2008-11-11 2008 Robert Grupe. All rights reserved. Red 7 Management Solutions Accelerating Innovation Overview and discussion of NPD and project management

2008-11-11 2008 Robert Grupe. All

rights reserved.

Red7 Management Solutions

Accelerating InnovationOverview and discussion of NPD and project management life cycle models

Robert Grupe

2008-11-11

Introduction

An overview and discussion of integrated new product development and project life cycle models for best practice approaches to successful innovation and accelerated time to market.

2008 Robert Grupe. All rights reserved.

2008-11-11

Agenda Clarification of PM Terminology Strategically Focused PM NPD vs. Project Management Models

Waterfall Models Iterative Models Agile Approaches

Discussion Roundup


2008-11-11

Clarification of Terminology Product Management Project Management Program Management


2008-11-11

Terminology: Product Management Planning and marketing of a product or products at all

stages of the product lifecycle. Product planning (in-bound marketing)

[Product Manager (PM)] Defining new products Gathering market requirements (VoC) Building product roadmaps Product Life Cycle considerations

• Stages: introduction, growth, mature, saturation/decline Competitive differentiation

Product marketing (outbound marketing) [Product Marketing Manager (PMM)]

Product positioning and outbound messaging Promotion: press, customers, and partners Packaging and delivery Competition messaging monitoring 2008 Robert Grupe. All

rights reserved.

2008-11-11

Terminology: Project Management Project Planning[Project Manager (PjM)]

Achieve all of the goals of the project charter while adhering to Project constraints: scope, time, cost and quality.

Project management life cycle 5 Process Groups: Project Initiation, Project Planning, Project Execution, Project monitoring and control, and Project closeout.

9 Knowledge Areas: integration management, scope management, time management, cost management, quality management, human resource management, communications management,risk management and procurement management.


2008-11-11

Terminology: Program Management [& Product Portfolio Management] Layer above project management focusing on selecting the best group of programs

[and products,] defining them in terms of their constituent projects and providing an infrastructure where projects can be run successfully

Governance: The structure, process, and procedure to control operations and changes to performance objectives.

Standards: Define the performance architecture. Alignment: The program must support higher level vision, goals and objectives. Assurance: Verify and validate the program, ensuring adherence to standards and

alignment with the vision. Management: Ensure there are regular reviews, there is accountability, and that

management of projects, stakeholders and suppliers is in place. Integration: Optimize performance across the program value chain, functionally

and technically. Finances: Tracking of finances is an important part of Program management and

basic costs together with wider costs of administering the program are all tracked.

Infrastructure: Allocation of resources influences the cost and success of the program. Infrastructure might cover offices, version control, and IT. Planning: Develop the plan bringing together the information on projects, resources, timescales, monitoring and control.[1]

Improvement: Continuously assess performance; research and develop new capabilities; and systemically apply learning and knowledge to the program.


2008-11-11

Why is this important? Without clearly defined and integrated product, marketing, and project management, innovation will be haphazard, chaotic, and un-scaleable with complexity and growth. You can’t improve or accelerate what you can’t understand or control.• Putting random people on a galley ship won’t ensure you will get where you want to go or make it go faster.


2008-11-11

Forrester Research: Most PM’s not being used effectively Distracting challenges

Product and company strategy

10%

Customers and market

8%

Development process

16%

Prioritization and Focus

16%

Time and resources

22%

Internal process and organization

28%


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Forrester Recommendation:PM for Strategic Advantage Focused on inbound tasks PM decision-making power

Roadmap, release contents, release acceptance

Report to CEO/GM


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New Product Development (NPD)

& Project Life Cycle Models


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Code & Fix (AKA Cowboy Coding)

Code-and-FixSystemSpecification(maybe) Release(maybe)


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Traditional NPD ProcessStage-Gate Process

Gate2

Stage1

Stage2

Stage3

Stage4

Stage5

Gate3

Gate4

Gate5

Discovery ScopingBusiness

Case DevelopmentTest /

Validation Launch Review

Idea Screen

Second Screen

Go To Dev

Gate1

Go To Test

Go To Launch

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are needed to see this picture.QuickTime™ and a decompressorare needed to see this picture.


2008-11-11

Traditional Project ManagementWaterfall Model

ProductConcept

RequirementsAnalysis

ArchitecturalDesign

DetailedDesign

Coding andDebuging

SystemTesting


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Waterfall with Risk Reduction

ProductConcept


ArchitecturalDesign

DetailedDesign

Coding andDebuging

SystemTesting


2008-11-11

Waterfall with Subprojects

ProductConceptRequirementsAnalysis

ArchitecturalDesignDetailedDesign

Coding andDebuging

SystemTesting

SubsystemTestingDetailedDesign

Coding andDebugingSubsystemTesting

DetailedDesignCoding andDebuging

SubsystemTesting

DetailedDesignCoding andDebuging

SubsystemTesting


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Waterfall with Overlapping Phases (Sashimi)


ArchitecturalDesignDetailedDesign

Coding andDebugingSystemTesting


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Design-to-Schedule


ArchitecturalDesignHigh Priority: Detailed design, code, debug, testMedium High Priority: Detailed design, code, debug, testMedium Priority: Detailed design, code, debug, test

Medium Low Priority: Detailed design, code, debug, testLow Priority: Detailed design, code, debug, test

ReleaseRun out of time or money here


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Design-to-Tools

Functionality supported by the tools

Ideal functionality

Functionality that will not be in the product

Functionality that will be built


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Iterative Project Management Models


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Spiral (Boehm)

1. Determine objectives, alternatives, constraints 2. Identify and resolve risks 3. Evaluate alternatives 4. Develop iteration deliverables and verify correct 5. Plan the next iteration 6. Commit to an approach for next iteration

Repeat as required


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Evolutionary Prototyping

InitialconceptDesign andimplementinitialprototype

Refineprototype Customeracceptable?

NoCompleteandrelease


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Staged Delivery (AKA Incremental Implementation)

ProductConcept


ArchitecturalDesignStage 1: Detailed design, code, debug, test, delivery

Stage n: Detailed design, code, debug, test, delivery

Stage 2: Detailed design, code, debug, test, delivery


2008-11-11

Evolutionary Delivery

ProductConcept

Preliminary RequirementsAnalysisArchitecturalDesign and System Core

Develop a Version

Delivery the Version

Elicit Customer Feedback

Incorporate Customer Feedback

Deliver Final Version


2008-11-11

Agile Project Management

“There is nothing new under the sun but there are lots of old things we don't know.”Ambrose Bierce 2008 Robert Grupe. All

rights reserved.

2008-11-11

Agile Principles (2001) Customer satisfaction by rapid, continuous delivery of useful

software Working software is delivered frequently (weeks rather than

months) Working software is the principal measure of progress Even late changes in requirements are welcomed Close, daily cooperation between business people and developers Face-to-face conversation is the best form of communication

(Co-location) Projects are built around motivated individuals, who should be

trusted Continuous attention to technical excellence and good design Simplicity Self-organizing teams Regular adaptation to changing circumstances


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Agile Characteristics Time periods in weeks rather than months time period as a strict timebox.

Work is performed in a highly collaborative manner.

If the sponsors of the project are concerned about completing certain goals with a defined timeline or budget, agile may not be appropriate.


2008-11-11

Agile Methodologies (Partial) Agile Unified Process (AUP)

Simplified IBM Rational Unified Process (RUP) Extreme programming (XP) Feature Driven Development (FDD) Scrum

“Pig” Roles• Product owner (VOC - Product Manager)• ScrumMaster (Project Manager)• Team (Developers)

“Chicken” Roles• Users• Stakeholders (customers, vendors)• Managers


2008-11-11

Adaptive (Agile) vs Predictive (Plan-driven)

Adaptive Low criticality Senior developers Requirements change very often

Small number of developers

Culture that thrives on chaos

Predictive High criticality Junior developers Requirements don't change too often

Large number of developers

Culture that demands order

Strengths of each:


2008-11-11

Model Selection Criteria How well do my customer and we understand the requirements at the beginning of

the project? Is our understanding likely to change significantly as we move through the project?

How well do we understand the system architecture? Are we likely to need to make major architectural changes midway through the project?

How much reliable do we need? How much do we need to plan ahead and design ahead during this project for future

versions? How much risk does the project entail? Are we constrained by a predefined schedule? Do we need to be able to make midcourse corrections? Do we need to provide customers with visible progress throughout the project? Do we need to provide management with visible progress throughout the project? How much sophistication do we need to use this lifecycle model successfully?


2008-11-11

Model Capacity Pure Waterfall

Code-and-Fix Spiral

Modified Waterfall

Evolutionary Prototyping

Staged Delivery

Evolutionary Delivery

Design-to-schedule

Design-to-tools

Commercial Off-the-shelf software

Works with poorly understood requirements

Poor Poor Excellent Fair to

excellent Excellent Poor

Fair to excellent

Poor to fair Fair Excellent

Works with poorly understood architecture

Poor Poor Excellent Fair to

excellent Poor to fair Poor Poor Poor

Poor to excellent

Poor to excellent

Produces highly reliable system

Excellent Poor Excellent Excellent Fair Excellent Fair to

excellent Fair

Poor to excellent

Poor to excellent

Produces system with large growth envelop

Excellent Poor to

fair Excellent Excellent Excellent Excellent Excellent

Fair to excellent

Poor N/A

Manages risks Poor Poor Excellent Fair Fair Fair Fair

Fair to excellent

Poor to fair

N/A

Can be constrained to predetermined schedule

Fair Poor Fair Fair Poor Fair Fair Excellent Excellent Excellent

Has low overhead Poor Excellent Fair Excellent Fair Fair Fair Fair

Fair to excellent

Excellent

Allows for midcourse corrections

Poor Poor to

excellent Fair Fair Excellent Poor

Fair to excellent

Poor to fair Excellent Poor

Provides customers with progress visibility

Poor Fair Excellent Fair Excellent Fair Excellent Fair Excellent N/A

Provides management with progress visibility

Fair Poor Excellent Fair to

excellent Fair Excellent Excellent Excellent Excellent N/A

Requires little manager or developer sophistication

Fair Excellent Poor Poor to

fair Poor Fair Fair Poor Fair Fair

Project Management Models: Strengths and Weaknesses


Accelerating the NPD Life Cycle Model

Retirement

Ideaisation

Scoping

Development

Testing

Launch

Planning

Maintenance

Go:No-Go

Go:No-Go

Go:No-Go

Go:No-Go

Go:No-Go

Go:No-Go

EOLProject Lifecycle Framework


2008-11-11

Discussion


2008-11-11

Take Away Recommendations

“For which of you, desiring to build a tower, doesn't first sit down and count the cost, to see if he has enough to complete it?”Jesus


2008-11-11

Take Aways for Accelerating Innovation Ready-Aim-Fire

Haste makes waste (penny wise, pound foolish)• Choosing the wrong models will result in unfulfilled expectations and delays


Take Aways for Accelerating Innovation: Ready Recognizing the difference between

product management, marketing, and project management

Having a well defined NPD process Not standardizing on only one project model

Having a positive teamwork environment, inspirational leadership, focused vision, and necessary skills

Take Aways for Accelerating Innovation: Aim Ensuring up-front homework done first

Ensuring the resources(staff) & time to do it right

Verifying available resource costs (people and time)

Selecting the most appropriate project model

Taking the time to do the planning right

Take Aways for Accelerating Innovation: Fire Being flexible within parameters

Regular review of processes and methods

Regular, frequent review of new ideas and market information

2008-11-11

Fini Robert Grupe

[email protected] +1.314.266.7321

Further reading Forrester “Making Product Management A Strategic Resource”

Winning at New Products, Robert G Cooper Rapid Development, Steve McConnell PDMA Visions magazine, Jun & Sept 2008


Documents

2008-11-11 2008 Robert Grupe. All rights reserved. Red 7 Management Solutions Accelerating Innovation Overview and discussion of NPD and project management