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2008-11-11  2008 Robert Grupe. All rights reserved. Red 7 Management Solutions Accelerating Innovation Overview and discussion of NPD and project management.

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Presentation on theme: "2008-11-11  2008 Robert Grupe. All rights reserved. Red 7 Management Solutions Accelerating Innovation Overview and discussion of NPD and project management."— Presentation transcript:

1  2008 Robert Grupe. All rights reserved. Red 7 Management Solutions Accelerating Innovation Overview and discussion of NPD and project management life cycle models Robert Grupe

2 Introduction An overview and discussion of integrated new product development and project life cycle models for best practice approaches to successful innovation and accelerated time to market.  2008 Robert Grupe. All rights reserved.

3 Agenda Clarification of PM Terminology Strategically Focused PM NPD vs. Project Management Models Waterfall Models Iterative Models Agile Approaches Discussion Roundup  2008 Robert Grupe. All rights reserved.

4 Clarification of Terminology Product Management Project Management Program Management  2008 Robert Grupe. All rights reserved.

5 Terminology: Product Management Planning and marketing of a product or products at all stages of the product lifecycle. Product planning (in-bound marketing) [Product Manager (PM)] Defining new products Gathering market requirements (VoC) Building product roadmaps Product Life Cycle considerations Stages: introduction, growth, mature, saturation/decline Competitive differentiation Product marketing (outbound marketing) [Product Marketing Manager (PMM)] Product positioning and outbound messaging Promotion: press, customers, and partners Packaging and delivery Competition messaging monitoring  2008 Robert Grupe. All rights reserved.

6 Terminology: Project Management Project Planning [Project Manager (PjM)] Achieve all of the goals of the project charter while adhering to Project constraints: scope, time, cost and quality. Project management life cycle 5 Process Groups: Project Initiation, Project Planning, Project Execution, Project monitoring and control, and Project closeout. 9 Knowledge Areas: integration management, scope management, time management, cost management, quality management, human resource management, communications management,risk management and procurement management.  2008 Robert Grupe. All rights reserved.

7 Terminology: Program Management [& Product Portfolio Management] Layer above project management focusing on selecting the best group of programs [and products,] defining them in terms of their constituent projects and providing an infrastructure where projects can be run successfully Governance: The structure, process, and procedure to control operations and changes to performance objectives. Standards: Define the performance architecture. Alignment: The program must support higher level vision, goals and objectives. Assurance: Verify and validate the program, ensuring adherence to standards and alignment with the vision. Management: Ensure there are regular reviews, there is accountability, and that management of projects, stakeholders and suppliers is in place. Integration: Optimize performance across the program value chain, functionally and technically. Finances: Tracking of finances is an important part of Program management and basic costs together with wider costs of administering the program are all tracked. Infrastructure: Allocation of resources influences the cost and success of the program. Infrastructure might cover offices, version control, and IT. Planning: Develop the plan bringing together the information on projects, resources, timescales, monitoring and control.[1] Improvement: Continuously assess performance; research and develop new capabilities; and systemically apply learning and knowledge to the program.  2008 Robert Grupe. All rights reserved.

8 Why is this important? Without clearly defined and integrated product, marketing, and project management, innovation will be haphazard, chaotic, and un-scaleable with complexity and growth. You can’t improve or accelerate what you can’t understand or control. Putting random people on a galley ship won’t ensure you will get where you want to go or make it go faster.  2008 Robert Grupe. All rights reserved.

9 Forrester Research: Most PM’s not being used effectively Distracting challenges  2008 Robert Grupe. All rights reserved.

10 Forrester Recommendation: PM for Strategic Advantage Focused on inbound tasks PM decision-making power Roadmap, release contents, release acceptance Report to CEO/GM  2008 Robert Grupe. All rights reserved.

11 New Product Development (NPD) & Project Life Cycle Models  2008 Robert Grupe. All rights reserved.

12 Code & Fix (AKA Cowboy Coding)  2008 Robert Grupe. All rights reserved.

13 Traditional NPD Process Stage-Gate Process Gate 2 Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Gate 3 Gate 4 Gate 5 DiscoveryScoping Business Case Development Test / Validation LaunchReview Idea Screen Second Screen Go To Dev Gate 1 Go To Test Go To Launch  2008 Robert Grupe. All rights reserved.

14 Traditional Project Management Waterfall Model  2008 Robert Grupe. All rights reserved.

15 Waterfall with Risk Reduction  2008 Robert Grupe. All rights reserved.

16 Waterfall with Subprojects  2008 Robert Grupe. All rights reserved.

17 Waterfall with Overlapping Phases (Sashimi)  2008 Robert Grupe. All rights reserved.

18 Design-to-Schedule  2008 Robert Grupe. All rights reserved.

19 Design-to-Tools  2008 Robert Grupe. All rights reserved.

20 Iterative Project Management Models  2008 Robert Grupe. All rights reserved.

21 Spiral (Boehm)  2008 Robert Grupe. All rights reserved.

22 Evolutionary Prototyping  2008 Robert Grupe. All rights reserved.

23 Staged Delivery (AKA Incremental Implementation)  2008 Robert Grupe. All rights reserved.

24 Evolutionary Delivery  2008 Robert Grupe. All rights reserved.

25 Agile Project Management “There is nothing new under the sun but there are lots of old things we don't know.” Ambrose Bierce  2008 Robert Grupe. All rights reserved.

26 Agile Principles (2001) Customer satisfaction by rapid, continuous delivery of useful software Working software is delivered frequently (weeks rather than months) Working software is the principal measure of progress Even late changes in requirements are welcomed Close, daily cooperation between business people and developers Face-to-face conversation is the best form of communication (Co-location) Projects are built around motivated individuals, who should be trusted Continuous attention to technical excellence and good design Simplicity Self-organizing teams Regular adaptation to changing circumstances  2008 Robert Grupe. All rights reserved.

27 Agile Characteristics Time periods in weeks rather than months time period as a strict timebox. Work is performed in a highly collaborative manner. If the sponsors of the project are concerned about completing certain goals with a defined timeline or budget, agile may not be appropriate.  2008 Robert Grupe. All rights reserved.

28 Agile Methodologies (Partial) Agile Unified Process (AUP) Simplified IBM Rational Unified Process (RUP) Extreme programming (XP) Feature Driven Development (FDD) Scrum “Pig” Roles Product owner (VOC - Product Manager) ScrumMaster (Project Manager) Team (Developers) “Chicken” Roles Users Stakeholders (customers, vendors) Managers  2008 Robert Grupe. All rights reserved.

29 Adaptive (Agile) vs Predictive (Plan-driven) Adaptive Low criticality Senior developers Requirements change very often Small number of developers Culture that thrives on chaos Predictive High criticality Junior developers Requirements don't change too often Large number of developers Culture that demands order Strengths of each:  2008 Robert Grupe. All rights reserved.

30 Model Selection Criteria How well do my customer and we understand the requirements at the beginning of the project? Is our understanding likely to change significantly as we move through the project? How well do we understand the system architecture? Are we likely to need to make major architectural changes midway through the project? How much reliable do we need? How much do we need to plan ahead and design ahead during this project for future versions? How much risk does the project entail? Are we constrained by a predefined schedule? Do we need to be able to make midcourse corrections? Do we need to provide customers with visible progress throughout the project? Do we need to provide management with visible progress throughout the project? How much sophistication do we need to use this lifecycle model successfully?  2008 Robert Grupe. All rights reserved.

31 Project Management Models: Strengths and Weaknesses  2008 Robert Grupe. All rights reserved.

32 Accelerating the NPD Life Cycle Model Retirement IdeaisationScopingDevelopmentTestingLaunchPlanningMaintenance Go:No-Go EOL Project Lifecycle Framework  2008 Robert Grupe. All rights reserved.

33 Discussion  2008 Robert Grupe. All rights reserved.

34 Take Away Recommendations “For which of you, desiring to build a tower, doesn't first sit down and count the cost, to see if he has enough to complete it?” Jesus  2008 Robert Grupe. All rights reserved.

35 Take Aways for Accelerating Innovation Ready-Aim-Fire Haste makes waste (penny wise, pound foolish) Choosing the wrong models will result in unfulfilled expectations and delays  2008 Robert Grupe. All rights reserved.

36 Take Aways for Accelerating Innovation: Ready Recognizing the difference between product management, marketing, and project management Having a well defined NPD process Not standardizing on only one project model Having a positive teamwork environment, inspirational leadership, focused vision, and necessary skills

37 Take Aways for Accelerating Innovation: Aim Ensuring up-front homework done first Ensuring the resources(staff) & time to do it right Verifying available resource costs (people and time) Selecting the most appropriate project model Taking the time to do the planning right

38 Take Aways for Accelerating Innovation: Fire Being flexible within parameters Regular review of processes and methods Regular, frequent review of new ideas and market information

39 Fini Robert Grupe Further reading Forrester “Making Product Management A Strategic Resource” Winning at New Products, Robert G Cooper Rapid Development, Steve McConnell PDMA Visions magazine, Jun & Sept 2008  2008 Robert Grupe. All rights reserved.


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