Red7 NPD and Project Managmeent Life Cycle Models Overview

50 %
50 %
Information about Red7 NPD and Project Managmeent Life Cycle Models Overview
Business & Mgmt

Published on November 19, 2008

Author: rgrupe

Source: slideshare.net

Description

Overview of NPD and project management life cycle models

Red7 :|: product managementACCELERATINGINNOVATION Overview and discussion of NPD and project management life cycle models Robert Grupe, CISSP CSSLP PE PMP 2012-03-10 © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementIntroductionAn overview and discussion of integrated new productdevelopment and project life cycle models for bestpractice approaches to successful innovation andaccelerated time to market. © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementAgenda• Clarification of PM Terminology• Strategically Focused PM• NPD vs. Project Management• Models • Waterfall Models • Iterative Models • Agile Approaches• Discussion• Roundup © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementCLARIFICATION OFTERMINOLOGYProduct ManagementProject ManagementProgram Management © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementTerminology:Product Management • Planning and marketing of a product or products at all stages of the product lifecycle. • Product strategy & planning (in-bound / strategic marketing) Product Manager (PM) • Defining new products • Gathering market requirements (VoC) • Building product roadmaps • Product Life Cycle considerations • Stages: introduction, growth, mature, saturation/decline • Competitive differentiation • Product marketing (outbound / tactical marketing) Product Marketing Manager (PMM) • Product positioning and outbound messaging • Promotion: press, customers, and partners • Packaging and delivery • Competition messaging monitoring © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementTerminology:Project Management• Project Planning Project Manager (PjM)• Achieve all of the goals of the project charter while adhering to • Project constraints: scope, time, cost and quality.• Project management life cycle • 5 Process Groups: • Project Initiation, Project Planning, Project Execution, Project monitoring and control, and Project closeout. • 9 Knowledge Areas: • integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management and procurement management. © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementTerminology: Program Management[& Product Portfolio Management]• Layer above project management focusing on selecting the best group of programs [and products] defining them in terms of their constituent projects and providing an infrastructure where projects can be run successfully• Governance: The structure, process, and procedure to control operations and changes to performance objectives.• Standards: Define the performance architecture.• Alignment: The program must support higher level vision, goals and objectives.• Assurance: Verify and validate the program, ensuring adherence to standards and alignment with the vision.• Management: Ensure there are regular reviews, there is accountability, and that management of projects, stakeholders and suppliers is in place.• Integration: Optimize performance across the program value chain, functionally and technically.• Finances: Tracking of finances is an important part of Program management and basic costs together with wider costs of administering the program are all tracked.• Infrastructure: Allocation of resources influences the cost and success of the program. Infrastructure might cover offices, version control, and IT. Planning: Develop the plan bringing together the information on projects, resources, timescales, monitoring and control.• Improvement: Continuously assess performance; research and develop new capabilities; and systemically apply learning and knowledge to the program. © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementWhy is this important?• Without clearly defined and integrated • product management, • product marketing, and • project management, • innovation will be • haphazard, • chaotic, and • un-scalable • with complexity and growth. • You can’t improve or accelerate what you can’t understand or control. • Putting random people on a galley ship won’t ensure you will get where you want to go or make it go faster. © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementForrester Research: Most PM’s not beingused effectively• Distracting challenges Customers Product and and market Internal company 8% process and strategy organization 10% 28% Development process 16% Time and resources Prioritization 22% and Focus 16% © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementForrester Recommendation:PM for Strategic Advantage• Focused on inbound tasks• PM decision-making power • Roadmap, release contents, release acceptance• Report to CEO/GM © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementNEW PRODUCTDEVELOPMENT (NPD)& PROJECT LIFE CYCLEMODELS © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementCode & Fix [AKA Cowboy Coding] System Specification Release (maybe) Code-and-Fix (maybe) © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product management Traditional NPD Process Stage-Gate Process Business Test /Discovery Scoping Case Development Validation Launch Review Stage Stage Stage Stage Stage 1 2 3 4 5 Gate Gate Gate Gate Gate 1 2 3 4 5 Idea Second Go To Go To Go To Screen Screen Dev Test Launch © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementTraditional Project ManagementWaterfall Model Product Concept Requirements Analysis Architectural Design Detailed Design Coding and Debuging System Testing © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementWaterfall with Risk Reduction Product Concept Requirements Analysis Architectural Design Detailed Design Coding and Debuging System Testing © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementWaterfall with Subprojects Product Concept Requirements Analysis Detailed Architectural Design Design Coding and Debuging Detailed Design Subsystem Testing Coding and Debuging Detailed Design Subsystem Testing Coding and Detailed Debuging Design Subsystem Coding and Testing Debuging System Testing Subsystem Testing © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementWaterfall with Overlapping Phases[Sashimi] Product Concept Requirements Analysis Architectural Design Detailed Design Coding and Debuging System Testing © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementDesign-to-Schedule Product Concept Requirements Analysis Architectural Design High Priority: Detailed design, code, debug, test Medium High Priority: Detailed design, code, debug, test Run out of time or Medium Priority: Detailed design, code, debug, test Release money here Medium Low Priority: Detailed design, code, debug, test Low Priority: Detailed design, code, debug, test © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product management Design-to-Tools Functionality supported by the toolsFunctionality that willnot be in the product Functionality that will be built Ideal functionality © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementITERATIVE PROJECTMANAGEMENT MODELS © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementSpiral [Boehm] Repeat as required 1. Determine 4. Develop 6. objectives, 2. Identify and 3. Evaluate iteration 5. Plan the next Commit to an alternatives, resolve risks alternatives deliverables and iteration approach for next constraints verify correct iteration © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementEvolutionary Prototyping No Design and Complete Initial implement Refine Customer and concept initial prototype acceptable? release prototype © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementStaged Delivery[AKA Incremental Implementation] Product Concept Requirements Analysis Architectural Design Stage 1: Detailed design, code, debug, test, delivery Stage 2: Detailed design, code, debug, test, delivery Stage n: Detailed design, code, debug, test, delivery © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementEvolutionary Delivery Product Concept Preliminary Requirements Analysis Architectural Deliver Final Design and Version System Core Develop a Version Incorporate Delivery the Customer Version Feedback Elicit Customer Feedback © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementAGILE PROJECTMANAGEMENT“There is nothing new under the sun but there are lotsof old things we dont know.”Ambrose Bierce © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementAgile Principles [2001]• Customer satisfaction by rapid, continuous delivery of useful software• Working software is delivered frequently (weeks rather than months)• Working software is the principal measure of progress• Even late changes in requirements are welcomed• 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• Continuous attention to technical excellence and good design• Simplicity• Self-organizing teams• Regular adaptation to changing circumstances © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementAgile Characteristics• Time periods in weeks rather than months • time period as a strict timebox.• Work is performed in a highly collaborative manner.• If the sponsors of the project are concerned about completing certain goals with a defined timeline or budget, agile may not be appropriate. © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementAgile Methodologies [Partial List]• Agile Unified Process (AUP) • Simplified IBM Rational Unified Process (RUP)• Extreme programming (XP)• Feature Driven Development (FDD)• Kanban• Scrum • “Pig” Roles • Product owner (VOC - Product Manager) • ScrumMaster (Project Manager) • Team (Developers) • “Chicken” Roles • Users • Stakeholders (customers, vendors) • Managers © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product management Scrum Agile Project Management PLC Phase 1: ConceptInitial Preliminary Charter Stakeholders &Backlog Roadmap Team/Project Team Members Approval Project Release Planning Re-Prioritize Kickoff - User Stories & success metrics Scoping - Launch - Complexity estimates Backlog PLC Phase 2+: - Number Sprints for this releaseSprint Planning Sprint Sprint- Goal tasks selection Sprint-Task details Review Retrospectiv- SME’s and resources e © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementAdaptive [Agile] vsPredictive [Plan-driven] Strengths of each: • Adaptive • Predictive • Low criticality • High criticality • Senior developers • Junior developers • Requirements change • Requirements dont very often change too often • Small number of • Large number of developers developers • Culture that thrives on • Culture that demands chaos order © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementModel Selection Criteria• How well do my customer and we understand the requirements at the beginning of the project? Is our understanding likely to change significantly as we move through the project?• How well do we understand the system architecture? Are we likely to need to make major architectural changes midway through the project?• How much reliable do we need?• How much do we need to plan ahead and design ahead during this project for future versions?• How much risk does the project entail?• Are we constrained by a predefined schedule?• Do we need to be able to make midcourse corrections?• Do we need to provide customers with visible progress throughout the project?• Do we need to provide management with visible progress throughout the project?• How much sophistication do we need to use this lifecycle model successfully? © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product management Project Management Models: Strengths and Weaknesses Commercial Pure Code-and- Modified Evolutionary Staged Evolutionary Design-to- Design- Off-the-shelfModel Capacity Waterfall Fix Spiral Waterfall Prototyping Delivery Delivery schedule to-tools soft wareWorks with poorly Fair to Fair tounderstood Poor Poor Excellent Excellent Poor Poor to fair Fair Excellent excellent excellentrequirementsWorks with poorly Fair to Poor tounderstood Poor Poor Excellent Poor to fair Poor Poor Poor Poor to excellent excellent excellentarchitectureProduces highly Fair to Poor to Excellent Poor Excellent Excellent Fair Excellent Fair Poor to excellentreliable system excellent excellentProduces system with Poor to Fair to Excellent Excellent Excellent Excellent Excellent Excellent Poor N/Alarge growth envelop fair excellentManages risks Fair to Poor to Poor Poor Excellent Fair Fair Fair Fair N/A excellent fairCan be constrained topredetermined Fair Poor Fair Fair Poor Fair Fair Excellent Excellent ExcellentscheduleHas low overhead Fair to Poor Excellent Fair Excellent Fair Fair Fair Fair Excellent excellentAllows for midcourse Poor to Fair to Poor Fair Fair Excellent Poor Poor to fair Excellent Poorcorrections excellent excellentProvides customers Poor Fair Excellent Fair Excellent Fair Excellent Fair Excellent N/Awith progress visibilityProvides management Fair to Fair Poor Excellent Fair Excellent Excellent Excellent Excellent N/Awith progress visibility excellentRequires little manager Poor toor developer Fair Excellent Poor Poor Fair Fair Poor Fair Fair fairsophistication © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementAccelerating the NPD Life Cycle Model Ideaisation Go:No-Go Scoping Go:No-Go Planning Go:No-Go Development Go:No-Go Testing Go:No-Go Launch Go:No-Go Maintenance Retirement Project Lifecycle Framework EOL © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementDISCUSSION © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementTAKE AWAYRECOMMENDATIONS“For which of you, desiring to build a tower, doesnt firstsit down and count the cost, to see if he has enough tocomplete it?”Jesus © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementTake Aways forAccelerating Innovation• Ready-Aim-Fire • Haste makes waste (penny wise, pound foolish) • Choosing the wrong models will result in unfulfilled expectations and delays © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementTake Aways forAccelerating Innovation: Ready• Recognizing the difference between • product management, • marketing, and • project management• Having a well defined NPD process• Not standardizing on only one project model• Having a positive teamwork environment, inspirational leadership, focused vision, and necessary skills © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementTake Aways forAccelerating Innovation: Aim• Ensuring up-front homework done first• Ensuring the resources(staff) & time to do it right• Verifying available resource costs (people and time)• Selecting the most appropriate project model• Taking the time to do the planning right © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementTake Aways forAccelerating Innovation: Fire• Being flexible within parameters• Regular review of processes and methods• Regular, frequent review of new ideas and market information © Copyright 2008-2012 Robert Grupe. All rights reserved.

Red7 :|: product managementFini• Robert Grupe • robert.grupe@red7managementsolutions.com • +1.314.236.8434• Further reading • Forrester “Making Product Management A Strategic Resource” • Winning at New Products, Robert G Cooper • Rapid Development, Steve McConnell • PDMA Visions magazine, Jun & Sept 2008 © Copyright 2008-2012 Robert Grupe. All rights reserved.

Add a comment

Related presentations