The unpredictability oftechnological invention

The unpredictability oftechnological invention

HENRI MOISSAN

Henri Moissan est un chimiste francais qui découvrit accidentellement, en essayant de fabriquer des diamants artificiels, le Calcium Carbide.

Henri Moissan est un chimiste francais qui découvrit accidentellement, en essayant de fabriquer des diamants artificiels, le Calcium Carbide.

Calcium Carbide did not make diamonds but...When combined with water it did produce a burnable gas.

ACETYLENE

The accidents continued.

A german chemist, Fritz Klatte, took up Moissan’s invention and tried to create an aircraft fuel dope using acetylene.

A german chemist, Fritz Klatte, took up Moissan’s invention and tried to create an aircraft fuel dope using acetylene.

Finally in 1912...Finally in 1912...

One of the many unsuccessful combinations he tried turned out to be the first plastic ...

Vinyl Chloride

CULTURAL REVOLUTIONCULTURAL

REVOLUTION

Control your inventionsShare your ideas

Glory of the ProcessWe are relational beings

Being the PathWalk the talk

AutomationMake some time for Play

Oil CrisisThe New Social Narratives

Small is Beautiful

and discoverable

Product management is an organizational lifecycle function within a company dealing with the planning or marketing of a product or

products at all stages of the product lifecycle.

Product management (inbound focused) and product marketing (outbound focused) are different yet complementary efforts with the objective of maximizing sales revenues, market share, and profit margins. The role of product management spans many activities from strategic to tactical and varies based on the organizational structure of the company. Product management can be a function separate on its own or a member of marketing or engineering.While involved with the entire product lifecycle, product management's main focus is on driving new product development. According to the Product Development and Management Association (PDMA), superior and differentiated new products - ones that deliver unique benefits and superior value to the customer - is the number one driver of success and product profitability.

Aspects of product managementDepending on the company size and history, product management has a variety of functions and roles. Sometimes there is a product manager, and sometimes the role of product manager is held by others. Frequently there is Profit and Loss (P&L) responsibility as a key metric for evaluating product manager performance. In some companies, the product management function is the hub of many other activities around the product. In others, it is one of many things that need to happen to bring a product to market.

Product planning * Defining new products * Gathering market requirements * Building product roadmaps, particularly Technology roadmaps * Product Life Cycle considerations * Product differentiation * more detail on Product planning

Product marketing * Product positioning and outbound messaging * Promoting the product externally with press, customers, and partners * Bringing new products to market * Monitoring the competition * more detail on Product marketing

Also includes * Technology roadmap * Brand management * Crossing_the_Chasm * Marketing management * Product (business) * Product catalogue management * Product documentation * Product lifecycle management * Product manager * Product marketing * Product planning * Requirements management * Software product management * Service product management * Product teardown

The Product Owner (typically someone from a Marketing role or a key user in internal development) prioritizes the Product Backlog. The Scrum Team looks at the prioritized Product Backlog and slices off the top priority items and commits to completing them during a sprint. These items become the Sprint Backlog.

In return for their commitment to completing the selected tasks (which, by definition, are the most important to the product owner), the product owner commits that he or she will not throw new requirements at the team during the sprint.

Requirements are allowed to change (and change is encouraged) but only outside the sprint.

Once the team starts on a sprint it remains

maniacally focused on the goal of that sprint.

The Product Backlog is the master list of all functionality desired in the product. When a project is initiated there is no comprehensive, time-consuming effort to write down all foreseeable tasks or requirements. Typically, a project writes down everything obvious, which is almost always more than enough for a first sprint. The Product Backlog is then allowed to grow and change as more is learned about the product and its customers. The product owner shows up at the sprint planning meeting with the prioritized product backlog and describes the top items to the team. The team then determines which items they can complete during the coming sprint. The team then moves items from the Product Backlog to the Sprint Backlog. In doing they expand each Product Backlog item into one or more Sprint Backlog tasks so they can more effectively share work during the Sprint. Conceptually, the team starts at the top of the prioritized Product Backlog list and draws a line after the lowest of the high priority items they feel they can complete. In practice it is not unusual to see a team select, for example, the top five items and then two items from lower on the list but that are associated with the initial five.

Product backlog items can be technical tasks ("Refactor the Login class to throw an exception") or more user-centric ("Allow undo on the setup screen"). A very interesting prospect is expressing Scrum backlog items in the form of Extreme Programming's User Stories. An example Product Backlog from a real project appears as the following: This Excel spreadsheet shows each product backlog item assigned a general priority (Very High, High, etc.) by the Product Owner. Estimates have been developed by the developers but it is understood that they are very imprecise and are useful only for rough assignments of tasks into the various sprints.

Product BackBlog

Technology RoadMapA technology roadmap is a plan that matches short-term and long-term goals with specific technology solutions to help meet those goals.[1]

It is a plan that applies to a new product or process, or to an emerging technology.[2] Developing a roadmap has three major uses.[3]

1.It helps reach a consensus about a set of needs and the technologies required to satisfy those needs;

2.it provides a mechanism to help forecast technology developments; and

3.it provides a framework to help plan and coordinate technology developments.

Product life cycleThe product life cycle goes through many phases, involves many professional disciplines, and requires many skills, tools and processes. Product life cycle (PLC) has to do with the life of a product in the market with respect to business/commercial costs and sales measures; whereas product lifecycle management (PLM) has more to do with managing descriptions and properties of a product through its development and useful life, mainly from a business/engineering point of view.

To say that a product has a life cycle is to assert four things: 1)that products have a limited life

2)product sales pass through distinct stages, each posing different challenges, opportunities, and problems to the seller

3)profits rise and fall at different stages of product life cycle

4)products require different marketing, financial, manufacturing, purchasing, and human resource strategies in each life cycle stage.

Market introduction stage

Growth stage

Mature stage

Saturation and decline stage

Request for DeviationIn the process of building a product following defined procedure, an RFD is a request for authorization, granted prior to the manufacture of an item, to depart from a particular performance or design requirement of a specification, drawing or other document, for a specific number of units or a specific period of time.

The different stages in a product life cycle are: