03_creating project plans to focus product development(1)

8/13/2019 03_Creating Project Plans to Focus Product Development(1)

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A Presentation on

Creating Project Plans toFocus Product Development

Group 3

Amrita kumariSamar Reyaz

Saquib Ahmad

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17thNovember, 2012 Under the guidance of Prof. Dr K Balakrishnan


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Introduction

NPD

Market position

Financial performance

Creating new Industry standards New niche market and

Renewing the organization

Lack Aggregateproject plan

PreQuipLarge scientific Industry company

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PreQuips Development Predicament

Overcommitted Resources

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Problems

Engineers were spending 50% of their time on non projectrelated work. ManufacturingProblems on previous products FieldsalesCustomer problems

QualityassuranceReliability problems PurchasingQualifying vendors Informationand updatemeetings Little time spend

Developing the right new products Experimenting the new technologies Addressing new markets

Spend too much time Dealing with shortterm pressures

Less time on Strategic mission of product development

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Aggregate Project Plan

Address Managing the set and mix of projects

Focus on how resources are allocated betweenprojects?

How the project setevolves over time?

Which new projects get added when?

What role each project should play in theoverall development effort?

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Contd..

Focus on adding critical resources and

Developing the skills of Individual contributors,project leaders and teams

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Creating a good Aggregate Plan

Define and map the different types ofdevelopment projects

Dimensions for classifying a project

The degree of change in the product

The degree of change in the manufacturingprocess

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Types of Development Projects

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Derived ProjectsRange

Cost reduced versions of existing products

Add ons or enhancements for an existing

production process

Ex: special edition car paint and iPod hard drivesize updates

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Development work on Derived Projects

Changes

Incremental product change New packaging, new feature, little or no

manufacturing change

Incremental process change Lower cost manufacturing process,Improved reliability, minor changes inmaterials used, little or no productchange

Incremental changes Both dimensions

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Breakthrough Projects

Highest risk and the highest reward category

Involve the new technology or significant

changes to existing projects

Incorporate new and innovative manufacturing

or servicing processes

Ex: fiber optic data transfer, hybrid cars

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Platform Projects

Next generation of products for the company

Create a new platformfor growth in the future

Offer significant improvements in cost, quality, and

performance Created to meet the needs of a core group of

customers

Provide a smooth migration path between

generations so neither the customer nor thedistribution channel is disrupted

Ex: Hondas 1990, Accord line, IBMs PS/2 , P&G

liquid Tide

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Research and Development

Creation of knowhow and knowwhy of newmaterials and technologies that eventuallytranslates into commercial development

Precursor to product and process development

High risk and possibility of high returns

Ex: 3D Television

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Alliances and Partnerships

Can pursue any type of the project R & D,Breakthrough, Platform or Derivative

Ex: Pepsi and Starbucks

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PreQuips Project Map

Product line consisted of four kinds of AnalyticInstruments Mass spectrometers Gas and liquid chromatographs

Data handling Processing equipment

Its customers included Scientific laboratories Chemical companies

Oil refineries Top of the line producer of Mass spectrometers Offered a series of high performance equipment

with all the latest features but at a significant pricepremium

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BeforeDevelopment process was Chaotic..

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Contd..

To provide additional focus, PreQuip separatedthe engineering resources into three categories

Basic R & D Projects

Existing products and customers Commercial product developments

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Projects Allocation

Platform Projects 50%

Derivative Projects 20%

Breakthrough Projects 10%

Partnership and Alliance 10%

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AfterDevelopment Process was Manageable

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Contd..

Projects Number

Platforms Projects 3

Breakthrough Projects 1

Derivative Projects 3Partnership & Alliance 1

Basic R & D 3

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Focus on the Platform

More mature the Industry, the more important itis to be focus on Platform Projects

But as the Industry develops and theopportunity for breakthrough productsdecreases

Breakthrough platform strategy ultimatelyleads to rapid increase in product lines and overcommitment of development resources

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Contd..

HillRom,a leading electric bed manufacturer

Developed two new platform products

The Centra

High priced product with built in electronic controls Includes communication capabilities

The Century

Simpler, less complex design

The products built of each platform sharedcommon parts and manufacturing processes

Provided the customer with number of add-on-

options

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Contd..

Sony Hypervariety strategy

Developed the walkman

It directs the bulk of its walkman development efforts atcreating derivatives, enhancements, hybrids and lineextensions

Offered something to tailored to every niche, distribution

channel and competitorsproduct In 1990, Sony dominated the personal Audio system

market with over 200 models on just three platforms

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PreQuip Steady Stream Sequencing

New mass spectrometer or C series Introduced into the development cycle in late 1989 C 101

First platform conceived as a system built around the

new Modular Design Versatile, modular unit for the laboratory Incorporated many of existing electronic mechanical

features into the new software

C 1/x First derivative of C 101 for the Industrial market Fewer software features than the C 101

C 1/z Unit, designed for European market

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Contd..

For smooth market transition from C101 to C201

Management assigned the remainder of the C101team to develop the C101x

C101x was positioned as an improvement over the C101

Implication Attract customers who were in themarket for a lowend mass spectrometer

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Contd..

Steady stream sequencing strategy

Worked to improve the companies overall marketposition

Encourage knowledge transfer

More rapid, resource development

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PreQuips Project sequence

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An alternative strategy

Secondary wave strategy Hill-Rom A development team works on a next-generation

platform The wave of derivative projects extends the platform

life and upgrades product offerings Provides experience and feedback to the people

working on the product line Prepares them for next generation platform

development Receive feedback from the market on the previous

platform

Cycle begins again

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Contd..

Secondary wave strategy Kodak

Conducted a series of advanced developmentprojects to explore alternative single use 35mm

cameras A roll of film packaged in an inexpensive camera

Once used the film is processed and

Camera is discarded or recycled

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Derivative projects

Stretch Panoramic, double-wide image version

Weekend Waterproof

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Summary

Define project types, as breakthrough, platform,derivative, R&D or partnered projects

Identify existing project and classify by project type

Estimate the average time and resources needed foreach project type based on past experience

Identify existing resource capacity

Determine the desired mix of projects

Estimate the number of projects that existingresources can support

Decide which specific projects to pursue

Work to improve development capabilities

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Conclusion

An aggregate plan is used to

Identify weaknesses in capabilities

Improve development processes

Incorporate new tools and technology into thedevelopment environment

Identify where companies need to make changes

How those changes are connected to product andprocess development

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Contd..

Creating an aggregate project plan

Gives direction and clarity to the overalldevelopment effort and

Helps lay the foundation for outstandingperformance

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