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7 Mistakes to Avoid When Integrating NPD Processes

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7 Mistakes to Avoid When Integrating NPD Processes …

7 Mistakes to Avoid When Integrating NPD Processes

As companies experience maturity in some areas of their new product development (NPD) processes, for example Stage-Gate® or portfolio management, they often begin to recognize gaps in other areas of process maturity.

If the implementation of your full architecture of NPD processes is not well planned and committed to holistically, managers will likely face challenges across the business and at various points of the NPD lifecycle. Luckily, with a well-advised approach, the implementation can have profound impact and common mistakes can be avoided or corrected.

Download the Full Whitepaper at www.planview.com/7mistakes

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  • 1. 7 MISTAKES TO AVOID When Integrating New Product Development Processes
  • 2. © 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.
  • 3. © 2014 Planview, Inc. | 3 | Confidential 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.
  • 4. © 2014 Planview, Inc. | 4 | Confidential MISTAKE #1 Failure to recognize the front end has different sub processes with different mindsets and orientations
  • 5. © 2014 Planview, Inc. | 5 | Confidential MISTAKE #1 Failure to recognize the front end has different sub processes with different mindsets and orientations While it serves no good to roll these processes into one monolithic approach, many companies do.
  • 6. © 2014 Planview, Inc. | 6 | Confidential MISTAKE #1 Failure to recognize the front end has different sub processes with different mindsets and orientations 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
  • 7. © 2014 Planview, Inc. | 7 | Confidential MISTAKE #2 Lack of recognition that product line roadmapping does more than just lay out the path for the product line
  • 8. © 2014 Planview, Inc. | 8 | Confidential MISTAKE #2 Lack of recognition that product line roadmapping does more than just lay out the path for the product line Product line roadmapping does not need to generate the final concept, but define the desirable targets for innovation
  • 9. © 2014 Planview, Inc. | 9 | Confidential MISTAKE #2 Lack of recognition that product line roadmapping does more than just lay out the path for the product line RECOMMENDATION: Ensure that your product line roadmapping process produces Product Innovation Charters (PICs) – as well a 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 GET THE FULL RECOMMENDATION: Planview.com/7mistakes
  • 10. © 2014 Planview, Inc. | 10 | Confidential MISTAKE #3 Creating a product-line strategy apart from a strong “leverage-ability” platform
  • 11. © 2014 Planview, Inc. | 11 | Confidential MISTAKE #3 Creating a product-line strategy apart from a 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.
  • 12. © 2014 Planview, Inc. | 12 | Confidential MISTAKE #3 Creating a product-line strategy apart from a 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. GET THE FULL RECOMMENDATION: Planview.com/7mistakes
  • 13. © 2014 Planview, Inc. | 13 | Confidential MISTAKE #4 Employing creative thinking only in concept generation and leaving it out of the product-line strategizing, roadmapping, and staged development
  • 14. © 2014 Planview, Inc. | 14 | Confidential MISTAKE #4 Employing creative thinking only in concept generation and leaving it out of the product-line strategizing, roadmapping, and staged development A common mistake is to deemphasize creativity and over emphasize analytics and analytical thinking.
  • 15. © 2014 Planview, Inc. | 15 | Confidential MISTAKE #4 Employing creative thinking only in concept generation and leaving it out of the product-line strategizing, roadmapping, and staged development 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. GET THE FULL RECOMMENDATION: Planview.com/7mistakes
  • 16. © 2014 Planview, Inc. | 16 | Confidential MISTAKE #5 Not recognizing the advantage and need for information system support for each process, and integrating these systems to make the processes seamless
  • 17. © 2014 Planview, Inc. | 17 | Confidential MISTAKE #5 Not recognizing the advantage and need for information system support for each process, and integrating these systems to make the processes seamless Organizations fail to understand what is underway and the state of each project. A manual approach creates a very steep slope for advancing capabilities.
  • 18. © 2014 Planview, Inc. | 18 | Confidential MISTAKE #5 Not recognizing the advantage and need for information system support for each process, and integrating these systems to make the processes seamless 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. GET THE FULL RECOMMENDATION: Planview.com/7mistakes
  • 19. © 2014 Planview, Inc. | 19 | Confidential 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
  • 20. © 2014 Planview, Inc. | 20 | Confidential 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 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.
  • 21. © 2014 Planview, Inc. | 21 | Confidential 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 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. GET THE FULL RECOMMENDATION: Planview.com/7mistakes
  • 22. © 2014 Planview, Inc. | 22 | Confidential MISTAKE #7 Limiting who is involved in sub process implementation
  • 23. © 2014 Planview, Inc. | 23 | Confidential MISTAKE #7 Limiting who is involved in sub process implementation Assigning a process to one person with sole responsibility is a mistake.
  • 24. © 2014 Planview, Inc. | 24 | Confidential MISTAKE #7 Limiting who is involved in sub process implementation 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. GET THE FULL RECOMMENDATION: Planview.com/7mistakes
  • 25. © 2014 Planview, Inc. | 25 | Confidential Download the Full White Paper 7 Mistakes to Avoid When Integrating NPD Processes Planview.com/7mistakes Watch the On-Demand Webcast The Engineer & The Evangelist: 2 Views on 4 Keys to Integrating a Winning NPD Process Planview.com/2views4keys

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