11march04 product development cycle and project management process the product development cycle in...

11MARCH0411MARCH04 Product Development Cycle and ProjectProduct Development Cycle and Project Management Process Management Process

The Product Development The Product Development Cycle in Today’s ManufacturingCycle in Today’s Manufacturing

OVERVIEW1. Explain the product development cycle 2. Define project management processes3. Relate #1 and #24. Discuss the tasks behind each process5. Suggest simple communication tools

Bob CarsonMarch 11, 2004

11MARCH04 2Product Development Cycle and Project Management Process

Expected OutcomesExpected Outcomes

Individuals will understand:Individuals will understand: product development in today’s product development in today’s

industry industry processes of project managementprocesses of project management value of simple communicationvalue of simple communication

Individuals will recognize the value Individuals will recognize the value of effective project management of effective project management skills in today’s product skills in today’s product development cycledevelopment cycle

11MARCH0411MARCH04 Product Development Cycle and Product Development Cycle and Project Management ProcessProject Management Process

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Common DefinitionsCommon Definitions

Product Development CycleProduct Development Cycle: the period of : the period of time needed to complete the set of events time needed to complete the set of events that develops an idea into a quality productthat develops an idea into a quality product

ProcessProcess: the ordered set of events required : the ordered set of events required to achieve a quality result to achieve a quality result andand ensure ensure robust, repeatable resultsrobust, repeatable results

ProjectProject: the organization of the team’s : the organization of the team’s commitment to deliver a productcommitment to deliver a product

Project ManagementProject Management: the control of team : the control of team behaviors across the Product Development behaviors across the Product Development CycleCycle

11MARCH04 Product Development Cycle and Project Management Process

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Motivation

• Engineers should learn about today’s development practices

• An engineer’s skill set should parallel industry’s expectations

• Efficient individuals develop effective project management skills


Phases of the Product Phases of the Product Development CycleDevelopment Cycle

Phase 0 - Generate IdeaPhase 0 - Generate Idea Phase 1 - PlanPhase 1 - Plan Phase 2 - DevelopPhase 2 - Develop Phase 3 - ValidatePhase 3 - Validate Phase 4 - QualifyPhase 4 - Qualify Phase 5 - ProducePhase 5 - Produce


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Product Development Product Development PhasesPhases

PhasePhase 00

Sell Sell IdeasIdeas

11

PlanPlan22

DevelopDevelop33

ValidatValidatee

44

QualifyQualify55

ProducProducee

GoalGoal Generate Generate many many ideasideas

Develop Develop PlanPlan

Advance Advance idea to idea to productproduct

Proof Proof of of specsspecs

Proof of Proof of build build

Robust Robust procesprocesss

ProcesProcesss

Develop Develop Ideas Ideas into into ProposalProposal

Plan the Plan the work for work for the the TeamTeam

Engineer Engineer FunctionaFunctional Models l Models

Test Test Proto Proto unitsunits

Build & Build & Test Test Pilot Pilot unitsunits

ReleasRelease e ProducProduct to t to SellSell

Main Main ArtifacArtifac

tt

Initial Initial Project Project SummarSummaryy

Gantt Gantt ChartChart

Working Working Modules Modules & & PrototypePrototypess

Solid Solid SystemSystem

ProtoProto

Working Working ProductProduct

Quality Quality ProducProductt

OwnerOwner Project Project ChampioChampionn

Core Core Team Team

Extended or Core Team MemberExtended or Core Team Member


Project Management Project Management Process StepsProcess Steps

1.1. Present an ideaPresent an idea

2.2. Plan the workPlan the work

3.3. Work the planWork the plan

4.4. Learn from experiencesLearn from experiences


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Process–Phase RelationshipProcess–Phase Relationship

ProjecProject t Mgmt Mgmt ProcesProcess s StepsSteps

Phase 0 Phase 0 IdeasIdeas

Phase 1 Phase 1 PlanPlan

Phase Phase 2 2 DeveloDevelopp

Phase 3 Phase 3 ValidatValidatee

Phase Phase 4 4 QualifQualifyy

Phase Phase 5 5 ProducProducee

11 DeveloDevelop Ideasp Ideas

22 Plan Plan the the workwork

33 Work the PlanWork the Plan

44 Learn from positive and negative eventsLearn from positive and negative events


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Process Step 1. Present an Process Step 1. Present an Idea Idea Phase 0Phase 0

• Collect ideasCollect ideas

• Consider customersConsider customers

• Know stakeholdersKnow stakeholders

• Write proposal (Initial Project Write proposal (Initial Project Summary)Summary)

QUICK

STEP 1STEP 1 Product Development Cycle and Product Development Cycle and Project Management ProcessProject Management Process

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Ideas come from Many Ideas come from Many SourcesSources

• Customer wantsCustomer wants• Customer needsCustomer needs• Competitor productsCompetitor products• Competitor plansCompetitor plans• Marketing/sales logsMarketing/sales logs• Organizational strategiesOrganizational strategies• Society attitudes and opinionsSociety attitudes and opinions


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Consider All CustomersConsider All Customers

• External customers buy products that External customers buy products that provide the lifeblood for the organizationprovide the lifeblood for the organization

• Internal customers have objectives linked Internal customers have objectives linked to products that meet organizational goalsto products that meet organizational goals

• Business partners help develop products to Business partners help develop products to further everyone’s organizational goalsfurther everyone’s organizational goals

• Carefully consider each customer needCarefully consider each customer need


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Know all Stakeholder Know all Stakeholder AgendasAgendas• Understand all external customer plansUnderstand all external customer plans

• Check alignment of the idea with the Check alignment of the idea with the current organizational strategiescurrent organizational strategies

• Solicit input from all internal customers Solicit input from all internal customers and provide continuous feedbackand provide continuous feedback

• Uncover any hidden agendas through Uncover any hidden agendas through open conversations and discussionsopen conversations and discussions


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Develop the Initial Project Develop the Initial Project Summary (IPS)Summary (IPS)

GoalGoal Product RoadmapProduct Roadmap Key Selling PointsKey Selling Points Key CustomersKey Customers Proposed TeamProposed Team Business CaseBusiness Case Recommendation to decision-makersRecommendation to decision-makers

Quick

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Process Step 2. Plan the work Process Step 2. Plan the work Phase 1Phase 1

Incorporate new organizational input Incorporate new organizational input Select the teamSelect the teamIdentify tasksIdentify tasksLink deliverables to milestonesLink deliverables to milestonesAnticipate showstoppersAnticipate showstoppersDefine tradeoffsDefine tradeoffsFreeze the planFreeze the plan

STEP 2STEP 2 Product Development Cycle and ProjectProduct Development Cycle and Project Management Process Management Process

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Consider new inputConsider new input

Decision-makers typically set direction for Decision-makers typically set direction for the project at the Phase 0 exit review the project at the Phase 0 exit review (quality, performance, schedule and cost)(quality, performance, schedule and cost)

Meld those inputs into the IPS as you Meld those inputs into the IPS as you develop the project plandevelop the project plan

Oversight or ignoring organizational Oversight or ignoring organizational direction can be costly down the roaddirection can be costly down the road


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Select the teamsSelect the teams

The core team may The core team may include 8 membersinclude 8 members

The extended team The extended team contains as many contains as many members as needed members as needed to complete the work to complete the work – BUT time, humans – BUT time, humans and money are never and money are never infinite resources infinite resources

CORE TEAMCORE TEAM– ResearchResearch– QualityQuality– HardwareHardware– SoftwareSoftware– MechanicalMechanical– ManufacturingManufacturing– Marketing/SalesMarketing/Sales– FinanceFinance


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Identify the tasksIdentify the tasks

Break down the work into tasks for each Break down the work into tasks for each project phaseproject phase

Assign ownersAssign owners

Assign proposed due datesAssign proposed due dates

Set milestones and review datesSet milestones and review dates

Iterate to a potential planIterate to a potential plan


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Link deliverablesLink deliverables

Match deliverables to milestones by phase. Match deliverables to milestones by phase. Plan for deliverables that are not tied to key Plan for deliverables that are not tied to key milestones. What are some examples of key milestones. What are some examples of key deliverables?deliverables?– New parts or componentsNew parts or components– Module prototypesModule prototypes– System prototypesSystem prototypes– Marketing collateralMarketing collateral– New test equipment and rework systemsNew test equipment and rework systems– New manufacturing equipment or machinesNew manufacturing equipment or machines


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Define tradeoffsDefine tradeoffs

Showstoppers need defined before Showstoppers need defined before finalizing the planfinalizing the plan

Establish tradeoffs to give the team clear Establish tradeoffs to give the team clear direction should known risks developdirection should known risks develop

This task avoids wasted time later in the This task avoids wasted time later in the project. It shows the decision-makers a project. It shows the decision-makers a team’s due diligence to project successteam’s due diligence to project success


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Freeze the planFreeze the plan

Establish reporting structureEstablish reporting structure

Define project metrics - QPSCDefine project metrics - QPSC

Set firm valuesSet firm values– Phase SchedulesPhase Schedules– CostCost– Qualification dateQualification date– Production dateProduction date

Recommend a final plan for approvalRecommend a final plan for approval

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Process Step 3. Work the Process Step 3. Work the plan plan Phases2-5Phases2-5

• The team must report on progress and The team must report on progress and address any issues as the project address any issues as the project unfolds. The concepts for unfolds. The concepts for Work the Work the PlanPlan include: include:– Commit and deliver to planCommit and deliver to plan– Monitor and report metrics with dataMonitor and report metrics with data– Discuss obstacles and engage stakeholdersDiscuss obstacles and engage stakeholders– Communicate changeCommunicate change– Recommit and deliver to changeRecommit and deliver to change

STEP 3 Product Development Cycle and Project Management Process

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Commit and DeliverCommit and Deliver

• ““Can do” attitudes ensure project Can do” attitudes ensure project successsuccess

• Cohesive teams produce a synergyCohesive teams produce a synergy


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Report routinelyReport routinely

• Report project progress using dataReport project progress using data• Communicate project status to all Communicate project status to all

decision-makers and stakeholders decision-makers and stakeholders with Quality, Performance, Cost and with Quality, Performance, Cost and Schedule metrics Schedule metrics

• Suggest recommendations when Suggest recommendations when negative data identifies a need for negative data identifies a need for change. Never report a problem change. Never report a problem without a recommended solutionwithout a recommended solution

WEEKLY STATUS REPORT

Product Development Cycle and Project Management Process

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Date: 11MAR04 Status Report: 04-123 Project Manager: Carson

GREEN RED Quality Performance

Schedule Cost

Year-to-Date Project Figures

Project Start Date:10DEC04Current Phase: ValidationOriginal End Date: 2APR04Current End Date: 27APR04 5MAY04

Project Budget: $_____

% Under Budget _____

Expected $$ Overrun ___

% Over Budget _____

Upcoming Activities UACT 1UACT 2UACT n

Start Date

Completed ActivitiesCACT 1CACT 2CACT n

Completion Date

Team Member Summary of current week’s activities Due Date Status

Andersen Finalized the test fixtures for Proto3A

Modified the test code for UL testing platform

20MAR04

24MAR04GreenGreen

Zeller Modified test fixtures for Proto4A

Build self locking fixturing for Mfg Qualification tests

15MAR04

10MAR04GreenRED

Issue Summary Action Owner Due Date

Schedule Beryllium Copper late in arriving – due 12MAR Will work OT on 13-14MAR HILL 15MAR

Comments: Low risk item: Mfg Engr has high confidence that Production tests will still meet schedule


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Discuss obstacles with Discuss obstacles with stakeholdersstakeholders

• Discuss the effects of any obstacle with Discuss the effects of any obstacle with every stakeholder and ensure every stakeholder and ensure understandingunderstanding

• Engage all stakeholders to meet each Engage all stakeholders to meet each one’s needs. Over-communicate to one’s needs. Over-communicate to ensure concurrence with change plansensure concurrence with change plans

• Submit recommendations to decision-Submit recommendations to decision-makers and stakeholders. Welcome makers and stakeholders. Welcome comments and feedback on any change comments and feedback on any change plansplans

HYPOTHETICAL Product Development Cycle and Project Management Process

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Cost of ChangesCost of Changes

$500 $5,000$50,000

$250,000

$500,000

$1,000,000

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

1,000,000

Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Cost


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Communicate changeCommunicate change

Never surprise anyoneNever surprise anyone• Over-communicate when change Over-communicate when change

happens happens • Ensure all decision-makers and Ensure all decision-makers and

stakeholders agree with any new stakeholders agree with any new tasks or plan changestasks or plan changes


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Recommit and DeliverRecommit and Deliver

• Change plans get the scrutiny of manyChange plans get the scrutiny of many

• Recognize there may be lots of emotion Recognize there may be lots of emotion around any change in plans. It’s the around any change in plans. It’s the team’s responsibility to plan accordingly team’s responsibility to plan accordingly

• Emphasize commitment and delivery to Emphasize commitment and delivery to the change plan. It may be more the change plan. It may be more important than achieving the original important than achieving the original plan.plan.

11MARCH0411MARCH04 Product Development Cycle and PrProduct Development Cycle and Project Management Processoject Management Process

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Process Step 4. Learn from experience Process Step 4. Learn from experience Phases 0-5Phases 0-5

Professionals use well-documented Professionals use well-documented events to reinforce good behaviors events to reinforce good behaviors and discourage bad ones.and discourage bad ones.

Continuous improvement discipline Continuous improvement discipline demands everyone to learn from past demands everyone to learn from past experiences – shed the bad and experiences – shed the bad and share the good.share the good.

STEP 4STEP 4 Product Development Cycle and PrProduct Development Cycle and Project Management Processoject Management Process

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Learn from experienceLearn from experience

Document eventsDocument events Train the positiveTrain the positive Toss the negativeToss the negative Teach your worldTeach your world


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Document eventsDocument events

Every project experiences both Every project experiences both positive and negative eventspositive and negative events

Record all events using accurate dataRecord all events using accurate data


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Toss the negativeToss the negative

Every event during a project is an Every event during a project is an opportunity for improvement.opportunity for improvement.

EliminateEliminate these events from practice these events from practice by modifying processes and work by modifying processes and work instructions to instructions to prevent recurrenceprevent recurrence..

Live the NMI disciplineLive the NMI discipline


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NMI DisciplineNMI Discipline NameItNameIt: If a process is not defined : If a process is not defined

the you do NOT know what to dothe you do NOT know what to do

MeasureItMeasureIt: You cannot measure a : You cannot measure a process unless you have defined itprocess unless you have defined it

ImproveItImproveIt: A process cannot be : A process cannot be improved unless you can measure itimproved unless you can measure it


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Train the positiveTrain the positive Every event during a project is an Every event during a project is an

opportunity for improvement.opportunity for improvement.

IncorporateIncorporate these events into practice these events into practice by modifying processes and work by modifying processes and work instructions to instructions to ensure recurrence.ensure recurrence.

Live the NMI disciplineLive the NMI discipline


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Teach your organizationTeach your organization

Both positive and negative Both positive and negative experiences provide valuable insight experiences provide valuable insight to others.to others.

Proactively share the “Lessons Proactively share the “Lessons Learned” across the organization. Learned” across the organization. Educate others of possible benefits in Educate others of possible benefits in other areas of the organization.other areas of the organization.


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ConclusionsConclusionsProcesProcess s StepsSteps

Phase 0 Phase 0 IdeasIdeas

Phase 1 Phase 1 PlanPlan

Phase Phase 2 2 DeveloDevelopp

Phase Phase 3 3 ValidatValidatee

Phase Phase 4 4 QualifyQualify

Phase 5 Phase 5 ProduceProduce

11 DeveloDevelop Ideasp Ideas

22 Plan Plan the the workwork

33 Work the PlanWork the Plan

44 Learn from positive and negative eventsLearn from positive and negative events

11march04 product development cycle and project management process the product development cycle in...

Documents

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quality product process

todays development practices

idea phase

plan phase

robust process process

repeatable results project

product proof of specs