new product development project management
TRANSCRIPT
NEW PRODUCT DEVELOPMENT PROJECT MANAGEMENT
EVGENY PIKULEV
SEOUL. MAY 2014
Who am I?
CEO of consulting company «Gibkie (Agile) Technologies». Fields: project management, business-process improvement, corporate agility.
Project Management Professional (PMP) from 2007
Director of PMI Moscow Chapter, Ekaterinburg Branch
Former vice-president of Kazakhstan PMI Chapter
Partner of Edward Fern, author of «Ten-P Paradigm» methodology
Business-trainer with 5-years experience
• Intoduction: Ten-P Paradigm – methodology of product development project management by Edward Fern
1
• Application of the methodology. Pattern and antipattern. Main reasons of the success and of the failure.
2
• Conclusions: Needs of right methodology and value of corporate management of projects.
3
Abstract
I and Edward J.Fern in Kazakhstan in April, 2013
Product Development and Enterprise Success Companies, who derive more than 50% of their
revenue from «New» products, are 10 – 60 % more profitable than those who do not.
One new product in eight meets its ROI goals.
The best companies meet ROI goals with only one in three development efforts.
The rewards of rapid product development are:
Market share
Margin
Access to capital
Cooperative suppliers
Cooperative channels
The TIME-TO-PROFIT product development system
Slide from Edward Fern` presentation
The Ten-P Paradigm™ • Positioning
• Planning
• Partnering
• Producing
• Processing
• Packaging
• Pricing
• Promoting
• Placing
• Pleasing
Time-To-Profit Race
Antipattern: «Yo-mobile» project
• Start of the project – 2010.
• End of the project – March, 2014
• Status: failure. Project is terminating by sponsor
Main reasons of failure «Yo-mobile»
• Positioning mistake: low-pricing segment. • Pricing: model of moderate cost with final price of
$12,000-14,000. • Partnering deficit: Accent for innovation components. No
contractors for such undertime. • Lack of planning. There are no professionals to produce
such components in Russia. • Producing: There was no plant. Decision to build a special
plant. • Processing disproportion: a lot of innovations, bad
processes to meet large expectations. • Promotion: only on the initiation stage. Over 200,000
preliminary orders. • Pleasing: Ups-effect • Time-To-Profit Race is lost
Pattern: «Tesla Motors» project
• Start of the project – 2006
• End of the project – 2013
• Status: success. New projects in progress
Main reasons of success of Tesla Motors
• Good positioning: premium segment. • Pricing: The price of first Tesla Roadstep is about
$100,000. • Partnering decision: Accent for system integration. Lotus,
Sotira, Siemens, Magna, Continental, Brembo, ZF are partners.
• Appropriate planning and producing. Buying a Toyota plant in California according to capital investment from sponsors and government.
• Processing: a wide range of load stations for Tesla cars were built
• Promotion: High and continuing demand. • Pleasing: WOW-effect • Time-To-Profit Race is winned
Important aspect: from Project Management to Project Governance
Organization
Corporate Culture
Project Management
Project Governance
For more successful projects I need…
Innovations
Project Governance
Charismatic personality
Involvement of stakeholders
Strong management skills
Best methodology for new products
Project management methodology
Trust in success
And some fun for team…
