2. Product/Project Lifecycle Stages and Project Planning
• Understanding the project lifecycle stages is crucial
in determining the scope of the planning effort and
the timing of initial planning, as well as the timing
and criteria (critical milestones) for re-planning
4. Stage Gate
Definition: the Stage-Gate Process is an innovation approach to make
the product development process more effective from the initial idea to
launching the product.
• Stage-Gate® describes the steps or stages of an optimal new product
process
• Each stage consists of a set of certain cross-functional and parallel
activities which must be successfully completed prior to
obtaining management approval to proceed to the next stage of product
development
• The entrance to each stage is called: a gate. These gates, which are
normally meetings, control the process and serve as:
• Quality control
• Go / Kill decision points
• Readiness checks
• Must-Meet and Should-Meet criteria
• Market for action plan for next phase
5. Stage Gate - 2
The traditional phase-gate process has six stages or phases and
six gates:
• Idea Generation
• Scoping
• Build Business Case
• Development
• Testing and Validation
• Launch
• Gates provide various points during the process where an
assessment of the quality of an idea is undertaken
6. Stage Process Model Diagram
GATE 0 GATE 1 GATE 2 GATE 3 GATE 4
STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5
Scoping
(Work Breakdown
Structure)
Build
Business Case
Development
Documentation
Build Industrial Prototype
Testing and
Validation
Launch Preparation
Launch
Follow-Up with Customer
Idea
Screening
(Discovery)
Scope
Screening
Go to
Development
Go to Testing
Launch
Preparation
Technical Documentation
To Manufacturing
Marketing Plan
STAGE 0
GATE 5
Idea
Generation
(Discovery)
Post Launch Review
Project Closure
9. Stage 0 – Discovery / Idea Generation
The discovery Stage or “Idea Generation” is the time to decide
what projects the company wants and is capable to pursue.
10. Stage 1 - Scoping
The main goal of this stage is to evaluate the product and its
corresponding market
• Is it technically possible to create the product?
• What about manufacturing and operations feasibility?
• What set and how many spare parts must be stored or does a
supplier have to have on hand to handle predicted
maintenance activities
• What are the design criteria?
• Is the product design in line with the definition of the scope
• What is the estimate for human resource needs and skill levels
11. Stage 2 – Building the Business Case and Plan
This stage focuses on the building of the business case and
plan
• Customer value needs to be understood
• Market analysis should be conducted to determine the
market size, segmentation, rate of growth, customer trends
and behavior and what means should be used to reach the
customers
• A competitive analysis is important to know what the
strengths and weaknesses of your competitors are
• A technical feasible product concept must be built including
what is required to produce the new product
The business case defines the product and provides the
rationale for developing it
12. • The Project Plan typically contains or references:
• Schedules based on technical activities and their
dependencies
• Project tasks
• Project lifecycle considerations including:
• Coverage of later phases of the product or service life (e.g.,
transition to manufacturing, training, operations, a service
provider)
• Milestones
• Data Management
• Risk identification and assessment
• Stakeholder identification and interaction
• Criticality requirements including security
Stage 2 – Developing the Initial Project Plan
13. Required resources including:
• Tools
• Facilities
• Development, testing and even the operational environment should be
defined
• Staffing
• Knowledge and skills
• Infrastructure description
• Organizational interface commitments
• Measures to be used in monitoring performance
• Process descriptions
Stage 2 – Developing the Initial Project Plan - 2
14. • The most common Work Breakdown Structure is the
six-level indented structure shown in the figure below.
Level Description
Managerial
Levels
Technical
Levels
1
2
3
4
5
6
Total Program
Project
Task
Subtask
Work Package
Level of Effort
Stage 2 – Developing the Work Breakdown Structure (WBS)
• The WBS is a product, work product, or task oriented structure
that provides a scheme for identifying and organizing the logical
units of work to be managed, which are called “work packages”
15. During development, the product’s design and
development is carried out, including some early simple
tests of the product /product components or even
subsystems and some early testing involving the customer
whenever possible
Stage 3 – Development
16. Product or product component designs should provide the appropriate
life-cycle content for:
• Functionality (Implementation)
• Maintenance
• Sustainment
• Reuse
• Installation
• Support
• Training
• Performance
• Quality Attributes
• Disposal as appropriate
Stage 3 - Development - 2
17. Stage 4 – Testing – Marketing Plan – Launch Plan
• The purpose of testing is to
• Establish confidence that a program or system does what it is
supposed to do.
• Make lack of quality visible
• Execute a program with the intent of finding errors
• Exercise a component to verify that it satisfied a specific requirement
• Provide continual assessment of whether the product being produced
will meet the needs of the user
• “Expected results” should be part of the test plans
• Actual results should be compared to expected results and spot checked by
Quality Assurance
18. Stage 4 – Testing – Marketing Plan – Launch Plan - 2
• The Marketing Plan that was started in Stage 2 should be
improved and approved
• The Marketing Plan should also include training for:
• Product, layout and process specialists
• Erection and Commissioning Engineers
• Sales and support personnel to be familiar with the product so that they
can assist in sales of this product
• Procurement Responsibles
19. Stage 4 – Testing – Marketing Plan – Launch Plan - 3
• The Launch Plan should also be finalized and include:
• When the organization wants to launch the product
• Which magazines advertisement should be placed in
• Presentation material should be developed for conferences
• General information on the launch should be made available for the
entire organization to promote awareness and solution selling
20. Stage 5 – Product Launch
• The product launch is the culmination of the product having passed
all previous gates
• The marketing strategy should be ready to generate or continue
generating customer demand for the product
• A significant part of product launch is on-site technical support with
defined criteria for agreeing the technology transition is or is
becoming successful for the customer
• Gathering customer references can provide stronger positioning
during sale negotiations
21. Gate 5 – Product Launch - 2
• Following the product launch a post launch review should be
conducted:
• Are the sales figures converging in on estimates?
• Are the cost levels being contained?
• Is the profit at the level expected?
• Is the market potential starting to show signs of growth or is it
becoming stagnant or even weakening?
• Are suppliers able to keep up with their commitments?
• What is the technical evaluation of the product?
• Is training effective?
• Lessons learned and measurements should be captured during a formal
project closure session
22. Approaches for the Detailed
Activities in the Stages
(Product Development Models)
23. Waterfall Model with
Stepwise V&V
Concept Review
& Validation
Concept of
Operation
Requirements Review
& Early Phase Validation
Requirements
Definition
Architectural Design
Review & Verification
Architectural
Design
Design Review
& Verification
Detailed
Design
Componet Review
Unit Test
Development (Code)
Component Integration
Verification
Component
Integration
System Test
Verification & Validation
Product
Integration
Re-ValidationMaintenance
Transition or
Disposal
Disposition
24. Waterfall Process Model High-Level Definition
Waterfall Process Model – The waterfall process model can be seen to
be the most appropriate for the development of products in a familiar
domain
• The risk of building poor products is reduced by an experience base that
may include reusable specifications and designs
This version of the Waterfall Model – Royce – Boehm – Kasse
includes a return path from each step in the model to the previous
step to account for the necessity to change the product of a previous
step
This approach offers an orderly procedure for making changes as far
back as necessary, both to meet the standards of verification and
validation and to satisfy the underlying concept definition
25. V-Model Product Development Lifecycle
PDLC
Phase
Baselined
Phase Products
Legend
Code Reading
Review
Test data
Test cases
Build
files
Integration
Plan
Test cases
Test data
Test cases
Test data
Test cases
Test data
Test cases
Test data
Test cases
Test data
-
Develop-
ment
Unit
Test
Detailed
Design Integration
Architectural
Design
Integration
test
Requirements
specification
Acceptance
Test
Feasibility
Study
Requirements
Definition
Operation Product
phaseout
Project
Initiation Operational
test
Project
completion
Design
specification
Integrated
Components
Requirements
specification
Tested
System
Plans
Updated
requirements
Accepted
Product
Statement of
Requirements
Operational
Product
CodeCompo-
nents
Module
designs
Module
designs
Component
designs
Tested
modules
Tested
modules
Tested
Components
Review
Walkthrough
26. V-Model Product Development Lifecycle Model
• Just like the waterfall model, the V-Shaped life cycle is a sequential
path of execution of processes
• Test planning and development is emphasized in this model more so
than the waterfall model though
• Many testing procedures can be developed early in the life cycle before
any development is done, during each of the phases preceding
implementation
• “Test then Develop”
27. Incremental Development Model
Needed
Project (MNS)
Development
Strategy
Milestone
0
High-Level Func. Desc.
(User Involved)
Concept/Design
Systems Engineering
Reuse Strategy Identify
COIC/CMF
Executing
Processes
Detailed Design
(User Involved)
Detailed Design
(User Involved)
Developer
Testing
User Review
OT&E
Accelerated
Development
Block 1
Block 2
Block 3
Block 4
Block 5
Partition
Plan and
Define
Repetition
Sample
Reuse Library
(Data, Specs,
Designs,
Methodologies,
Tools)
Business
Models and
Architecture
Requirements
Outside
Current
Business Area
System Prototype
(Risk Analysis)
Evaluate
Prototype
User Accepts
Prototype
Milestone
I
Milestone
II
Milestone
III
Milestone
IV
28. Incremental Development Process Model
High-Level Definition
• Incremental Development Process Model – In an
unfamiliar domain, or in large or complex projects, an
incremental approach reduces risk, since the cost of
each increment in relatively small.
• An increment may even be discarded and redeveloped
without catastrophic cost consequences
• Incremental development is a variation of the divide-
and-conquer strategy in which the product is built in
increments of functional capability
• The first increment is a working system or has usable
capability
• Each successive increment will add functionality to yield a
more capable working system
• This approach includes ease of testing, usefulness of each
increment, and availability during development of user
experiences with previous increments
29. PROTO-
TYPE 1
R
A
CONCEPT OF
OPERATION
RQTS PLAN
LIFE-CYCLE
PLAN
RISK ANALYSIS
PROTOTYPE 2
RQMTS
REQUIREMENTS
VALIDATION
DEVELOPMENT
PLAN
RISK ANALYSIS
PROTOTYPE 3
PRODUCT
OR COMPONENT
DESIGNDESIGN VALIDATION
AND VERIFICATION
INTEGRATION
AND TEST
OPERATIONAL
PROTOTYPE
RISK ANALYSIS
DETAILED
DESIGN
DETERMINE
OBJECTIVES,
ALTERNATIVES,
CONSTRAINTS
CUMULATIVE COST PROGRESS THROUGH STEPS
EVALUATE ALTERNATIVES,
IDENTIFY, RESOLVE RISKS
PLAN
NEXT PHASES
DEVELOP VERIFY
NEXT-LEVEL PRODUCT
IMPLEMENT-
ATION
ACCEPTANCE
TEST
INTEGRATION
AND TEST
UNIT
TEST
DEV
COMMITMENT
PARTITION
Spiral Model
30. Spiral Process Model High-Level Definition
Spiral Process Model – The great strength of the spiral model is the
capability to develop increments, or prototypes, with each full turn of
the spiral
• The prototype that is specified, planned, built, tested, and evaluated is now
a working core version of the final system
It should be noted that the spiral is a variation of the waterfall model
that adds generality by including repetition as its basic feature
31. EVOLUTIONARY MODEL 1ST Generation
Planning Risk Analysis
Risk analysis based on initial
requirements
Risk analysis based
on customer reaction
GO, NO-GO DECISION
Initial prototype
Engineered system
Next Level prototype
Customer
evaluates
Initial requirements
gathering and
project planning
Customer Engineering
Evaluation
32. EVOLUTIONARY MODEL 2nd Generation
Concept Feasibility projects
Multi-entry point
evolutionary model
Planning Risk Analysis
Task region containing
a task set appropriate
for a particular project
Customer Installation
Evaluation & Support
Customer
Communications
New Applications
& Systems
Role-out Projects
Maintenance/Support Projects
I
II
III
IV
33. Evolutionary Development Model High-Level Definition
Evolutionary Development Model – The evolutionary
development model is an attempt to achieve incremental
development of product whose requirements are not known
or known very well in advance
• This is a process that can be used with iterative rapid
prototyping and user feedback to develop a full-scale prototype
• The prototype may be refined and delivered as a production
system or it may serve as a de facto specification for new
development
37. A Concurrent Engineering Life-Cycle Model
TC>CT
CE
TEAM
Concept
Development
Market
Analysis
Set, Cost,
Target (CT)
Full
Production
Marketing and
Distribution
Requirements
Analysis
Specifications
Design
Implementation
Testing
Estimation of Total Cost (TC)
Requirements
Analysis
Specifications
Design
Implementation
Testing
Requirements
Analysis
Specifications
Design
Implementation
Testing
Manufacturing
Process
Development
Manufacturing
System
Development
Product
Development
38. Tim Kasse – Contact Information
• Tim Kasse B.S., M.S.
• Principal Consultant
• 8121 Latigo Trail
• McKinney, Texas 75070
• 214-325-3122 Cell
• 214-548-6048 VOIP
• www.whitebox.dk
• www.kasseinitiatives.com
• kassetc@aol.com