7 mistakes to avoid when integrating npd processes

7 MISTAKES TO AVOID When Integrating New Product

Development Processes

© 2014 Planview, Inc. | 2 | Confidential

Best practices have revealed that

NPD processes are often

advanced and the sub processes

integrated as a planned

organizational directive.


Best practices have revealed that

NPD processes are often

advanced and the sub processes

integrated as a planned

organizational directive.

However, if the implementation is not well

planned and committed to holistically,

they tend to face challenges across the

business and at various points of the NPD

lifecycle. With a well-advised approach,

the implementation can have profound

impact and common mistakes can be

avoided or corrected.


MISTAKE #1

Failure to recognize the front end has different sub

processes with different mindsets and orientations


MISTAKE #1



While it serves no good to roll

these processes into one

monolithic approach, many

companies do.


MISTAKE #1



RECOMMENDATION:

Instead, together, these

processes must

complement one another.

While it serves no good to roll

these processes into one

monolithic approach, many

companies do.

GET THE FULL RECOMMENDATION: Planview.com/7mistakes


MISTAKE #2

Lack of recognition that product line roadmapping

does more than just lay out the path for the product

line


MISTAKE #2



line

Product line roadmapping

does not need to generate the

final concept, but define the

desirable targets for innovation


MISTAKE #2



line

RECOMMENDATION:

Ensure that your product

line roadmapping process

produces Product

Innovation Charters

(PICs) – as well as

thought-out set of new

innovation targets

Product line roadmapping

does not need to generate the

final concept, but define the

desirable targets for innovation



MISTAKE #3

Creating a product-line strategy apart from a

strong “leverage-ability” platform


MISTAKE #3


strong accessible platform

Unfortunately for

many businesses,

organizational

inertia seems to

push activities

along with only

indirect

consideration of

in-market

consequences and

competitive

reactions.


MISTAKE #3


strong accessible platform

RECOMMENDATION:

The first task of product-line strategizing is

to determine what platforms exist and

whether these platforms actually provide

sufficient leverage to win against

competitors.

Unfortunately for

many businesses,

organizational

inertia seems to

push activities

along with only

indirect

consideration of

in-market

consequences and

competitive

reactions.



MISTAKE #4

Employing creative thinking only in concept

generation and leaving it out of the product-line

strategizing, roadmapping, and staged development


MISTAKE #4




A common mistake is to deemphasize

creativity and over emphasize

analytics and analytical thinking.


MISTAKE #4




RECOMMENDATION:

Space, time, and

resources need to be

carved out for such

creative exploration.

A common mistake is to deemphasize

creativity and over emphasize

analytics and analytical thinking.



MISTAKE #5

Not recognizing the advantage and need for information

system support for each process, and integrating these

systems to make the processes seamless


MISTAKE #5




Organizations fail to

understand what is

underway and the state of

each project. A manual

approach creates a very

steep slope for advancing

capabilities.


MISTAKE #5




RECOMMENDATION:

Start out by laying out the

primary objects across the

full architecture, their

primary characteristic /

fields, and how they relate

to one another and to the

underlying processes.

Organizations fail to

understand what is

underway and the state of

each project. A manual

approach creates a very

steep slope for advancing

capabilities.



MISTAKE #6

Using process-myopic metrics such as time-to-

market, where the begin time and end time all take

place within a single sub process


MISTAKE #6




While a key tenant to KPIs is to keep

it simple, a mistake is made if the

approach to “keeping it simple” is to

silo them within a sub process and/or

resist extending them to incorporate

a newly introduced sub process.


MISTAKE #6




RECOMMENDATION:

Speed, strategic impact

and resource use

efficiency measures

metrics should cut

across all processes in

the full architecture.

While a key tenant to KPIs is to keep

it simple, a mistake is made if the

approach to “keeping it simple” is to

silo them within a sub process and/or

resist extending them to incorporate

a newly introduced sub process.



MISTAKE #7

Limiting who is involved in sub process implementation


MISTAKE #7


Assigning a process to

one person with sole

responsibility is a

mistake.


MISTAKE #7


RECOMMENDATION:

Involve all people who use any

one of the relevant processes

work flows, decision flows and

information/data flows.

Assigning a process to

one person with sole

responsibility is a

mistake.



Download the Full White Paper

7 Mistakes to Avoid When Integrating NPD Processes

Planview.com/7mistakes

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Webcast

The Engineer & The Evangelist:

2 Views on 4 Keys to Integrating

a Winning NPD Process

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7 mistakes to avoid when integrating npd processes

Technology

information

manual approach

planned organizational

product line

organizational

line strategy

line strategizing

full recommendation