Transcript Session 1
TTMG 5101 Integrated Product Development Session 1: July 3 Summer 2008 Michael Weiss
www.carleton.ca/tim www.carleton.ca/tim/tim.pdf
Objective
• Upon completion of this class, you will know about: – Managing the new product development process – Common product development decisions – Integrating innovation portfolios – Managing development flexibility in uncertain environments • And you will be able to: – Start working on group and individual assignments – Describe the activities related to the NPD process and describe the linkages between them [email protected]
Agenda
1. TTMG 5101 course outline 2. Managing the NPD process 3. Product development decisions 4. Innovation portfolios 5. Integrated product development [email protected]
1. Course outline
• Instructor availability • Calendar description • Course objectives • Rationale • Benefits • Class sessions • Student evaluation • Assignments • Exam • Class participation [email protected]
Themes
• Product development • Flexibility • Product concept • Open environments • Open source development • Product architecture • Platforms and ecosystems • Product and technology evolution • Intellectual property [email protected]
Clustering of themes
Group assignment
• Describe a product opportunity: – Describe the job the customer needs done – Identify the gap in current offerings by competitors – Describe a scenario of using the product • Refine product opportunity into a value opportunity: – Who buys • Who are the stakeholders? – What do they buy • What are the general product attributes? – Why should they buy from you • What are your unique capabilities?
Individual assignment
• Document a best practice for product development as a pattern (context, problem, solution) • Based on the literature or your own experience • Follow the pattern format: – The pattern must clearly identify forces and consequences – The pattern must include three known uses • Patterns will be workshopped [email protected]
Course readings
• Journal articles and chapters from books which are available as electronic resources from library • To access the library: – Go to: http://www.library.carleton.ca
– Then click on “Journals & Journal Articles” – Enter the name of the journal (eg Harvard Business Review), and click “Search” – Click on the link (there may be several), and enter your barcode number and PIN – For material on the Web, the URL is provided – For book chapters, click on “E-Books”, then on “Safari” [email protected]
Sessions
• Sessions will be recorded: you can replay the audio and the slides (at some point also the video) • I will not be here during week of July 10, but provide prerecorded lectures on product concept design • Breakdown of sessions: – 8 formal lectures – 4 workshops/presentations – Last day: Aug 13 [email protected]
Good books (not required)
• Smith, P., Flexible Product Development: Building Agility for Changing Markets, Jossey-Bass, 2007 • Kerber, R. & Laseter, T., Strategic Product Creation, McGraw Hill, 2007 • Thomke, S., Managing Product and Service Development, McGraw Hill, 2007 • Iansiti, M., Technology Integration, McGraw Hill, 1997 • Ulrich, K., & Eppinger, S., Product Design and Development, 4th ed., McGraw Hill, 2007 • Clark, K., & Wheelwright, S., Managing New Product and Process Development, Free Press, 1992 [email protected]
Readings for today
• Schilling, M., & Hill, C. (1998), Managing the new product development process: Strategic imperatives, Academy of Management Executive, 12(3), 67-81 • Krishnan, V., & Ulrich, K. (2001), Product development decisions: A review of the literature, Management Science, 47(1), 1-21 • Laseter, T., & Kerber, R. (2008), Launch and Learn, Strategy + Business, 50, Spring, 1-6 • Gerwin, D., & Barrowman, N. (2002), An evaluation of research on integrated product development, Management Science, 48(7), 938-953 [email protected]
2. Managing the NPD process
Technology strategy
• Need a clear and consistent technology strategy • Company should focus its development efforts on projects that create long-term value • Articulate a stretch goal, and identify the resources and capabilities required to achieve this goal • Company must manage its project portfolio: identify desired project mix and allocate resources [email protected]
Project map
Organizational context
• Possible to obtain technologies you lack through alliances, but choose your partners carefully • Must also weight external acquisition of technology against the learning from internal development • Parallel development process reduces cycle time, and improves coordination across stages • Support from champions improves success chances [email protected]
Teams
• Diverse teams have broader knowledge base, and ensures access to more information sources • Including customer and suppliers improves fit with customer needs, and can reduce costs • Must match team structure to coordination and communication needs or project • Platform and breakthrough projects require powerful project managers (heavyweight teams) [email protected]
Team structures
Tools
• Use of appropriate tools can greatly speed up product development and maximize fit • Stage-gate processes • Quality Function Design (QFD) • Design rules (DFM) • CAD, CAM, CASE, MDA [email protected]
3. PD decisions
• • Product development decisions • Made within a development project (knowledge) Concept development • Setting up a development project (infrastructure) Product strategy and planning Supply chain design Product design • Product development organization • Project management • • Performance testing and validation Production ramp-up and launch [email protected]
Clustering of decisions
Product target values of attributes values of key design parameters physical form and industrial design core product concept desired variants of products assembly precedence relations product architecture configuration of supply chain Architecture [email protected]
Portfolio which opportunities to pursue sharing of assets across platforms who designs components who produces/ assembles product
4. Innovation portfolios
• Integration among three innovation portfolios [email protected]
Three portfolios
Technology capabilities Purpose is to identify emerging capabilities to consider in product portfolio; technology capabilities may also be developed in response to gaps in desired product portfolio Product creation projects Needs to comprise a mix of breakthrough products, major upgrades, and line extensions; diversity reduces impact of failure of any individual product creation project Products or services Requires constant upgrades (major new products, minor improvements) to differentiate offer from competitors and keep customers interested; common product architecture [email protected]
Integrating innovation portfolios
Linkages among portfolios
Technology capabilities Product creation projects Products or services Technology capabilities Context of use Product creation projects Technology demonstrators Products or services Technology roadmaps Disciplined process Gaps in capabilities Platform architecture [email protected]
5. Integrated PD
• IPD is a managerial approach for improving new product development performance (eg time) – Overlap of stages – Interaction of activities • IPD characteristics – Process (eg integrated tools) – Product definitions (eg incremental projects) – Organizational context (eg low task specialization) – Teaming (eg cross-functional teams) [email protected]
Meta-analysis
• Combines results from different studies Characteristic Overlap and interaction Integrated tools Incremental project definition Broadening tasks Cross-functional teams Team leader power Time X X X ?
X X Goal failure X X X [email protected]
Future research on IPD
Hierarchy of teams Development of complex products require teams for major subsystems: must coordinate between teams; need for inter-team reward systems Portfolio of projects over time Must coordinate between projects that may partially overlap in time: multiple generations of a product, as well as knowledge transfer between products (component reuse) Strategic alliances Development of projects jointly with other companies: must coordinate departments in different companies; economies of scale (broad overlap), co-specialization (narrow) [email protected]