anpd tt m_overview_20141218
TRANSCRIPT
TtM Product SolutionsAccelerating New Product Development
Mike Henry
Time to Market
TtM Product Solutions Ltd
Tel: +44 1462 337461
Mob: +44 7802 323678
Achieving Faster Time to Market and Product Innovation
using:
Time Compression,
Concurrency,
Lean,
Agile,
Pipeline Management and other methods
“We accelerate growth”
ANPD Overview
© 2000 to 2015 TtM
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© 2000 to 2015 TtM
Contents
Principles and Practices of Accelerated New Product Development (NPD)
Framework of processes and tools for Time to Market Compression and Product
Innovation
New Product Development 'Time Black Holes'
Stage-Gate improved to introduce concurrency and tuned for shorter Time to
Market
Using customers and competitive products to stimulate Product Innovation and
improve Product Definition
'Fuzzy Front End' and the use of Product Portfolio Strategy
Lean, Agile and Jugaad (Ingenious improvised solutions) approaches for
accelerating NPD and Product Innovation
People aspects of NPD and relative Roles and Responsibilities
“We accelerate growth”
ANPD Overview
© 2000 to 2015 TtM
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© 2000 to 2015 TtM
Accelerating Product Development includes:
Time to Market Compression
While enabling Product Innovation (Disruptive,
Revolutionary and Evolutionary)
Balancing Time to Market with other Product and
Development Objectives needs to be analysed so that the
effect on Profit can be understood as exemplified by
Hewlett Packard (HP)
A New Product Development case study illustrates some
of the common reasons for accelerating Product
Development: Increased domestic and global competitive pressures.
Rapid technological changes.
Market demand – i.e. customers requiring new products
developed quickly.
A need to meet corporate growth objectives.
Shortening of product life cycles (a combined effect of rapid
technological changes, competitive activities and market
requirement changes).
Pressure from senior management to speed product development
A desire to be first in an emerging new market
and why delays occur
Why is Time to Market (TtM) and Product Innovation so important?
New Product Development (NPD) and 'Time Black Holes'
“We accelerate growth”
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Accelerating Time to Market without an appropriate level of
Product Innovation (Disruptive, Revolutionary and Evolutionary)
is not a great product strategy.
Different approaches for Product, Market and Technology
Innovation can be thought of in terms of:
Need seekers (e.g. Apple, HP)
Market readers (e.g. Samsung)
Technology drivers (e.g. Google)
Time to Market is not just the development time but as illustrated
'Time Black Holes‘ help to quantify and look for improvements.
Why is Time to Market (TtM) and Product Innovation so important?
New Product Development (NPD) and 'Time Black Holes'
“We accelerate growth”
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Generations of NPD Process
Generations of NPD Process refers to the evolution
over time of the processes and methods relating to
Product Design and Development; NPD Project
Pipeline Management and Product and other
Innovation. These include:
Functional management with or without project
management
Stage-Gate or Phase-Review with project
management
NPD Project Pipeline Management
Waterfall or V-Model for Software/ Solution/
System Design & Development
Lean Product Development (LPD)
Agile Software/ Product/ Solution Development
e.g. SCRUM
Jugaad Innovation (Ingenious improvised
solutions)
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Stage – Gate or Phase/Review Improvements
2a Serial: Stage - Gate Improved Management control
Linear – so more suited to Evolutionary/Incremental
Development rather than Revolutionary Innovation
× Often still functional/ department working
× Serial - Poor Time to Market× ‘One size fits all’
2b Parallel Phases and Decision Points with
Cross Functional Project Team Parallel/ Concurrent working and Project Management
Tools – Improved Time to Market
Potentially suited to Revolutionary Innovation
Project Management and Cross- Functional Working
Potential for PDP Pipeline Management× ‘One size fits all’
2c Overlapping PDP Projects with Pipeline
Management Parallel/ Concurrent working – Improved Time to Market
Technology Innovation can be done in parallel
PDP Pipeline Management
Improved Resource (People, Money , Facilities) and
Productivity Management× May need better Reward and Risk Management
Project Management
Tools
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2d ‘Tuned’ Serial or Parallel Models Model adjusted for the type of Product Development no
longer ‘One size fits all’
Improved Risk/ Resource Management
Improved Time to Market by simplifying process
Can deal with differing levels of Innovation
× Requires ‘mature’ management or else everything
becomes JFDI
2e ‘Tuned’ Models with Reward/Risk and
Pipeline Management Pipeline of ‘scaled’ product developments and other
projects
Improved Reward/Risk/Resource Management
Technology Innovation can be done in parallel and Risk
managed
Improved Time to Market by simplifying processes and
prioritising pipeline
× Requires ‘mature’ management or else everything
becomes JFDI and ‘high priority’
× Requires good Reward/Risk/Resource management tools
and skills
Stage – Gate or Phase/Review Improvements
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Idea
GenerationIdea
Qualification Idea
Prioritisation Idea
Finalisation
2f Models with ‘Idea Management’ at Front End Introduces a process to identify, filter and prioritise “Ideas” or
Requests or Opportunities to find the best possibilities for
Product Development
Improved Time to Market by reducing time taken at front end
and achieving consensus on priorities
× Sometimes has just been ‘bolted’ on to the front end of
product development to bring a semblance of structure
× Can be bureaucratic
× Ideas may be handled ‘piecemeal’
× Ideas may not be based on real Voices of Customers/ Market
Research/ Applications, but from internal sources:× Ideas/ requests from Sales folks
× Individual Customer requirements or projects vs Market
requirements
× from R&D/ Product Development/ Upper Management
× Only Product related ideas vs Market/ Technology/ Business
Model
× “Me Too” Ideas (we need what they have)
× Incremental Improvements vs Innovation/Ingenuity
× Lack of clear Market/ Product /Technology/ Sales Strategies
as a framework to help set priorities
Fuzzy Front End: Unpredictable/ Unstructured
PDP: Product Development
Projects Pipeline
Stage – Gate or Phase/Review Improvements
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Using customers and competitive products in
Product Definition and Innovation
A clear understanding of customers' needs, product
requirements and a comparison with likely competitive
products ensures that a product will be successful in
the market and prepares for product innovation and
fast design and development.
Methods for Voices of Customers include:
•Interviews/Discussions
•Gemba/ Contextual Enquiry (as used by Ford)
•User Groups (as used by Apple)
•Crowdsourcing (as used by GE)
•Competitive Labs
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Customer Product Value Proposition Tools
Customer Empathy Map
Customer
Product Value Proposition
EU/CEB TB BU
Customers
Original Equipment
Manufacturers (OEMs)
EB TB
Customers
in Value
Network
“How to”/ Competitive Map
Some Tools help the translation of customers' needs and competitive intelligence into product
requirements and Product Value Propositions describing: WHO the target customers are; WHAT
do they want; HOW will we provide benefits and against what do we compete in terms of
opportunities and threats.
Tools for Voices of Customers and Competitive Intelligence include:
“We accelerate growth”
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Managing the 'Fuzzy Front End' : Product, Service and
Solution Portfolio Strategy and Roadmapping
A lot of time can be lost by not starting as soon as possible,
this delay is referred to as the "Fuzzy Front End".
Product Portfolio Strategy and the use of Trend, Technology
and Product Portfolio Roadmaps helps to crystalise the way
ahead and make the priority decisions required.
Hewlett Packard (HP), for example, use a process to guide
the generation of Market and Product portfolio strategy
Apple, for example, use Trend Roadmaps to map
Application and Industry Trends
Microsoft, for example, use Technology Roadmaps to map
External and Industry Trends
Various companies use Product Portfolio Roadmaps to map
Product Development, Product Launch, Product
Management and Trends
.
“We accelerate growth”
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Lean Product Development (LPD)
to increase flow and reduce waste
Lean Product Development (LPD), first used in Japan but
now practiced worldwide, is a method which can reduce the
'Time Black Holes' which can occur because of 'waste' in
the product, 'waste' in the NPD process and queues which
cause delays in the work stream.
It is based on a set of principles and practices
The intent is to address 'bottlenecks’ and increase flow and
momentum in NPD. Sometimes LPD principles seem
counterintuitive to some people.
There are some key learning points from companies such
as Philips and Pratt & Witney
.
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LPD Tools
Value Stream Map
Queueing TheoryCumulative Flow Diagram (CFD)
Kanban
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Agile Product and Software Development:
an iterative approach
Agile, first practiced in the US for software development, but
now practiced worldwide for software, hardware, systems
and other products is focused on customers and
accelerates NPD based on a set of principles which have
some overlap with LPD.
It also embodies the means to involve users in the design
as a 'co-creation' principle.
An important principle of Agile is the use of prototyping,
initially used in software development but now possible for
hardware by the increasing capability of "3D Printing".
There are different 'flavours' of Agile, for example, SCRUM,
XP, DSDM, KANBAN, ..... with different practices and
strengths.
SCRUM, one of the more popular methods, uses a series of
short and rapid iterations (sometimes known as sprints).
.
“We accelerate growth”
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Agile Product and Software Development:
an iterative approach
Widespread use of the various Agile methods has provided
case studies and examples from which Learning Points can
be identified
.
“We accelerate growth”
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Agile Product and Software Development:
HP and Cisco Case Study Learning Points
“We accelerate growth”
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Agile Product and Software Development: Tools
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Jugaad was born out of ‘emerging economies and
environments’ in India, Asia, Africa.
This method is particularly focused on:
Rapid Changes,
Shorter Product Lifecycles,
Competition from anywhere,
Governmental policy changes,
Resource scarcity,
Frugal and diverse customers,
Immature Industries,
Markets and industry standards not yet established and
Exponential Interconnectivity.
.
Jugaad Innovation (Ingenious improvised solutions)
“We accelerate growth”
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People aspects of NPD:
Accountability and Responsibility (RACI)
Development: is done by people
with the help of methods, processes and computerised facilities.
Motivating 'human capital' is very important,
especially those whose 'day job' is not product development but
who provide important work and deliverables during development
and launch.
In many cases people's roles in terms of Responsibility,
Accountability, Consulted and Informed (RACI) is not clear,
so it is important to provide clarity, especially for accelerating new
product development.
Fast Development of products
with a significant scope and a
high level of newness is more
achievable with motivated
people
RACI Matrix: identifies key tasks, milestones or deliverables
and clarifies who is involved, who does the
work and who is ultimately held to account for
it being done
Responsible: Individuals who do the work, perform a task or achieve a milestone
There may be several people with ‘team responsibility’
Accountable: The individual who is ultimately accountable for ensuring
the task, milestone or deliverable is achieved
There should be only one person with ‘accountability’
Consulted: Individuals to be consulted during a task or prior to a decision
Informed: Individuals who need to be informed after a task or milestone
is completed or a decision is taken
Example for BIAVTTool: RM RACI Matrix ROLE
Task or Milestone
Client
NP
E
Pro
duct D
evelo
pm
ent
Fin
ance
Supplier
Part
ner.
Port
folio S
trate
gy
Com
petito
r In
tellig
ence
Tra
nsport
Access
Netw
ork
Str
ate
gy &
Evolu
tion
Develo
pm
ent B
udget
BT
Securi
ty
Reta
il
Ignite
RA
D
BT
W C
ontr
act s
Functional E
xpert
s
In-L
ife M
anagem
ent
Agree requirements R AR R R
Manage Conf Call AR
Supply data for Strategic fit A R R
Market & Customer Analysis AR R R
Technology AR C
Regulation AR C
Cost Benefit Analysis AR C
Risks & Dependencies AR C
Proposed Development & Resource AR R C C C C C C R
Produce report & recommendations AR
Agree report R AR R R
Obtain sign-off AR
Authorise Report R AR R
Contracts AR C
Security AR C
“We accelerate growth”
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People: Accelerating New Product Development
Stage – Gate or Phase/Review
Waterfall or V-Model
Customers
Regulatory
Authority
Decision
Makers
Marketing
INTERNAL
EXTERNAL
Partners: Demand
or Supply Side
SalesFinance
Products and
Solutions
Operations
Comms & IT
Networks
and IT
Team managing life cycle
Suppliers
Competition
Stakeholders
Lean Product Development (LPD)Motivate people (to be accountable, empowered, disciplined
and creative) and Innovate through knowledge
Close, daily cooperation between business people and developers
Face-to-face conversation is the best form of communication (co-location)
Projects are built around motivated individuals, who should be trusted
Self-organizing teams
Agile Software/ Solution Development
Management
Marketing/ Product Management
Analysis
Computer Aided Design CAD
Purchasing
Prototyping
Testing
Tooling
Specialists
QUEUE SERVER
“We accelerate growth”
ANPD Overview
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© 2000 to 2015 TtM
Mike Henry – Profile
Mike Henry was educated as an electronics engineer, graduated from Leeds University and subsequently carried out postgraduate research in medical computing at the University of Dundee.
He has been involved in the development, integration and marketing of software and electronics systems in a wide variety of applications.
With Xerox, Mike was the Electronics and Software Manager for a development programmewhich was used as a pilot for Xerox's Product Development Process. He lead product development and management of photocopiers and document image management workstations, with teams based in the UK, Netherlands, East and West Coasts of USA, Japan and Korea.
Mike joined Crosfield Electronics (now Fuji Film Electronic Imaging) as a member of the marketing department. He took the lead in developing and implementing the company Product Life Cycle Process (PLP), with the major objectives of reducing time to market, stimulating product innovation and increasing life cycle profitability. He was accountable for Product Strategy and Planning for EMEA, Japan (With Fuji Film) and Americas (with DuPont).
Mike now leads Time to Market (TtM Product Solutions) as Managing Director.He has completed projects with over a hundred companies in the UK, USA, Canada, Switzerland, Italy, Finland, Poland, Russia, Japan, China and India relating to Product Management, Product Strategy and Innovation.
Mike specialises in Product Management, Product Marketing, Product Value Propositions (PVP), Voices of Customers (VoC) and Product Competitive Analysis (PCA) and together with his colleagues provides a wide range of training and implementation programmes to clients in many markets, including: electronics, engineering, telecommunications, software and data services, chemical, financial services, government, retail etc.
Mike Henry
Time to Market
TtM Product Solutions Ltd
www.ttm.co.uk
Tel: +44 1462 337461
Mob: +44 7802 323678
“We accelerate growth”
ANPD Overview
© 2000 to 2015 TtM
22
© 2000 to 2015 TtM
That’s all Folks – Thank you
Mike Henry
Time to Market
TtM Product Solutions Ltd
www.ttm.co.uk
Tel: +44 1462 337461
Mob: +44 7802 323678
Mike will be very happy to
receive:
Any Questions
Comments orFeedback