The Product Development Cycle in Todays Manufacturing

1. 2. 3. 4. 5. OVERVIEW Explain the product development cycle Define project management processes Relate #1 and #2 Discuss the tasks behind each process Suggest simple communication tools Bob Carson March 11, 2004
Product Development Cycle and Project Management Process

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Expected Outcomes


Individuals will understand:

product development in todays industry  processes of project management  value of simple communication


Individuals will recognize the value of effective project management skills in todays product development cycle

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Product Development Cycle and Project Management Process

Common Definitions


Product Development Cycle: the period of time Cycle: needed to complete the set of events that develops an idea into a quality product Process: Process: the ordered set of events required to achieve a quality result and ensure robust, repeatable results Project: Project: the organization of the team s commitment to deliver a product Project Management: the control of team Management: behaviors across the Product Development Cycle
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Motivation
Engineers should learn about todays development practices An engineers skill set should parallel industrys expectations Efficient individuals develop effective project management skills
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Phases of the Product Development Cycle

     

Phase 0 - Generate Idea Phase 1 - Plan Phase 2 - Develop Phase 3 - Validate Phase 4 - Qualify Phase 5 - Produce

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Product Development Cycle and Project Management Process

Product Development Phases

Phase Goal
0 Sell Ideas Generate many ideas Ideas into Proposal 1 Plan Develop Plan 2 Develop Advance idea to product 3 Validate 4 Qualify 5 Produce Robust process Release Product to Sell Quality Product Proof of Proof of specs build Test Proto units Build & Test Pilot units Working Product

Process Develop Main Initial Artifact Project Owner Project

Plan the Engineer work for Functional the Team Models Gantt Chart

Summary Core Champion Team

Working Solid Modules & System Prototypes Proto

Extended or Core Team Member

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Product Development Cycle and Project Management Process

Project Management Process Steps

1. 2. 3. 4.

Present an idea Plan the work Work the plan Learn from experiences

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Product Development Cycle and Project Management Process

Process Phase Relationship

Project Phase 0 Phase 1 Ideas Plan Mgmt Process Steps 1 Develop Ideas 2 3 4 Plan the work Work the Plan Learn from positive and negative events
Phase 2 Phase 3 Develop Validate Phase 4 Phase 5 Qualify Produce

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Product Development Cycle and Project Management Process

Process Step 1. Present an Idea Phase 0

Collect ideas Consider customers Know stakeholders Write proposal (Initial Project Summary)
QUICK

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Product Development Cycle and Project Management Process

Ideas come from Many Sources

Customer wants Customer needs Competitor products Competitor plans Marketing/sales logs Organizational strategies Society attitudes and opinions
Product Development Cycle and Project Management Process

STEP 1

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Consider All Customers

External customers buy products that provide the lifeblood for the organization Internal customers have objectives linked to products that meet organizational goals Business partners help develop products to further everyone s organizational goals Carefully consider each customer need
STEP 1 Product Development Cycle and Project Management Process 11

Know all Stakeholder Agendas

Understand all external customer plans Check alignment of the idea with the current organizational strategies Solicit input from all internal customers and provide continuous feedback Uncover any hidden agendas through open conversations and discussions
STEP 1 Product Development Cycle and Project Management Process 12

Develop the Initial Project Summary (IPS)

       Goal Product Roadmap Key Selling Points Key Customers Proposed Team Business Case Recommendation to decision-makers decisionProduct Development Cycle and Project Management Process

Quick

STEP 1

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Process Step 2. Plan the work Phase 1

Incorporate new organizational input Select the team Identify tasks Link deliverables to milestones Anticipate showstoppers Define tradeoffs Freeze the plan
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Consider new input

DecisionDecision-makers typically set direction for the project at the Phase 0 exit review (quality, performance, schedule and cost) Meld those inputs into the IPS as you develop the project plan Oversight or ignoring organizational direction can be costly down the road

STEP 2

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Select the teams

The core team may include 8 members The extended team contains as many members as needed to complete the work BUT time, humans and money are never infinite resources CORE TEAM
Research Quality Hardware Software Mechanical Manufacturing Marketing/Sales Finance

STEP 2

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Identify the tasks

Break down the work into tasks for each project phase Assign owners Assign proposed due dates Set milestones and review dates Iterate to a potential plan

STEP 2

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Link deliverables
Match deliverables to milestones by phase. Plan for deliverables that are not tied to key milestones. What are some examples of key deliverables?

STEP 2

New parts or components Module prototypes System prototypes Marketing collateral New test equipment and rework systems New manufacturing equipment or machines
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Define tradeoffs
Showstoppers need defined before finalizing the plan Establish tradeoffs to give the team clear direction should known risks develop This task avoids wasted time later in the project. It shows the decision-makers a decisionteams due diligence to project success

STEP 2

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Freeze the plan

Establish reporting structure Define project metrics - QPSC Set firm values
Phase Schedules Cost Qualification date Production date Recommend a final plan for approval
STEP 2 Product Development Cycle and Project Management Process 20

Process Step 3. Work the plan Phases2Phases2-5

The team must report on progress and address any issues as the project unfolds. The concepts for Work the Plan include:
Commit and deliver to plan Monitor and report metrics with data Discuss obstacles and engage stakeholders Communicate change Recommit and deliver to change
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Commit and Deliver

Can do attitudes ensure project success

Cohesive teams produce a synergy

STEP 3

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Report routinely
Report project progress using data Communicate project status to all decisiondecisionmakers and stakeholders with Quality, Performance, Cost and Schedule metrics Suggest recommendations when negative data identifies a need for change. Never report a problem without a recommended solution

STEP 3

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Date: 11MAR04
GREEN RED Quality Performance Schedule Cost

Status Report: 04-123

Project Manager: Carson

Year-to-Date Project Figures

Project Start Date:10DEC04 Current Phase: Validation Original End Date: 2APR04 Current End Date: 27APR04 5MAY04
Start Date

Project Budget: $_____ % Under Budget _____

Expected $$ Overrun ___

Upcoming Activities UACT 1 UACT 2 UACT n Completed Activities CACT 1 CACT 2 CACT n

% Over Budget

_____

Completion Date

Team Member

Summary of current weeks activities Finalized the test fixtures for Proto3A Modified the test code for UL testing platform Modified test fixtures for Proto4A Build self locking fixturing for Mfg Qualification tests

Due Date 20MAR04 24MAR04 15MAR04 10MAR04

Action Owner

Status

Andersen

Green Green Green

RED
Due Date

Zeller Issue

Summary

Schedule Comments:

Beryllium Copper late in arriving due 12MAR

Will work OT on 13-14MAR

HILL

15MAR

Low risk item: Mfg Engr has high confidence that Production tests will still meet schedule

WEEKLY STATUS REPORT

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Discuss obstacles with stakeholders

Discuss the effects of any obstacle with every stakeholder and ensure understanding Engage all stakeholders to meet each ones needs. Over-communicate to ensure Overconcurrence with change plans Submit recommendations to decision-makers decisionand stakeholders. Welcome comments and feedback on any change plans
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Cost of Changes
Cost

1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0

$1,000,000

$500,000

$250,000 $50,000 $5,000 $500 Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

HYPOTHETICAL

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Communicate change
Never surprise anyone Over-communicate when change happens Over Ensure all decision-makers and stakeholders decisionagree with any new tasks or plan changes

STEP 3

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Recommit and Deliver

Change plans get the scrutiny of many Recognize there may be lots of emotion around any change in plans. Its the teams responsibility to plan accordingly Emphasize commitment and delivery to the change plan. It may be more important than achieving the original plan.
STEP 3 Product Development Cycle and Project Management Process 28

Process Step 4. Learn from experience Phases 0-5 0Professionals use well-documented wellevents to reinforce good behaviors and discourage bad ones.  Continuous improvement discipline demands everyone to learn from past experiences shed the bad and share the good.


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Learn from experience



Document events  Train the positive  Toss the negative  Teach your world

STEP 4

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Document events


Every project experiences both positive and negative events

Record all events using accurate data

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STEP 4

Toss the negative



Every event during a project is an opportunity for improvement. Eliminate these events from practice by modifying processes and work recurrence. instructions to prevent recurrence. Live the NMI discipline
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STEP 4

NMI Discipline


NameIt: NameIt: If a process is not defined the you do NOT know what to do MeasureIt: MeasureIt: You cannot measure a process unless you have defined it ImproveIt: ImproveIt: A process cannot be improved unless you can measure it
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STEP 4

Train the positive



Every event during a project is an opportunity for improvement. Incorporate these events into practice by modifying processes and work instructions to ensure recurrence. Live the NMI discipline
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STEP 4

Teach your organization



Both positive and negative experiences provide valuable insight to others.

Proactively share the Lessons Learned across the organization. Educate others of possible benefits in other areas of the organization.
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STEP 4

Conclusions
Process Phase 0 Phase 1 Ideas Plan Steps 1 Develop Ideas 2 3 4 Plan the work Work the Plan Learn from positive and negative events
Phase 2 Phase 3 Phase 4 Develop Validate Qualify Phase 5 Produce

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Product Development Cycle and Project Management Process

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