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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
11MARCH04 5Product Development Cycle and Project Management Process
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
11MARCH0411MARCH04 Product Development Cycle and Product Development Cycle and Project Management ProcessProject Management Process
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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
11MARCH04 7Product Development Cycle and Project Management Process
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
11MARCH0411MARCH04 Product Development Cycle and Product Development Cycle and Project Management ProcessProject Management Process
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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
11MARCH0411MARCH04 Product Development Cycle and Product Development Cycle and Project Management ProcessProject Management Process
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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
STEP 1STEP 1 Product Development Cycle and Product Development Cycle and Project Management ProcessProject Management Process
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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
STEP 1STEP 1 Product Development Cycle and Product Development Cycle and Project Management ProcessProject Management Process
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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
STEP 1STEP 1 Product Development Cycle and Product Development Cycle and Project Management ProcessProject Management Process
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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
STEP 2STEP 2 Product Development Cycle and ProjectProduct Development Cycle and Project Management Process Management Process
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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
STEP 2STEP 2 Product Development Cycle and ProjectProduct Development Cycle and Project Management Process Management Process
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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
STEP 2STEP 2 Product Development Cycle and ProjectProduct Development Cycle and Project Management Process Management Process
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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
STEP 2STEP 2 Product Development Cycle and ProjectProduct Development Cycle and Project Management Process Management Process
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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
STEP 2STEP 2 Product Development Cycle and ProjectProduct Development Cycle and Project Management Process Management Process
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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
11MARCH04 Product Development Cycle and Project Management Process
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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
STEP 3 Product Development Cycle and Project Management Process
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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
STEP 3 Product Development Cycle and Project Management Process
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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
26
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
STEP 3 Product Development Cycle and Project Management Process
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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
STEP 3 Product Development Cycle and Project Management Process
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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
STEP 4STEP 4 Product Development Cycle and PrProduct Development Cycle and Project Management Processoject Management Process
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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
STEP 4STEP 4 Product Development Cycle and PrProduct Development Cycle and Project Management Processoject Management Process
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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
STEP 4STEP 4 Product Development Cycle and PrProduct Development Cycle and Project Management Processoject Management Process
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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
STEP 4STEP 4 Product Development Cycle and PrProduct Development Cycle and Project Management Processoject Management Process
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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
STEP 4STEP 4 Product Development Cycle and PrProduct Development Cycle and Project Management Processoject Management Process
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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.
11MARCH0411MARCH04 Product Development Cycle and Product Development Cycle and Project Management ProcessProject Management Process
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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