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Study Logic – A powerful tool to manage Innovative Product Development

Template Innovation Day presentationCONFIDENTIAL

STUDY LOGIC – A POWERFUL TOOL TO MANAGE INNOVATIVE PRODUCT DEVELOPMENT

Rudy Van RaemdonckCoordinator [email protected]

METHODOLOGIES & TOOLS


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CONTENT

Challenges of Innovative Product Development

The challenge of the challenges

What is a study logic?

How to design a study logic?

Conclusions


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INNOVATIVE PRODUCT DEVELOPMENTWhat challenges lie ahead of you?


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CREATE ADDED VALUE

Added Value

Feasible

Utility

UseableDesirable

Allowable


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IT’S ALL NEW!

Innovative Product

Technology

Application

Service

Users

Market

Business Model


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FROM ‘ACCIDENTAL’ INNOVATION ...

1906

Will Keith Kellog (1860 – 1951)


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... TO MASTERING INNOVATION-ON-DEMAND!

2015

What will be your approach?Your company


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DEALING WITH THESE CHALLENGES IS A CHALLENGE ON IT’S OWN!


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THE PROBLEM WITH ‘FORMAL’ APPROACHES

• Ridgid

• Sequential (finish one step before starting the next one)

• Little room for learning or experimenting

• Assumes requirements and specifications can be formulated up front

• Specifications are frozen in an early stage

• Are very technically oriented

ESA project management approach (ecss-m-30B)

V-model approach

Formal approaches are less compatible with the unknowns and uncertainties at the start of an Innovative Product Development


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THE PROBLEM WITH ‘AGILE’ APPROACHES

Agile methods do not guarantee that the most important risks are tackled first

• Less controlled process

• Output driven tends to develop the ‘easy’ features first (deliver fast and regularly)

• No explicit risk management

However they are

• More user centric

• Promoting regular feedback


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WHAT ARE THE REAL CHALLENGES?• Innovation is about creating added value

• User is your judge• Technology is the enabler• Business is the interest

• Innovation is a learning process • Efficient innovation is about efficient learning• Late learning is in efficient (re-work) and costly• Reverse the learning curve

• Solution space reduces throughout the innovation process

TECHNOLOGYFEASIBLE

PEOPLEDESIRABLE

BUSINESSVIABLE

THESWEET SPOT

Innovation as a value creation and risk (uncertainties) mitigation process.


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STUDY LOGICHow to design a process to create value and mitigate risk?


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HOW DOES A STANDARD INNOVATION PROCESS LOOKS LIKE?

The gated innovation funnel

Front End of Innovation

• Opportunity Identification

• Idea management

New Product Development

• Design Strategy• Applied Technology• Product Design

New Product Introduction

• Design for X• Industrialization• Alpha Products

FEI NPD NPI


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THE NEED FOR A HIGHER LEVEL OF APPROACH

“If you do what you have always done,you will get what you have always gotten.”

Henry Ford (1863 – 1947)

Applying a standard approachwill always produce the same type

of solution and is unable to deal with the variability of Innovative

Product Development requirements


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WHAT HAPPENS ESSENTIALLY IN A DESIGN PROCESS?

DIVERGENT THINKING(create options)

• Analytical • Systematic• Multi-disciplinary• Tool:

Brainstorming• Output: Options

The Innovation dilemma: The more you diverge the more options you have to the solution but the more complex the convergence becomes.

CONVERGENT THINKING(evaluate options)

• Synthetically • Intuitive• Inter-disciplinary• Tool: Morphological map• Output: integrated

concepts


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FROM A GATED FUNNEL TOWARDS A FYKE

The Innovation Process is not a linear process but rather has an iterative nature.

FEI NPD NPI


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WHAT IS A STUDY LOGIC?

• A generic methodology: the design of a design process.• To come to a project specific plan• Determining the number of iterations needed to develop the product

• Specifying both what the inputs and the outputs of each iteration step are

• Based on a holistic risk assessment• Mapped on the Innovation Process (FEI/NPD/NPI)


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IN OTHER WORDS ...

• A study logic is not an alternative approach to rigid or agile approaches

• A study logic is a preparatory action for your project management

• A study logic takes into account both the knowns (inputs)and the unknowns (risks)

• A study logic is business oriented, technology enabled and user driven

• A study logic is context sensitive

A Study logic leads to a project specific approach enabling Innovative Product Development

Study logicIdea or problem Project Plan Action Plan


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STUDY LOGIC METHODOLOGYHow to design a study logic?


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WHERE TO START?

• Possible search fields for the definition of a product• Starting from an existing product• Starting from the company competences and assets • Starting from the market and the user

• This will result in a bunch of• Features• Ideas• Vague concepts

• How to evaluate this from the user point of view?

To do so it can help to make a quick design:Being a first intuitive guess as basis for a multidisciplinary analysis / review

But: Throw it away afterwards!


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STEP 1 – DETERMINE DEVELOPMENT ITEMS

Product PropertiesSpecifications

• List all product properties from the product brief or the quick design

• Check completeness based on a multi disciplinary analysis.

• Check coherence

• Split properties list

• Specification = Property with known implementation

• Development item = Property with unknown implementation or with several implementation options

Development Items

List of Development Items


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STEP 2 – PRIORITIZE DEVELOPMENT ITEMS

PrioritizePrimary dev. items

• Risk based• Technical

• Human

• Economic

• Related to Added Value

• Taking into account interdependencies

• Primary Development Item = Property with unknown solution that directly contributes to the added value of the product

• Secondary Development Item = Property with unknown solution that determines the boundary conditions

Secondary dev. items

Prioritized Development ItemsList of Development Items


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Systemdesign

Conceptdesign

Detaileddesign

STEP 3 – DETERMINE NUMBER OF ITERATIONS

• Deal with Primary Development Items

• Prioritized

• Tool: morphological map

• Output: one or more coherent principle solutions

• Deal with Secondary Development Items

• Within boundaries of System Design

• Prioritized

• Resolve conflicts

• Output: consistent product concept

• Deal with specifications

• Within boundaries of Concept design

• Detailed design of chosen product concept/specification

• Behold for added value erosion during detailed design

Primary Development Items


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STEP 3 – MAP UPON THE FYKE PROCESS

Systemdesign

Conceptdesign

Detaileddesign

Initial product properties

Gate Gate

FEI/NPD/NPI


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• The number of iterations depends on the nature of the risks• Give priority to the primary development items (in one or more

iterations), based on the dependencies

• Defining too few iterations will not provide the desired result• Defining too many iterations will make the approach less efficient

• Determine an appropriate ‘rate of convergence’• If too many risks: converge sooner, define more iterations• Converging too soon/too fast will lead to less innovative solution

• Successrate is determined by the number and the diversity of the options

STEP 3 – DETERMINE NUMBER OF ITERATIONS


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STEP 3 – DEFINE THE GATES

GATE KEEPER• Go/No Go decision for next stage• Integrated decision• Based on verified data

(simulation/review/test)• Based on a consistent product

concept• In collaboration with all stake-holders• Tool : Trade-off table

Gate


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STEP 4 – DETERMINE INPUTS AND OUTPUTS AT THE GATE

INPUTS

• Outputs of previous stage

• Check if context changed

OUTPUTS

• Retained viable product concept(s)

• Retained options• Go/No Go decision• WBS (spanning all

iterations)

GateGate


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STUDY LOGIC METHODOLOGY OVERVIEW

Quick designList

Development Items

Prioritize Development

Items

Determine # of iterations

Determine inputs and outputs per

iteration

Functional diagramProblem breakdown

Specifications (no risk)Development items (risk)

Primary development itemsSecondary development items

Custom staged gated process

# iteration cycles Work Breakdown Structure


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WHAT’S NEXT ...

Study Logic Project Plan Action Plan

• Stage gated approach

• Work breakdown structure

• Risk based

• Focused on creating Added Value

• Milestones

• Deliverables

• Tasks & dependencies

• Timing

• Buffers

• Approach (formal, agile, hybrid)

• Resources

• Responsibilities

• Project management

• Team management


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CONCLUSIONSWhat to take with you …


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1. An innovation project plan requires a study logic that plans to solve the biggest risks for not resulting in a value add product at the moment there’s enough solution space.

2. As a consequence each project is different3. The right multi-disciplinary risk analysis is crucial

and can change throughout the project, based on external factors.

4. Once the study logic is defined you can implement your standard project management methodologies / tools.

Note: This design & management approach can be used for any complex, multi-facetted (wicked) problem in business or society.

CONCLUSIONS


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STUDY LOGIC ATTITUDES

• Think continuous improvement • Think in function of Added Value creation• Manage risks in a holistic way• Plan front loaded (reverse learning curve)• Organize staged gated process• Integrate FEI/NPD/NPI• Think divergent/convergent• Manage options• Work multi-disciplinary• Work pragmatic and output driven• Apply visual communication


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