Transcript Managing Innovation

Concept Testing Plans
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Cognitive Walkthrough is a non human subject evaluation method.
Wizard of Oz requires a task as in think aloud. The main
difference is that Wizard of Oz does not require a working
(functional) prototype. You the “wizard” supplant the functionality.
Coding scheme for think aloud should develop codes to quantify
the information you want to know about the prototype.
Timing people directly on cognitive tasks such as interpretation is
problematic. Better to examine how they interpret data. No one
likes to be timed. If they know they’re being timed, they may also
throw the test.
Proof read! A sure fire way to get low marks on your final
submission is to leave lots of typographical, grammatical,
punctuation, formatting, and other manuscript errors. If I cannot
get past your spelling & grammar, I won’t understand your
content!
Final Submission (1)
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The design brief – A statement of what you
designed
The technical memo – A complete technical
description of the artefact at the level of detail
required to realise the artefact
The design – Models, diagrams, simulations, …
An evaluation of the design – A rigorous, truthful
and credible analysis that the artefact satisfies
the design goals as stated in the design brief
Five page essay / critique on ambient intelligence
& situated awareness
Final Submission (2)
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The technical memo consists of
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Your design brief (e.g., project description, user needs,
functional requirements, technical specifications)
Your concept evaluation plan
Results and analysis of concept evaluation
Your technical specifications may consist of
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Parts list (e.g., RFID tag, RFID reader)
Database design (data definition and data manipulation
statements, ER diagram)
XML (XML, XSL/T, XSD)
Information flows diagram
Product models
Any technical details not included or obviated in one of
your prototypes
Final Submission (3)
Your video / animation
 Your poster
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A1
Design process and “advertisement” for your
project
Submit everything to DROPBOX
Managing New Product
Development
Andy Dong
New Product Development System
Managed by Management
Timeline
Driven by
Strategy and
Planning
Functions and Resources
Product Development
Process
1
2
3
4
5
Leader
Matls.
Mktg.
Ops
Supported by
Information Technology
Product
Team Quality
Sponsor
Eng.
Executed by a Team
Driven by Strategy and Planning
Strategy and Planning Process and
Tools
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Identify opportunities (client/user needs)
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Evaluate and prioritize projects
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Market research, including qualitative (e.g., implicit needs)
Brainstorming
Project screening (strategic fit, technology feasibility, market
fit, cost, organizational capability)
Product platform and family planning, product architecture
(modular vs. integral)
Product portfolio management (extent of product change vs.
extent of process change)
Allocate resources and plan timing
Launch product development process with clear mission
statement
from the Other Approaches in a Set of Product
Screens
Strategy Screen for Fit
with:
Target market segments
Brand priorities
Competitive position
Product platform strategy
Customer lifecycle
management
Market Acceptance
Screen for fit with:
Target customer set
Brand image
Channel priorities
Candidate Projects
Advanced development
Breakthrough
Extensions or derivatives
Product improvements
Technical Feasibility Screen:
Technology strategy fit?
Technology exist?
Technology work?
Manufacturing process?
Supplier capabilities?
Product
Portfolio
Plan
Economic Return:
Risk assessment
Capital requirements
Engineering resource requirements
Portfolio Planning Must Also Comprehend and
Balance Workload and Resource Availability
Phase 2
Development
Phase 1
Definition
Phase 3
Maturity
Phase 4
Qualification
Phase 5
Ramp-up
Need clear visibility to
resource constraints
Q1
Q2
Q3
Q4
Engineering
Q1
Q2
Q3
Q4
Manufacturing
Q1
Q2
Q3
Q4
Sales/Marketing
Q1
Q2
Q3
Capital
Q4
The Output Is a Product Portfolio Map That Shows Where the
Company Intends to Invest Its R&D Money
More
Product Change
Less
New Core
Product
More
Process Change
New
Core
Process
Next
Generation
Process
Single
Department
Upgrade
Incremental
Upgrade
Next
Generation
Product
Addition to
Product
Family
Derivatives
and Enhancements
Breakthrough
projects
Platform projects
Derivative
projects
Less
Wheelwright and Clark
Steps to Developing An Aggregate Project
Plan
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Define project types as breakthrough, platform, derivative, R&D
or partnered projects
Identify existing projects and classify by project type
Estimate the average time and resources needed for each project
type based on past experience
Identify existing resource capacity
Determine the desired mix of projects
Estimate the number of projects that existing resources can
support
Decide which specific projects to pursue
Work to improve development capabilities
A Mission Statement Is One Output of the
Planning Process
Brief, one sentence, product description
focuses on key customer benefit of the
product.
 Key business goals, e.g., for time, cost,
quality
 Target market(s)
 Assumptions and constraints
 Stakeholders
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Managed by Management
NPD Are Organized by a “StageGate” Process
All describe fundamentally the same steps
 All entail review points between stages at
which management examines progress
and may stop or redirect the project
 Generally are the starting point for
formalizing NPD processes
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Typical Stage-Gate Model
Define Products
Design Products and Processes
Phase 2:
Phase 3:
Phase 0: Phase 1:
Phase 4:
Idea
Conceptual Specifica Prototype
Manufact
tion and
production uring
Validation Design
design
and testing ramp-up
Gate 0:
Launch
the
project
Gate 1:
Gate 2:
Approve
Release
project
design
implementation
Gate 3:
Begin
volume
manufacturing
Functions of Stage-Gate Model
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Achieving discipline and consistency
Identifying and reducing risk
Allocating resources
Achieving “loose” control
Empowering the team
Resolving design problems
Smoothly shifting from development to volume
manufacturing
Management reviews include both milestone-based phase
reviews and periodic roadmap reviews
Time-Based View of Product Development Roles
Q1
2
Calendar-Driven
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Q2
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Q3
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Q4
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Group
Portfolio
Team (GPT)
Roadmap
Working
Group
Continuously develops and updates product and technology roadmaps
Milestone-Based
Business
Portfolio
Team (BPT)
Product
Team 1
Product
Team 2
Definition
Definition
Development
Maturity
Development
Qualification
Ramp-up
Maturity
Gates Are Critical Review Points
To make “go/kill” decisions
 To make prioritization decisions
 To serve as a quality control check in the
process
 To chart the path forward
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Phase Reviews Address the Right
Questions at the Right Time
Phase Review: 1
Definition
Key Questions
Phase Objectives
• Validate
requirements
• Specify the
product and
high-level
design
• Fully plan the
project
Are the requirements
correct, and do we
have an integrated
plan to deliver the
product?
Go/
No-go
2
Development
Go/
No-go
3
Maturity
• Design and
develop the
product
• Mature and
verify the
product
• Develop the
production
process
• Implement the
production
process
• Develop the
tests required
to validate the
product
• Prepare for
market
introduction
Is the design proven,
and are we ready
to start limited
production?
Does the product
meet requirements,
and is it ready for
customer
qualification?
Go/
No-go
4
Qualification
Go/
No-go
5
Ramp-up
• Fully qualify
the product
• Ramp-up
production
• Qualify the
production
process
• Achieve
stable
operations
• Begin market
introduction
• Capture
project
learnings
Do qualification
results and
market introduction
preparations
demonstrate launch
readiness?
Have operational
stability and quality/
reliability objectives
been achieved?
Executed by a Team
Cross-Functional Product Development Teams Are the
Cornerstone of Successful NPD Organizations.
Team Leader
Marketing
Own/drive the NPD
project as a team
Sponsor
Core
Team
Quality
Assurance
Supply
Chain
Engineering
Ensure that the
product is delivered
on time, within
budget, with agreedupon features
Production
Must be kept lean
Explicit Attention Is Given to
Team Development
Final delivery and celebration
Staff rating
Peer review
Peer review
Team check-in
Celebrations
Celebrations
Team Kick-off
Goals
Roles
Procedures
Relationships
Team Development
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Timeline
Compensation Is Tied to Team
Performance
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Rewarded for results, not merely
phase or program completion
Rated as a team at end of each phase
Conduct peer reviews against team
membership metrics
Extended team bonus is voted by the
members of the core team.
Product Development
Process
Product Development Process:
Generic
1
Planning
Concept
Development
SystemLevel
Design
Detailed
Design
2
Testing
And
Refinement
3
4
5
Production
Ramp-up
Uncertain Environments Require More Flexible
Product Development Processes
Concept Development
Implementation
Concept Development
Implementation
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Overlapped activities
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Continuous interaction with users through
rapid prototype iterations Technical Possibilities
Prototyping Cycles
Customer Preferences
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Dynamic organization structures
Development support tools
Product Development Process:
Detailed View
Identify
Customer
needs
Establish
Target
Specifications
Generate
Product
Concepts
Select
Product
Concepts
Test
Product
Concepts
Set
Final
Specifications
Plan
Downstream
Development
Product Development Process:
Detailed View
Identify
Customer
needs
Establish
Target
Specifications
•Gather raw data from customers
•Interpret the raw data as customer needs
•Organize the needs into a hierarchy
•Establish the relative importance of needs
Generate
Product
Concepts
Empathic design
Observation
Interviews
Lead user research
Character creation
Scenario development
Select
Product
Concepts
Test
Product
Concepts
Set
Final
Specifications
Plan
Downstream
Development
Product Development Process:
Detailed View
Identify
Customer
needs
Establish
Target
Specifications
•Must haves
•Linear satisfiers
•Delighters
•Neutral
•Prepare list of metrics reflecting user needs
•Collect competitive benchmarking information
•Set ideal and marginally acceptable target
values for each metric
Generate
Product
Concepts
Select
Product
Concepts
Test
Product
Concepts
Set
Final
Specifications
Plan
Downstream
Development
Product Development Process:
Detailed View
Identify
Customer
needs
Establish
Target
Specifications
Loosening up exercises
Ball toss
Alphabet list
Brainstorming
Affinity diagram
Skits/improvisation
“Tech” Box
•Clarify the problem
•Search externally
•Search internally
•Explore systematically
Generate
Product
Concepts
Select
Product
Concepts
Test
Product
Concepts
A Tool: Theory of
Inventive
Problem Solving
(TRIZ)
Set
Final
Specifications
Plan
Downstream
Development
Product Development Process:
Detailed View
Identify
Customer
needs
Establish
Target
Specifications
•Prepare selection matrix
•Rate the concepts
•Rank the concepts
•Combine and improve the concepts
•Select one or more concepts
Generate
Product
Concepts
Select
Product
Concepts
Test
Product
Concepts
Tools:
House of Quality or QFD
Pugh Concept
Selection Method
Set
Final
Specifications
Benefit measurement models
Market research models
Economic models
Portfolio management models
Plan
Downstream
Development
Product Development Process:
Detailed View
Identify
Customer
needs
Establish
Target
Specifications
Generate
Product
Concepts
Taguchi Design of Experiments
Case: Team New Zealand
Prototyping (small, full scale)
Simulation
Experience
Select
Product
Concepts
•Define purpose of concept test
•Choose a survey population
•Choose a survey format
•Communicate the concept
•Measure customer response
•Interpret the results
•Reflect on the process
Test
Product
Concepts
Set
Final
Specifications
Plan
Downstream
Development
Prototyping
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Types of prototypes
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Physical (e.g., small-scale mock-up) vs. analytical
(e.g., equation, finite element model)
Comprehensive vs. focused (e.g., looks-like,
functions-like)
Prototype uses
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Learning
Communication
Integration
Milestones
Planning for Prototypes
Define the purpose of the prototype
 Establish the level of approximation of the
prototype
 Outline an experimental plan
 Create a schedule for procurement,
construction and test
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Supported by Information
Technology
The Stages of Product
Development IT Evolution
Percent
Of companies
At each level
eDesign
Collaborative
Product Commerce
5%
Design Chain
Integration
Extra-Enterprise
Design/Supply Chain
Integration
10%
Enterprise Product Data
Management
Intra-Enterprise
Product Development
50%
Engineering IT Infrastructure
Engineering Data
Management
35%
Accenture, Inc.
IT Infrastructure
Specialty Tools
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The key to this
stage is
controlling your
IT infrastructure
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Consistent
data
management
Release
processes
Specialized
(simulation accelerators, prototyping equipment, test
equipment, etc.)
Design and Modeling
(CASE, MCAD, ECAD, etc.)
Engineering Productivity and
Communication
(project management, PDM, virtual collaboration, etc.)
Engineering Business Applications:
(finance/accounting, portfolio management, contract
management, HRM, etc.)
Foundation Infrastructure
(network and computing infrastructure, integration,
messaging, security, etc.)
General
Accenture, Inc.
New Product Development
System
Managed by Management
Timeline
Driven by
Strategy and
Planning
Functions and Resources
Product Development
Process
1
2
3
4
5
Leader
Matls.
Mktg.
Ops
Supported by
Information Technology
Product
Team Quality
Sponsor
Eng.
Executed by a Team
Designing
Should be fun but is also hard work.
 The best designers consistently come up
with ideas AND realise those ideas.
 “Genius is one percent inspiration, ninetynine percent perspiration.”
 Design is a process. Successful companies
coach and monitor the process (design) to
stimulate innovation without squashing
creativity to ensure consistent, repeatable
and (economically) successful outcomes.
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