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The Product Creation Processby Gerrit Muller University of South-Eastern Norway-NISE
e-mail: gaudisite@gmail.comwww.gaudisite.nl
Abstract
The Product Creation Process is described in its context. A phased model forProduct Creation is shown. Many organizations use a phased model as blueprintfor the way of working. The operational organization of the product creationprocess is discussed, especially the role of the operational leader.
Distribution
This article or presentation is written as part of the Gaudí project. The Gaudí projectphilosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by anopen creation process. This document is published as intermediate or nearly mature versionto get feedback. Further distribution is allowed as long as the document remains completeand unchanged.
September 9, 2018status: conceptversion: 2.2
needs
design
verification
engineering
core information
in draft50%
most information
available in
concept
information is stable
enough to use
heavier change control
Legend:
specification
preparing or updating workfull under development
0.
feasibility
1.
definition
2.
system
design
3.
engineering
4.
integration
& test
5.
field
monitoring
The Product Creation Process in Business Context
Customer
Customer Oriented Process$$material
sales logisticsproduction servicepresales
Product Creation Process
Policy and
Planning Process
People and Technology Management Process
Bu
sin
ess
Dri
vers
Cu
sto
mer
Ro
adm
ap
Bu
dge
t, p
lan
Pro
du
ctro
adm
ap
Tech
no
logy
, Pro
cess
and
Peo
ple
ro
adm
aps
Bu
dge
ts
Peo
ple
Tech
no
logy
Pro
cess
Req
uir
emen
ts a
nd
Fe
edb
ack
Tech
nic
al P
rod
uct
D
ocu
men
tati
on
Pro
du
ct r
elat
ed
pro
cess
es
Peo
ple
Tech
no
logy
Pro
cess
Info
rmat
ion
Ord
er
Pro
du
ct
$$
Sup
po
rt
Pro
du
ct R
equ
irem
ents
and
fee
db
ack
The Product Creation Process2 Gerrit Muller
version: 2.2September 9, 2018
PCPcontext
Phasing of the PCP at Business Level
0.
feasibility
1.
definition
2.
system
design
3.
engineering
4.
integration
& test
5.
field
monitoring
sales
logistics
production
service
development & engineering: marketing, project management, design
The Product Creation Process3 Gerrit Muller
version: 2.2September 9, 2018
PCPbusinessPhases
Phasing the Design Control Process
needs
design
verification
engineering
core information
in draft50%
most information
available in
concept
information is stable
enough to use
heavier change control
Legend:
specification
preparing or updating workfull under development
0.
feasibility
1.
definition
2.
system
design
3.
engineering
4.
integration
& test
5.
field
monitoring
The Product Creation Process4 Gerrit Muller
version: 2.2September 9, 2018PCPdesignPhases
Advantages and Disadvantages of a Phased Process
benefits
blueprint: how to work
reuse of experience
employees know what and when
reference for management
disadvantages
following blueprint blindly
too bureaucratic
transitions treated black and white
The Product Creation Process5 Gerrit Muller
version: 2.2September 9, 2018
PCPphasesProsAndCons
Characteristics of a Phase Model
needs
design
verification
engineering
specification
0.
feasibility
1.
definition
2.
system
design
3.
engineering
4.
integration
& test
5.
field
monitoring
phase transitions
check points
co
ncu
rre
ncy
iteration
order
long-lead
items
order
high-cost
items
product
announcement
large impact
decisions
The Product Creation Process6 Gerrit Muller
version: 2.2September 9, 2018PCPcharacteristics
Decisions and Phase Transitions
Define a minimal set of large-impact decisions.
Define the mandatory and supporting information required
for the decision.
Schedule a decision after the appropriate phase transition.
Decide explicitly.
Communicate the decision clearly and widely.
The Product Creation Process7 Gerrit Muller
version: 2.2September 9, 2018
PCPdecisions
Evolutionary PCP model
requirements
specification
designbuild
test and
evaluate
2% of budget (EVO)
2 weeks (XP)
up to 2 months
per cyclus
The Product Creation Process8 Gerrit Muller
version: 2.2September 9, 2018
PCPspiral
Decomposition of the Product Creation Process
Product Creation Process
Operational
Management
Design
ControlMarketing
specification
budget
time
technical profitability
saleability
needs
specification
design
engineering
what is needed
what will be realized
how to realize
how to produce
and to maintain
customer input
customer expectations
market introduction
introduction at customer
feedback
product pricing
commercial structureplanning
progress control
resource
management
risk management
project log
verification
meeting specs
following design
The Product Creation Process9 Gerrit Muller
version: 2.2September 9, 2018PCPdecomposition
Operational Organization of the PCP
subsystem
singleproduct
productfamily
entireportfolio
developersmodule
portfolio
operational
manager
family
operational
manager
(single product)
project
leader
subsystem
project
leader
operational
portfolio
architect
family
architect
product
architect
subsystem
architect
technical
portfolio
marketing
manager
family
marketing
manager
product
manager
commercial
The Product Creation Process10 Gerrit Muller
version: 2.2September 9, 2018
PCPoperationalOrganization
Prime Responsibilities of the Operational Leader
Resources Time
Specification
Quality
The Product Creation Process11 Gerrit Muller
version: 2.2September 9, 2018
PCPoperationalTriangle
The Rules of the Operational Game
assess risks
determine feasibility
define project
update projectspecification, resources, time
business management project leader
accept or reject
execute project
within normal
quality rules
accept
The Product Creation Process12 Gerrit Muller
version: 2.2September 9, 2018
PCPoperationalGame
Operational Teams
Operational Leader
(project leader)
Operational Support
(project manager)
Marketing or
Product Manager
Architect
Application
Manager
Test Engineer
Service Manufacturing
LogisticsSales
Manager Quality
Assurance
Requirements
AnalystSubsystem
Operational
Leaders
Subsystem
ArchitectsTechnology-
Specific
Architects
Development
support
The Product Creation Process13 Gerrit Muller
version: 2.2September 9, 2018
PCPconcentricTeams
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