new product development management

ARA Consulting

NPD Management

ARA (May’16)- © 2016 - 1

ARA Consulting

New Product Development ManagementA.R. Alvarez2016

NPD Management

ARA (May’16)- © 2016 - 2

ARA Consulting PreambleObjective:

Provide an Effective Methodology for New Product Development Management

Included: NPD Phase Gate Architecture NPD Revenue and Execution Metrics

Excluded: Intensive Project Management Methods* Risk, Uncertainty and Scheduling Methodology* Problem Solving Methods** Detailed NPD Phase Gate Meeting Templates

* Reference: http://www.slideshare.net/ARAlvarez/project-management-cookbook-part-1-ara-feb16http://www.slideshare.net/ARAlvarez/project-management-cookbook-part-2-ara-feb16http://www.slideshare.net/ARAlvarez/project-management-cookbook-part-3-ara-feb16-58233717

** Reference: http://www.slideshare.net/ARAlvarez/basic-8d-problem-solving-tools-methods-part-1http://www.slideshare.net/ARAlvarez/basic-8d-problem-solving-tools-methods-part-2http://www.slideshare.net/ARAlvarez/problem-solving-tools-methods-part-3

NPD Management

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ARA Consulting

Roadmap to Launch

Concept to CustomerLaunch to

Product ReleaseProduct Release

to Dollars

New Product Development -Foundational Value Stream

In Most Companies New Products Drive Revenue and/or Operating Income Growth

It is a Basic Value Creating Process

NPD Management

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ARA Consulting

Every Company Has aNew Product Development Management

SystemHow Do You Make Yoursa Competitive Weapon?

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ARA ConsultingNew Product DevelopmentBasic Questions1) Is The New Product Development (NPD) Effort Putting Out

Enough Revenue/Margin Dollars to Grow The Business Profitably? (Independent of Spending)?

2) Is The NPD Effort Meeting Our Business Objectives?• Quality / Competitiveness• Timeliness• Innovation• Enabling New Markets

3) Is The NPD TTM Predictable & Competitive?4) Does The NPD Investment Provide an Above Average

Industry Return?

NPD Management

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ARA ConsultingDeming’s PDCA Quality CyclePlan

Do

Check

Act

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ARA Consulting

PDCA: New Product DevelopmentPlan

(Portfolio Mgt)

Do(Tactical Reviews)

Check(Metrics Review)

Act(Learn & Adjust)

NPD Management

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ARA ConsultingNPD Portfolio Management1. The Fuzzy Frontend2. New Product Project Classification3. Prioritization4. Financial ROI5. Phase Gates

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ARA ConsultingNew Product “Fuzzy Frontend”

NPD Management

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ARA Consulting Tie to StrategyCompetitors:

Capabilities & Offerings

Your:Capabilities, Offerings

& Vision

Customer:Problems, Needs,

& Aspirations

D.J. Collis, M.G. Rukstad (HBR April 2008) “Can You Say What Your Strategy Is?”

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ARA ConsultingNew Product Portfolio ClassificationPro

duct

Comp

lexity

Technology ComplexityHighLow

Low

HighBudgetary Planning

TT$Resources

Project CostRisk

After S. Wheelwright, K.B. Clark, “Creating Project Plans to Focus Product Development”, HBR, March-April 1992

NPD Management

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ARA ConsultingNPD Temporal Budgetary Planning

Provides NPD TTM “Budget” as Function of ComplexityBudget Set Based on Historical Performance

Allows Quick and Realistic Project Estimates (Prior to Detailed Calculation)When Performance Improves, Budgets Adjusted Accordingly

NPD Management

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ARA ConsultingNPD Budgetary Resource Matching

ResourcesModel Bottoms-Up Actual

Skill Matrix

Process 15 12 10Materials 10 14 4Tech 5 6 2Test 7 4 3Ops 6 3 5Etc 4 4 6Total 47 43 30Machine Time 120 180 80

Time Phasing RequiredPrioritization Driven Iteration Usually Required

Resets On “Insertions”

Basic Problem Solving

ARA (April 15)- © 2015 - 14

ARA TRAINING NPD Project Prioritization

Many Ways to Prioritize; Recommend Keeping it Simple (2 X 2 Matrix) Quantified Methods Utilize Multiple Grading Criteria Matrix (Use a Non-Linear

Scoring Systems If You’re Going to Use This Technique) Dot Size & Color Can Indicate Other Characteristic (Product Line, Geography,

Volume, etc.)

Investment(Time, People, $s, . . .)

Impact(Revenue, Margin, . . .)

Low High

High

Low

Basic Problem Solving

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ARA TRAINING Finding Your Way

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ARA Consulting NPD Goal Hierarchy Clear Objectives

Technical Spec (OTS) Customer Value Proposition(s) Cost Target Timeframe (i.e. Market or Funding Window, …)

Unambiguous Deliverables / Expectations NPD Functions Vital Signs (Keep it Simple)

S&M Engineering (Design, Test, SW, Equip, …) Applications Technology or R&D Operations, Quality, Reliability Systems Design

Project Checklists Checklists at Major Phase Gate Can Insure Deliverables Completeness Checklists Can Also Provide Method to Capture Learning

Goals /Objectives

Events:Vital Signs

Activities:Checklists

Milestones

NPD Management

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ARA ConsultingMarketing Request DocumentCriteria / Feature

Mandatory(Must Have)

DifferentiatingTarget

BreakthroughTarget Comments

MRD Reflects Market Requirements For Targeted: Product Features Timeframe Market Segment or Functional Area (As Appropriate) Customer Demographics (If Appropriate) Prioritization: Must Have, “Nice to Have”, Will Not Have Price Point Not All Criteria / Feature Will Have Differentiating Targets,

Very Few Will Probably Have Breakthrough Targets

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ARA ConsultingObjective Technical Spec Example

OTS Reflects Agreed Plan of Record Response to MRD OTS Reflects Tradeoffs & Constraints: TTM, Cost, … Maintains Prioritization: Must vs. Nice to Have vs. Will Not Have & Timeline OTS Contains Significantly More Detail Than MRD; i.e. One MRD Feature

Often Breaks Down to Multiple Engineering Specs/Criteria Good Practice to Retain Original MRD to Document Original Request vs.

Final Agreement

Criteria / Feature

Mandatory(Must Have)

DifferentiatingTarget

BreakthroughTarget

Engineering Response

Agreed to Target (Spec)

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ARA ConsultingObjective Specs = Lighthouse

There Will Be Storms ……… You Need a Lighthouse

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ARA Consulting NPD Project Vital SignsParameter Unit Spec /

MP TargetSampleTarget

Sample Actual

MP Actual

Current Actual Comment

Product Feature TargetsClock Freq MHz

Etc.Operational (Internal) Targets

Yield %Test Time ms

Cost $ Vital Signs Are Translation of OTS Into Working Document

Sets Targets for Engineering (or Prototype) Samples Sets Targets fro Mass Production Release (Typically = OTS Spec) Provides Format/Framework for Project Updates at Appropriate Intervals Can Have Vital Signs For Different Functions; i.e. SW, HW, Test, … Consider Triggers For Key Vital Signs at Critical Phase Gates Set Balanced Set of Vital Signs: Both External Product Features &

Internal Operational Targets

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ARA ConsultingPDCA: New Product DevelopmentPlan

(Portfolio Mgt)



Act(Learn & Adjust)

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ARA Consulting What You Need to KnowYou Need to Know Where You’re Going

You Need to Know Where You AreYou Need to Know if You’re Off Track

How Hard is This to Do?With a Team ?By Yourself?

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ARA Consulting What You Need to DoStart With The End in MindDefine Success Criteria / Vital Signs

Utilize Phase Gate ProcessBreakdown Success Criteria into Gates

Track The PathDevelop Leading Indicators for Critical Steps & Tasks

NPD Management

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ARA Consulting

NPD Management

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ARA ConsultingNPD Phase Gate Structure

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ARA Consulting One Size Does Not Fit All

Fit The Solution to The ProblemSimple Project = Reduced Phase Gates

Complex Project = All (or More) Phase GatesAt Any Given PG, Proposal Can Be Made For What The Next Milestone

Should Be (Subject to ‘Decider’ Approval)If Milestones are Skipped, May Still Need to Be Treated as Combining From

Checklist Deliverables Perspective

PG-1 PG-2 PG-ES PG-4Marketing Product “Request” Company

Commit Engineering Samples Release to Production

• Is product worth considering?• Is there a strategy fit?

• Will we make money?• Can we make and sell the product?

• Are we ready to sample?• Will we make money?• Is there a clear path to PG-4?

• Are we ready to make it?• Are we ready to sell it?• Do we make money?

Project Mgt

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ARA TRAININGPhase Gate Review Meeting What Do You Need to Communicate?

Answers to the Basic Questions For the Phase Gate (Pages 26 & 27) Barriers to Meeting Commitments for Next Phase Gate or Milestone Highlight Risk Items, Major Areas of Uncertainty, White Spaces, Resource Gaps,

Skill Set Gaps, etc. What to Do:

Focus on Completeness of Deliverables for Current Phase Gate Milestone Look Forward to The Next Phase Gate Milestone & Highlight Risk Areas Propose Recovery and/or Contingency Plans For Next Phase Gate as Required Summarize, Issue Minutes and Update Action Items

How Long Should it Take: 20 – 40 Minutes Who Should Be There: Appropriate Exec Mgt, Project &

Functional Team Leads Who Should Run It?

Be Open, Be Clear, Be ConciseEach Phase Gate Review Should HaveIts Own Standard Reporting Template

(10 – 20 Pgs) To Make Meeting Efficient

NPD Management

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ARA ConsultingNPD Phase Gate Financials Rough at PG-1 Locked at PG-2 Adjusted at Each Milestone as Required Re-Locked at PG-4 (Make Risk Behind Project) Tracked for First 18 – 24 Post PG-4 With Special Care

Post-Mortems vs. PG-2 and PG-4

NPD Management

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ARA ConsultingNPD Phase Gate Checklists Why Use Checklists?

Help Manage Complexity: How Many Activities Comprise a Project? How Many Different Parallel Paths Have to Come Together? How Can You Make Sure That Something Isn’t Being Missed?

Vehicle to Capture Learning From Experience (Yours and/or Someone Else’s)? Memory Management Device Can Limit Mistakes Regarding What is Known

Why Not Use Checklists? In Culture of Weak Accountability, Responsibility Shifts From Individual to The Checklist ( “It Wasn’t On The Checklist” Excuse); Don’t Let This Happen to You! If Get Too Long (Items Keep Getting Added, No Priorities); Obscures Rather Than Illuminates Can Overwhelm Main Objective

Poor Checklist: Long, Vague, Hard to Use Effective Checklist: Precise, Prioritized, To The Point, Easy to Use Each Phase Gate Has a Unique / Specific Checklist

Checklists Manage Activities, Not Projects!

NPD Management

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ARA ConsultingNPD Project ManagementComplicated

Multi-DimensionalNon-Deterministic

MessyCritical

What Does This Mean?If You Just Plan to Make Your Schedule You

Will Always, Always Miss

Project Mgt

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ARA TRAINING NPD Project Mgt Tactics Micro-Managing vs. Abdication

Micro-Managing: Specifying “How” Rather Then “What”, Over-Monitoring Abdication: No Follow-up, No Measures, No Help

Schedules Commitment vs. “Best Effort” vs. “Try” Ownership Speed vs. Quality vs. Cost

Costs Know The Total Project Costs; Nothing Hidden Know The Cost Per Day; Buy Time Cost Questions Only Gets Asked if You Miss Your Goals

Risks Launch With Best Possible Understanding of Main Risk Points & Uncertainty Plan Contingencies Accordingly Communicate Risk & Uncertainty on On-Going Basis FMEA Can Be Useful to Highlight Risks & Mitigation Plans; Don’t Overdo

Time

Quality

CostPerformance

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ARA Consulting Tactical ReviewsFour Slide Review: Monitor & Coach

1. Coach, Guide, Help2. Intervene Only When Necessary3. Look For Proper “AIP” Management4. Precision Questioning & Answering5. Short & Sweet

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ARA ConsultingNPD Project Overview Page

Focus on Changes: Top Level Milestone, Major Scope Items, Financials Customize Milestone Columns to Accurately Reflect Project Deliverables Proactively Highlighting Issues

Note: Hypothetical Example Only

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ARA Consulting Current Phase Gate Page

Use “Sub-milestone” Table Template Applicable to Current Project Phase; May Need to Have 2 “Current Phase” Pages When Approaching End of One Phase

Customize “Sub-Milestones” to Accurately Reflect Tasks Leading to Next Milestone Sub-Milestones Are Deliverables, Not Activities Focus on Issues or Risks & Uncertainty in Achieving Upcoming Milestone


NPD Management

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ARA ConsultingTwo Week (Back/Forward) Plan Page

Don’t Read Completed Tasks From Previous Two Weeks; Focus on Items Not Completed and Why, What Does It Mean Moving Forward, and Any Help Needed

Upcoming Tasks; Focus on Items of Key Importance, Risk, or Where Help Is Needed. Consider All Cross Functional Tasks When Prioritizing What to Show/Highlight


NPD Management

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ARA Consulting Vital Signs Page

List Parameters Appropriate to Project (New Product, Productivity, etc.) Highlight “Current” Numbers In Yellow or Red If There is a Gap, and Add Comment If Current Data is Old or Not Yet Available, Add Comment as to Date of Next Readpoint

Project Mgt

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ARA TRAININGTactical NPD Mgt Meeting Summary What Do You Need to Communicate?

Make Sure Your Executive Management Grasps Risk Levels to Key Deliverables and Key Areas of Uncertainty: Schedule, Performance Targets, Quality, etc.

Barriers to Meeting Commitments That Need Executive Management Attention Highlight Risk Items, White Spaces, Resource Gaps, Skill Set Holes, etc.

What to Do: Focus on Deliverables Highlight Key Decisions That Need to Be Made Highlight Key Areas of Uncertainty, “Creeps”, & Learning Required Highlight Any Escalation Required – Get Help (Do it Earlier Rather Than Later) Propose Recovery and/or Contingency Plans as Required Summarize, Issue Minutes and Update Action Items

How Often to Hold: Every 2 – 4 Weeks (2 Better Than 4) How Long Should it Take: 10 – 15 Minutes (Four Page Template) Who Should Be There: Appropriate Exec Mgt, Project Leads Who Should Run It?

Be Open, Be Clear, Be Concise

Project Mgt

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ARA TRAININGWeekly NPD Prj Working Meeting What are You Looking For?

Are You on Schedule? That Day? Looking Forward? Barriers to Meeting Commitments That Need Team’s or Exec Mgt’s Attention Opportunities to Pull in Schedule (To Make Up for Inevitable Unforeseen Problems) Highlight Risk Items, Uncertainties, White Spaces, Resource Gaps, Skill Set Holes, etc.

What to Do: Focus on Deliverables, Highlight Key Decisions That Need to Be Made Focus and Drive Decision or Path Closure; Which Ones are Not Closing? Decide if Escalation Required – Get Help (Do it Earlier Rather Than Later) Establish Recovery, Pull-In or Contingency Plans as Appropriate/Required Insure Required Cross-Functional Coordination Track Action Items, Make Sure Checklists Exist and Are Being Used Summarize, Issue Minutes and Update Action Items

How Long Should it Take: 30 – 60 Minutes Who Should Be There: Design, PE, TE; Apps, Yield,

Marketing, ... (As Required) Who Should Run It?

Keep Your Schedule Current!

Project Mgt

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ARA TRAININGBrief Word on NPD Scheduling

Use Cycles-of-Learning (COL) Methodology to Forecast Non-Deterministic Steps Budget Your Cycles If Complete Budget, But No Solution Then Reset: Mis-Scoped?, Right Resources?, Right Frame or Approach?, Other?

Use PERT (or Favorite Method) to Keep Track of TasksApply Best Practices (Scrubbing, Schedule Monitoring, Burn-Charts, etc.) to Minimize Deviations

Conventional Methods Alone Usually IneffectiveAlternative is to Combine COL ForecastingWith Conventional Scheduling Methods

Reference: http://www.slideshare.net/ARAlvarez/project-management-cookbook-part-2-ara-feb16

Project Mgt

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ARA TRAININGSummary of NPD Meetings Phase Gate Meetings

Purpose: Decide Whether Project Meets Phase Gate Criteria Type of Meeting: Decision Meeting Outcome: Pass / Fail & Appropriate Action Items

Bi-Monthly or Monthly Tactical Management Meetings Purpose: Management Review Meeting & Problem Escalation Type of Meeting: Status Update Outcome: Varies, Resource Re-allocation, Priority Shift, …

Weekly Project Working Meetings Purpose: Team Coordination Type of Meeting: Coordination and Working Meeting Outcome: Varies as Required to Keep Project on Track

Ad Hoc Problem Solving Meetings Purpose: Team Problem Solving Type of Meeting: Working Meeting Outcome: Varies, But Typically an Action or Solution Plan (Experimental,

Information Gathering, …) Outlining the Next Few Steps

Project Mgt

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ARA TRAINING That’s a Lot of Meetings!Phase Gate

Review

Bi-Monthly orMonthly Review

Weekly PrjTeam Meeting

Team WorkingMeetings

After Agile Game Development With Scrum, C. Keith 2010

Different Measures & Monitors Keep You On

Track When Driving Same Applies to Projects

EyesSpeedometer

Odometer

Map

Are They All Required?

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ARA Consulting


(Portfolio Mgt)



Act(Learn & Adjust)

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ARA Consulting Metrics Reviews1. Monthly Light

2. Quarterly Heavy

3. Bi-Annual Post-Mortem Learning

4. Annual Summary

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ARA Consulting NPD Revenue Metrics The Purpose of NPD is to Output Products That

Generate Profitable Revenue, Not Just Patents Many Financial Screens Possible Utilize Set That Work Best For Your Business Review at Appropriate Time Intervals and Look

Out an Appropriate Time Frame

NPD Management

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ARA ConsultingNPD Revenue By Intro Date$

Communicates NPD Revenue Over TimeEach Color Represents Different Year of Product Introductions – Blue is Legacy

Can Also Track Revenue For Products Introduced in Past 18 – 36 Mths as Percentage of Total Revenue


NPD Management

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ARA ConsultingPhase Gate NPD Revenue FunnelPG-1 to 2

PG-2 to 3

PG-3 to AS

PG-AS to 4

Communicates Total NPD Revenue by Phase Over TimeCan Also Show Margin Dollars Over Time

$ Note: Hypothetical Example Only

NPD Management

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ARA Consulting NPD Revenue Funnel

Communicates NPD Revenue by Phase(Each Color Represents Different Class of Project)

$ Note: Hypothetical Example Only

NPD Management

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ARA ConsultingNPD Revenue Achievement

Tracks NPD Revenue Achievement vs. Original Commitment

$ %


NPD Management

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ARA Consulting NPD Investment

Tracks NPD Investment Over TimeEach Color Represents Different Class of Project or Function

Optional Line Graph Can Represent Resource Use (Machine Time, Wfrs, Etc.)

$ Timeor #


NPD Management

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ARA Consulting NPD Execution Metrics Profitable Products Tend to Be Those Delivered

On Time; Project Execution is Critical Many Execution Screens Possible Utilize Set That Work Best For Your Business Review at Appropriate Time Intervals and Look

Backward & Forward Appropriate Time Frame

NPD Management

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ARA ConsultingPG-4 Milestone Achievement

Tracks NPD PG-4 (MP Release) Milestone Achievement(Each Color Represents Different Class of Project)


NPD Management

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ARA ConsultingQuarterly Milestone Achievement

Tracks NPD Quarterly (or Monthly) Milestone Achievement(Each Bar Represents Different Class of Project)


NPD Management

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ARA Consulting NPD Resource Capacity

Tracks NPD Resources Over TimeEach Color Represents Different NPD FunctionLines Can Represent Number of Prjs or FTE/Prj

#FTE #


NPD Management

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ARA ConsultingNPD Metrics Matrix SummaryMetric Unit Qx-1

ActualQx

Commit Qx QTD Qx Fcst Yr x Fcst Comment PG-4 $ Released (Current Yr) $M

PG-4 $ Released (Prior Yr) $M PG-4 Plan vs. Actual %

PG-4 $ Released vs. PG-2 Plan %PG-1 Milestones #PG-2 Milestones #PG-X Milestones #PG-4 Milestones #

PG-2 to AS Delta Time - Median wkPG-2 to AS Delta Time - Max wk

PG-2 to PG-4 Delta Time - Median wkPG-2 to PG-4 Delta Time - Max wk

PG-4 “BU/Ops Recalls” #First Planned Sample Hit Rate #

NPD Project WIP #Total NPD Project Spend $M

$ per Project $M Total NPD Resources #

Resources per Project # Equipment Time And/or Wfrs #

Equip Time And/or Wfrs Per Prj #

Revenu

e TTM

Qua

lityNPD

Invest

ment

& Capa

city

Can Be Tracked By Division or Class

Sample Summary of NPD Metrics


NPD Management

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ARA ConsultingPDCA: New Product DevelopmentPlan

(Portfolio Mgt)



Act(Learn & Adjust)

NPD Management

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ARA Consulting NPD Lessons & Learning Continuous Improvement of NPD Process is

Critical to Maintain Competitiveness Requires Clear Tracking of Appropriate Metrics Requires Collective Project Post-Mortems to

Harvest Prioritized Set of Actionable Lessons Requires Periodic External Competitive

Benchmarking

NPD Management

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ARA ConsultingNPD Milestone Miss Summary

Records NPD Milestone Misses to Enable LearningEach Color Represents Different NPD Function

More Than One Function Can Contribute to A Milestone Miss


NPD Management

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ARA ConsultingMilestone Miss Corrective Action

Tracks Milestone Miss Corrective Actions to Enable LearningBest to Group Into Categories to Optimize Leverage & Learning

Prioritize – Which Corrective Actions Have Real Payback?

NPD Management

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ARA Consulting NPD Project Wrap-up Formal Closure

Formal Passing of Final Phase Gate Formal Acceptance By Customer or Stakeholder Required Documentation (If Use Phase-Gate Templates & Checklist Deliverables, It’s Built Into Process, So Won’t Be An Issue) Archive For Future Retrieval

Retrospective / Post-Mortem It’s About Learning & Improving, . . . . . . Not About Punishing/Embarrassing Breakdown Learning Into Categories Double-Loop Learning (More Than One “Why”) Capture & Incorporate Into NPD Process, But . . . Not All “Lessons” Worth Capturing; Prioritize

Don’t Wait Until End, Celebrate Interim “Wins”, . . . But Definitely Have Team Celebration at End

NPD Management

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ARA Consulting What You Need to KnowYou Need to Know Where You’re Going:Balanced Vital Sign Methodology Does That

You Need to Know Where You AreProduct Development Phase Gates

And COL Driven Scheduling Do ThatYou Need to Know if You’re Off Track

Good Project Management Does That