz
Each Type Has a Unique Impact on Project Management

8. The Project Diamond - Assessing a Project’s Risk/Benefit and Selecting the Right Management Approach

9. Automatic Bag –Handling System Airport Construction Project
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Denver International Airport Project
Automatic Bag –Handling System
Airport Construction Project

10. Business & Direct Success
Impact on
Customer
Team
Business & Direct Success
Project Success
Meeting schedule
Meeting budget
Changes
Yield
Other efficiencies
Meeting requirements and specifications
Benefit to customer
Extent of use
Customer satisfaction & loyalty
Brand name recognition
Team satisfaction
Team morale
Skill development
Team member growth
Team members’ retention
No burnout
Sales
Profits
Market share
ROI, ROE
Cash flow
Service quality
Cycle-time
Organizational measures
Regulations approval
New technology
New market
New product line
New core competencies
New organizational capabilities
Preparing for Future
Specific Success Measures
Efficiency

11. Timeframes of Success Dimensions
Short Medium Long
Timeframe
Preparing for Future
Business & Direct Success
Impact on
Team
Customer
Efficiency
Success Dimensions
Project Success
Timeframes of Success Dimensions

12. Impact on Customer & Team Business & Direct success
Efficiency
Impact on Customer & Team
Business & Direct success
Preparing for Future
Uncertainty
Importance
Relative Importance of Success Dimensions is Project- Dependent
Low Medium High

13. The NTCP Framework Technology Novelty Complexity Pace Super-High Tech
Medium-Tech
Low-Tech
Novelty
Array System Assembly
Complexity
Derivative Platform Breakthrough
Regular
Fast/ Competitive
Time-Critical
Blitz
Pace
The NTCP Framework

14. The NTCP Diamond

15. Classical Project Phases Modified to an Adaptive Iterative Approach
Definition
Planning
Execution
Termination
Revise Definition
Revise Plans

16. From traditional to adaptive project management
Traditional project management
Approach
Getting business results, meeting multiple criteria
Getting the job done on time, on budget, and within requirements
Project goal
An organization and a process to achieve the expected goals and business results
A collection of activities that are executed as planned to meet the triple constraint
Project plan
Plan at outset and re-plan when needed
Plan once at project initiation
Planning
Flexible, changing, adaptive
Rigid, focused on initial plan
Managerial approach
Unpredictable, uncertain, nonlinear, complex
Predictable, certain, linear, simple
Project work
Affects the project throughout its execution
Minimal, detached after the project is launched
Environment effect
Identify changes in the environment, and adjust the plans accordingly
Identify deviations from plan, and put things back on track
Project control
Projects differ
All projects are the same
Distinction
Adaptive approach; one size does not fit all
One size fits all
Management style

17. Entire Adaptive Iterative Approach
Freeze Requirements
Freeze Design
Requirements
Planning
Specs
Design, Build,
Test
Complete
Revise Design
Revise Plans
Revise Requirements
Adaptive Approach
Traditional PM

18. Relative Importance of Success Dimensions - A Matter of Time
Efficiency
Impact on Customer & Team
Business & Direct success
Preparing for Future
Project Completion
Time
Importance
Relative Importance of Success Dimensions - A Matter of Time

19. Critical Success Factors
Generic Projects
Product Development Projects
Project Mission
Top Management Support
Project Planning
Project Control
Client Consultation
Skills
Personnel Management
Project Communication
Client Acceptance
Trouble Shooting
Clear and Early Product Definition
Defined Product Strategy
Early Top Management Involvement
High Quality Process
Adequate Resources
Integrated Planning
Empowered and Communicating Team
Voice of the Customer

20. The FCS Project Technology Novelty Complexity Pace
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Required style
Actual style
Dr = (Pl, HT, Sy, FC)
Da = (Pl, MT, As, FC)

21. The Impact of the NTCP Dimensions on Project Management
Pace
Novelty
Technology
Complexity
Later design freeze
More design cycles
Complex organization
Formality
Autonomy
Less market data
Later requirement freeze
The Impact of the NTCP Dimensions on Project Management

22. Benefits and risks of high NTCP levels
Potential risk
Expected benefit
Dimension
Having difficulty predicting exact market needs; missing sales targets; attracting competitors to copy your ideas
Exploiting new market opportunities; leapfrogging competition; gaining first mover advantage
Novelty
Experiencing technology failure; lacking needed skills
Improving performance and functionality
Technology
Having difficulty in coordinating and integrating
Bigger programs, bigger payoffs
Complexity
Missing deadlines; making haphazard mistakes
Gaining early market introduction, mounting quick response
Pace

23. The World Trade Center Project
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
D = (Pl, MT, Ar, FC)

24. Reinventing Project Management
Part 2 slides

25. The “Toy Story” Project
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
D = (Pl, HT, Sy, -)

26. Definitions and examples of project novelty
Level of project novelty
Developing a new version of a personal computer; upgrading a production line; streamlining organizational procedures
Extending or improving existing products or services
Derivative project
Building a new automobile generation; developing a new aircraft; creating a new generation of a cellular system
Developing and producing new generations of existing product lines or new types of services to existing markets and customers
Platform project
The first enterprise resource planning (ERP) package; the first photostatic copying machine (Xerox); the first Walkman; the Segway personal transportation system
Introducing a new concept, a new idea, or a new use of a product that customers have never seen before
Breakthrough project

27. The Segway Project Technology Novelty Complexity Pace
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Dr = (Br, HT, Sy, -)
Da = (Pl, HT, Sy, -)
Required style
Actual style

28. Product novelty and project success: Expectations
Level of project novelty
Success dimensions and possible failure
Breakthrough
Platform
Derivative
Efficiency is difficult to achieve and may not be critical (unless competitors work on the same idea); overruns likely
Time to market is important for competitive advantage
High efficiency is critical; no room for overruns
Efficiency
Outstanding improvements in customer’s life and work
Having high strategic impact on customers; retaining previous generation customers
Gaining additional customers and market segments
Impact on customer
Team members explore new fields and gain extensive experience in unknown markets
Team members gain technical and managerial experience in introducing new-generations.
Team members extend their experience in quick product modifications.
Impact on the team
Long-term, significant business success; may come later after initial products have been tested and refined
High strategic impact on the business; expectation of years of revenues and building of additional derivatives
Extends life of existing products; additional revenues and cash cow current products
Business and direct success
Creating new markets and establishing substantial leadership positions
Maintaining a strategic position in the market
Almost none
Preparation for the future

29. Impact of product novelty levels on project management
Level of product novelty
Managerial aspect
Breakthrough (Br)
Platform (Pl)
Derivative (De)
Unreliable market data; market needs unclear; no experience with similar products; customer base not defined
Extensive market research and careful analysis of previous generations, competitors, and market trends
Accurate market data exists from previous products and market research
Market data
Product definition based on intuition and trial and error; fast prototyping to obtain market feedback
Invest extensively in product definition, involve potential customers in process
Clear understanding of required cost, features, functionality, etc.
Product definition
Very late freeze of requirements, often after prototype feedback
Freeze requirements later, usually at mid–project
Early freeze of product requirements, usually before or immediately after project launch
Requirements freeze
Create customer attention through new and innovative marketing techniques; educate customers about potential of product; hidden customer needs; create industry standard
Create product image. Emphasize product advantages; differentiate from competitors
Emphasize product advantage in comparison to previous model; focus on existing as well as new customers
Marketing

30. Financial Middleware Software Project
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Required style
Actual style
Dr = (Pl, HT, Sy, -)
Da = (De, MT, Sy, -)

31. Automatic Bag –Handling System Airport Construction Project
Denver International Airport Project
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Automatic Bag –Handling System
Airport Construction Project

32. Project types based on levels of technological uncertainty
Level of technological uncertainty
Super-High-Tech
High-Tech
Medium-Tech
Low-Tech
Key project technologies do not exist at the time of project initiation
Uses many new, recently developed, existing technologies
Mostly existing technologies; limited new technology or a new feature
Uses only existing, well-established, and mature technologies
Definitions
New, unproven concepts beyond the technological state of the art (e.g., Apollo moon landing program)
New systems in a fast-moving industry (e.g., computers, military systems)
Derivatives or improvements of products; new models in established industries (e.g., appliances)
Construction, road building, utilities, build-to-print
Examples

33. Project characteristics and technological uncertainty levels
Level of technological uncertainty
Variable
Super-High-Tech
High-Tech
Medium-Tech
Low-Tech
Need to develop key technologies during project effort; intermediate small-scale prototype
Considerable development and testing; prototypes usually used
Limited development; some testing
No development; no testing
Development, testing, and prototypes
Typically three cycles after the final technologies have been selected; late design freeze
At least two or three cycles; design freeze usually at midpoint during second or third quarter
One to two cycles; early design freeze
Only one cycle; design freeze before start of project execution
Design cycles and design freeze
Extensive peer reviews by technical expert teams critical to success
Technical reviews with experts in addition to formal progress reviews
Formal progress and status reviews; some technical reviews
Formal progress and status reviews
Project reviews
Highly flexible style; living with continuous change; “looking for trouble”
More flexible style; many changes are expected
Less firm style; readiness to accept some changes
Firm style; sticking to the initial plan
Management style and attitude
Many communication channels; informal interaction
Frequent communication through multiple channels; informal interaction
More frequent communication; some informal interaction
Mostly formal communication; scheduled meetings
Communication and interaction
Project manager with exceptional technical skills; highly skilled professionals
Manager with good technical skills; many professionals on project team
Manager with some technical skills; considerable proportion of academicians
Manager with good administrative skills
Project manager and project team
25–50%
10–25%
5-10% 5%
Contingent resources

34. Possible Time Ranges for Design Freeze, Number of Design Cycles, and Risk Areas for Project Outcomes
D: n+3 D C B A
Project Scheduled
Completion
Project
Initiation
Resources
Time
Planned
Possible time
ranges for
design freeze
Risk area
Legend:
A- Low-Tech
B- Medium-Tech
C- High-Tech
D- Super High-Tech
B: 1-2 – Number of
design cycles
n – No. of cycles
required to choose
the final
technologies

35. Low- and medium-tech versus high- and super-high-tech projects
Project type
Managerial issue
High- and Super-High-Tech
Low- and Medium-Tech
Flexible, ready to accept many changes and tolerate long periods of uncertainty
Rigid, no-nonsense, “get it done” approach
Managerial style
Formal executive reviews plus technical peer reviews by experts
Formal, top management approval of major phase completion
Project reviews
Phase overlaps not recommended
Phase overlaps possible
Saving time by overlapping phases
Cost-plus; fixed-price is possible at a later stage of development
Fixed-price
Best contract type
Spiral development
Linear development
Development approach
Risk management, systems engineering, quality management
Lower cost, on time
Additional concerns

36. SR-71 Blackbird Project Technology Novelty Complexity Pace
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
D = (Pl, SHT, Sy, -)

37. Apollo Program Technology Novelty Complexity Pace
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
D = (Br, SHT, Ar, FC)

38. Space Shuttle

39. The Space Shuttle Program
1969 Initial proposal - to go to Mars in 1980s
Encountered low priorities,
Were asked to look for low-cost alternatives
1972 (August) Program approved; Shuttle only
Based on known technologies -“success oriented”
1972 (November) Design freeze-
configuration and technologies
1978 First flight scheduled
1981 Actual first flight - 60% budget overrun
1982 System declared operational
1986 Challenger accident
2003 Columbia accident

40. Space Shuttle Program Initial Uncertainties
First two-medium space vehicle
First reusable space vehicle
Liquid fuel engines and an external tank
Huge 75 Ton glider
5000 Miles glide from reentry to landing
First orbital flight with a live crew
No crew escape system

41. The Space Shuttle Program
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Required style
Actual style
Dr = (Br, SHT, Sy, Re)
Da = (Pl, HT, Sy, FC)

42. Space Shuttle Project Management Style
Actual Style Alternative Style
Success oriented Look for trouble
Off-the-shelf items Alternative technologies
Early configuration and Late freeze; Build a
design freeze small-scale prototype
Low flexibility High flexibility
Early operational Extended development
Limited communication Intensive communication
Type C Type D
High-Tech Super High-Tech

43. The Ford 2000 Project Technology Novelty Complexity Pace
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
D = (Pl, HT, Sy, -)

44. The three levels of project complexity
Examples of projects
Product complexity
Project complexity
Development of a PDA, Post-it notes, design of a single service
Material, component, subsystem, assembly
Assembly project
Missile development, new computer development, new automobile model, a single building construction, restructuring a production plant
System, platform of systems
System project
English Channel tunnel, national missile defense system, new neighborhood construction, nationwide cellular system
Array, system of systems
Array project

45. The Chunnel Project Technology Novelty Complexity Pace
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Required style
Actual style
Dr = (Pl, MT, Ar, -)
Da = (Pl, MT, Sy, -)

46. The Harmony Project Technology Novelty Complexity Pace
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
D = (Pl, HT, Sy, FC)

47. Mars Climate Orbiter Project
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Required style
Actual style
Dr = (Br, HT, Sy, TC)
Da = (Pl, MT, As, TC)

48. Four levels of pace Blitz Time-Critical Fast/Competitive Regular
Crisis projects; utmost urgency; project should be completed as soon as possible
Meeting time goal is critical for project success; any delay means project failure
Project completion on time is important for company’s competitive advantage and/or the organization’s leadership position
Time not critical to organizational success
Definitions
War; fast response to natural disasters; fast response to business-related surprises
Projects with a definite deadline or a window of opportunity; space launch restricted by a time window; Y2K
Business-related projects; new product introduction, new plant construction in response to market growth
Public works, some government initiatives, some internal projects
Examples

49. The Y2K Case Project Technology Novelty Complexity Pace
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Required style
Actual style
Dr = (Pl, MT, Sy, TC)
Da = (Pl, MT, Sy, Bl)

50. Reinventing Project Management
Part 3 slides

53. Risk and Benefit Assessment Matrix
Benefit and Opportunity
Risk or Difficulty
Low
High
Approve
Immediately
Reject Immediately
Further
Consideration
Risk and Benefit Assessment Matrix

54. Market Watch Project Technology Novelty Complexity Pace
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
D = (Br, MT, Sy, FC)

55. Innovation Categories and Project Types
Incremental
Market
Innovation
Technological
Radical
Modular
Architectural
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz

56. The Innovator’s Dilemma and Project Management
Manage by
Breakthrough
Projects
Sustaining progress
Manage by
Platform
Projects
Product Performance
High-end demand
Disruptive progress
Low-end demand
Time
The Innovator’s Dilemma and Project Management
Adopted from Clayton M. Christensen, the Innovator’s Dilemma, 1997 and modified by the authors

57. The Evolution of Project Types along the Product Life-cycle
Novelty Breakthrough Platform Derivative Derivative
Platform
Technology Medium to Medium Medium Medium to
Super-high-tech tech tech Low-tech
Goal Strategic Strategic Operational Operational
Adopted from Geoffrey A. Moore, Crossing the chasm, 1991 and modified by the authors

58. The Microwave Oven Patent Filed
Original Microwave Oven Patent by Doctor Percy L. Spencer, US Patent No , Filed Jan. 24, 1950

60. The first Microwave Oven

66. Characteristics of projects for various customers
Customer type
Characteristic
Government/Public (B2G)
Industrial/Business (B2B)
Consumer (B2C)
Hubble telescope, FCS, Army communication
AS/400, B777, ERP systems
MP3 player, PC, cars
Examples of products
Impact on public goals and needs
Impact on business
Impact on quality of life
Value to customer
Long-term relationship
Industry leadership, preferred provider
High volume, market share
Producer’s objective
High focus on performance
High focus on time and cost
High focus on time, cost, and quality
Project focus
Defined by or with customer
Continuous customer involvement
Defined by marketing; perceived customer needs, market research
Product definition
Defined by producer with customer
Defined by producer
Project scope: work, goals, deliverables
Contracted project, obligations to customer
Either external contract or internal commitment
No contract, internal commitment
Contractual obligations
Intense customer involvement; often customer representative on the team
Sometimes direct customer involvement
No direct involvement; focus groups or market trials
Customer involvement
Financed by customer according to contract
Internally financed, or contracted by customer
Internally financed
Financing
Competition for bids; focused on major decision makers
Industry image creation
Mass marketing, advertisement; brand management;
Marketing
Reliability focused on safety
Reliability may be traded off for timely delivery
High reliability required
Reliability
Training, documentation, on-call support
Service availability
Product support

67. Wire and Cable Coating Project
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Required style
Actual style
Dr = (Br, HT, Sy, Bl)
Da = (Br, HT, As, Bl)

73. Project Management - The Two + One Processes
Product Definition Process
Managerial Process
Technical Process
When are you shooting?

74. Classical Project Phases Modified to an Adaptive Iterative Approach
Definition
Planning
Execution
Termination
Revise Definition
Revise Plans

75. The Impact of the NTCP Dimensions on Project Management
Pace
Novelty
Technology
Complexity
Later design freeze
More design cycles
Complex organization
Formality
Autonomy
Less market data
Later requirement freeze

76. A Framework for Adaptation
Category
Project Types
PM Impact
Strategic Goal
Strategic, Operational
Customer
External, Internal
Combined
Business Objective
NPD, Product Improvement, Maintenance, Infrastructure, Research
NCTP
Novelty
Derivative, Platform, Breakthrough
Complexity
Assembly, System, Array
Technology
Low-tech, Medium-tech, High-tech, Super High-tech
Pace
Regular, Fast/Competitive, Time-Critical, Blitz

77. Technical Specs and Design Specifications and Design
Reducing Requirements and Design Uncertainty
Project Start
Levels Determined by
Novelty, Technology,
And Other Uncertainties
Uncertainty of
Technical Specs and Design
Ideal World
Real World
Requirements
Freeze
Specifications and Design
Uncertainty of Requirements

78. Entire Adaptive Iterative Approach
Freeze Requirements
Freeze Design
Requirements
Planning
Specs
Design, Build,
Test
Complete
Revise Design
Revise Plans
Revise Requirements
Adaptive Approach
Traditional PM

79. Iterative Process of Requirements and Design Freeze
Change Until Requirements Freeze
Specifications and Design Freeze
Product Requirements
Technical Specifications
Design, Build, Test
Product Prototype
Complete
final product
# of Design Cycles
# of Requirements Change Cycles
Market Research and/or Market Testing
Initial Market Data
Time
Adaptive
project management
Traditional
project management

80. Typical project activities across project phases
Details
Activity
Phase
Market/customer identification; Customer need
Market definition
Definition
Define the expected business objective
Business objective
Product description; Product requirements
Product definition
Statement of work (scope); duration; budget; PM and team
Project definition
Categorize a project based on strategic or operational, internal or external user, novelty, technology, complexity, pace
Identifying project type
Define management’s expectation on relevant success dimensions
Success and failure criteria
Decide how each project category will affect project organization, processes, plans, activities, and team
Impact of type on project management
Planning
Break scope into detailed work packages and activities
WBS
Project team structure
Organization
Major phases, gates, and milestones
Project process plan
Detailed network and timing of activities
Schedule
Detailed cost of project based on WBS items
Budget
Risk identification and mitigation plan based on project type
Risk management
Timing and duration of integration activities
Integration plan
Subcontracting and vendor management plan
Procurement
Reporting structure and meeting schedule
Communication
Team development and training; Team motivation
Human resources
Initial technical specifications; product design and testing plan
Product creation plan

81. Typical project activities across project phases (cont.)
Details
Activity
Phase
Refine product requirements
Freeze product requirements
Product requirements
Execution
Product design
Prototype building and testing
Additional design cycles (redesign, rebuild, retest)
Freeze product design
Product building and testing
Product building
Progress and status of budget, time, and activities performed
Project monitoring
Update plans and make changes
Project replanning
Training materials and means
Customer preparedness
Termination
Product introduction plan
Commercialization
Project summary report
Next generation planning
Project wrap-up

82. Risk Assessment

83. The “Rolling Wave” Planning Concept
Master plan – Entire project
Detailed work plans – Weeks
Medium detail plans – 4 to 6 Months
Time
The “Rolling Wave” Planning Concept

84. Outsourcing Work Packages

85. Possible Outsourcing Regions