High Performance CoDevelopment Teams - your competitive advantage in the world of Open Innovation
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High Performance CoDevelopment Teams - your competitive advantage in the world of Open Innovation

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The best technology companies know that high performance teams are not just nice to have - they're critical to success. And can be your secret weapon for a competitive advantage. ...

The best technology companies know that high performance teams are not just nice to have - they're critical to success. And can be your secret weapon for a competitive advantage.

This is a workshop, conducted for attendees of the 2014 CoDev Conference (Jan 26-29, in Phoenix, AZ). You will learn the common (and most crippling) challenges that product development teams experience, and easy to apply processes and tools to get your teams back on track.

These tools are from "Innovate Products Faster: Graphical Tools for Accelerating Product Development", and can be downloaded at www.tcgen.com/book/tools.

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High Performance CoDevelopment Teams - your competitive advantage in the world of Open Innovation High Performance CoDevelopment Teams - your competitive advantage in the world of Open Innovation Presentation Transcript

  • Managing High Performance CoDevelopment Teams Scott Elliott & Jeanne Bradford, Principals TCGen, Inc. Presented by: 92 Crescent Street | Waltham, MA 02453 USA | Tel: 781-891-8080 | Fax: 781-398-1889 | www.CoDevPD.org
  • By the end of the session, you will be able to….. • • • • • • Assemble a high-performance co-development team, with clearly defined roles and deliverables Navigate different process, language & cultural issues across multiple companies Evaluate and monitor development partner’s capabilities Define the project management style, process and check-in points for the team Keep the project within bounds, or respond rapidly when it is out Eliminate political roadblocks that throw teams off-track January 27, 2014 CoDev2014 2
  • Agenda 1. Introductions 2. Building High-Performance Co-Development Teams • Graphical Tools for Building a High Performance Team  Break out 1: Identifying & resolving issues across development partners • Graphical Tools for Managing the Team  Break out 2: Construct an Attitude Influence Diagram 3. Extended Teams and Innovation: • Crowdsourcing & Gamification • Social Innovation Best Practices 4. Time for Action  Break out 3: Creating an Action Plan This is an interactive session! January 27, 2014 CoDev2014 3
  • Instructor Biographies Experience with Innovation & Execution • Architected & implemented the Apple New Product Process (ANPP) which is used by all Apple product divisions • Co-Author, Innovate Products Faster • Co-founder, TCGen, Inc. • Consulted to leading companies including Cisco, Dolby, Amazon and Hitachi Jeanne Bradford Scott Elliott January 27, 2014 • Invented Surface Transverse Wave Resonator and High-Speed Optical Photodiodes • Former Operations Manager for the HP/Agilent Microwave Technology Center • Led HP/Agilent Management Consulting arm and HP Consulting Global Supply Chain Practice • Founded and led TechZecs LLC • Consulted to leading companies including HP, NI, Keithley Instruments, SGI, Agilent, and Verigy CoDev2014 4
  • Introductions • Introduce yourself! • What are 2-3 things you’d like to get out of the workshop today January 27, 2014 CoDev2014 5
  • High Performance Teams Innovation & speed are lost or gained everyday at the team-level • • Key elements – Well defined roles & responsibilities for team and management – Core-team model customized for each project – Empower the team with a high level of authority – Instill a culture of trust and collaboration Conditions for success – Top management supports team autonomy – Middle management supports cross functional approach – Team members trained an adopt core team model This is challenging within a company, and even more so across multiple development partners! January 27, 2014 CoDev2014 6
  • Co-Development: “Just Right” Processes “Just Right” processes: the least amount of process, and not a bit less Growing organizations that need to scale quickly Large organizations choking on bureaucracy But what happens when you and your development partners have a different definition of “just right”? January 27, 2014 CoDev2014 7
  • Team Collisions: Language, Culture, Decisions • Often within a company, product teams don’t use the same language or decision-making processes – let alone across companies. • Team members learn to work within their own cultures. • All of these elements get amplified when working across companies. • Time is gained or lost everyday at the team level. So how do you apply light-weight, “just right” processes that help you navigate in the complex world of co-development? January 27, 2014 CoDev2014 8
  • Graphical Tools for Building High Performance Teams PROJECT TEAM WHEEL FUNCTION PHASE MATRIX Team Leadership Who’s Doing What ATTITUDE INFLUENCE DIAGRAM PINCH POINT DIAGRAM Politics January 27, 2014 Decisions CoDev2014 9
  • Graphical Tools for Managing High Performance Teams BOUNDARY CONDITION DIAGRAM PARTNER PERFORMANCE RADAR CHART Focus Capability PROJECT CHECK-IN TOOL Agility January 27, 2014 CoDev2014 10
  • Project Team Wheel Identifying Project Team Leadership (and gaps) What is a Team Wheel? • A graphical snapshot of team leadership, critical functions of the project, and the specific individuals responsible for each function. • The concentric circles of the wheel differentiate between the project manager, the core team, and the extended team. • This tool provides a powerful picture of gaps in staffing and can drive decision-making to mitigate the risks and avoid project disruption and delays. Which Business Problems Does the Tool Solve? • Illustrates any lack of adequate resources that is often at the root of project failures. • This tool quickly identifies risk areas so they can be addressed before significantly impacting the team's schedule. • Reinforces product allegiance over functional allegiance. Benefits: • • • • Helps to ensure that team members are available for your project Visually identifies resource gaps on a team Describes the extended team functions that a core team member represents Minimizes surprises (or project failure) attributed to not having the right resources in place January 27, 2014 CoDev2014 11
  • Project Team Wheel Identifying project team leadership (and gaps) Project Manager Functional Leads Extended Team January 27, 2014 CoDev2014 12
  • Project Team Wheel How to Apply the Tool: • Step 1: The project manager creates an initial draft of the wheel by populating three concentric circles with the project team resources. – – – • • The innermost circle contains the project manager's name and title The next circle is populated with titles and names of 4 to 10 core team functions that are vital for getting the product to market. The outermost circle identifies the extended team that will supplement the core team. (More appropriate for mid- sized and larger projects.) Step 2: The project manager reviews this diagram with the core team and ensure they support their roles on the project and agree to represent their associated members on the extended team. Step 3: The project manager reviews this wheel with the management team to ensure they agree with the structure and are ready to support the project with the people and functions you need. Create a Team Wheel for each project team January 27, 2014 CoDev2014 13
  • Function Phase Matrix Who’s Doing What, When • What is the tool? – The Function Phase Matrix is a table organized by key functions (rows) and project phases (columns), indicating the activities that require completion during that phase. • Which Business Problems Does the Tool Solve? – Clarifies roles & responsibilities – within your team & your partner’s team – Identifies gaps/overlap – Eliminates avoidable setbacks & increases the effectiveness of a project team • Benefits – Ensures that you have cross-functional alignment at the phase/milestone level – Ensures you have all key deliverables assigned to individuals – Is a scalable tool you can apply to large or small teams, simple or complex projects, and local or globally dispersed teams – Helps you align your team with product and delivery expectations when you use it in management reviews January 27, 2014 CoDev2014 14
  • Function Phase Matrix January 27, 2014 CoDev2014 15
  • Function Phase Matrix How to Apply the Tool: • Step 1: Rows represent key functions. Columns represent project phases • Step 2: Identify roles and responsibilities of team members. • Step 3: Identify and assign expected deliverables. • Step 4: Identify potential gaps and overlaps. January 27, 2014 CoDev2014 16
  • Partner Performance Radar Chart Evaluating Partner Strengths & Weaknesses What is the tool? – A radar chart used for partner selection and management – Evaluates partner technologies, quality, responsiveness, delivery, cost & environment – Scoring identifies partner’s strengths and weaknesses – Multiple partners can be assessed for comparison purposes Which Business Problems Does the Tool Solve? – – – – Provides a consolidated view of partner capabilities Provides a consistent evaluation across multiple partners A vehicle for making trade-off decisions Logically dividing the roles and responsibilities in partner management Benefits – – – – Provides a common language across multiple organizations/companies Quantifies partner/supplier performance De-emotionalizes partner/supplier reviews Partners/suppliers know what improvement is requireD. January 27, 2014 CoDev2014 17
  • Partner Performance Radar Chart Technology Quality Preferred Environment Responsiveness Acceptable Cost Delivery Unacceptable How to Apply the Tool • Assign a person or team to each axis (one team my have multiple axes) • Agree on scoring criteria (e.g. 0 = no concept; 3= average practitioner; 5= recognized leader) • Connect the dots & evaluate most critical areas. • Create an action plan to manage partner January 27, 2014 CoDev2014 18
  • Break Out 1: Clarifying Project Teams Alignment Project Team Wheel Function Phase Matrix Partner Performance Radar Chart Break out Session Objective: • Identify misalignments with your development partners functions or phases • Identify 2-3 areas for immediate attention to resolve January 27, 2014 CoDev2014 19
  • Pinch Point Diagram Driving Critical Decisions What is the tool? • A process flow diagram that identifies where decisions are required. • Identifies ownership for process elements and decisions. Which Business Problems Does the Tool Solve? • Provides clarity of key steps within a process • Provides an early warning for key decision points. • Identifies unclear roles & responsibilities that impede decision making. Benefits • • • • Identifies unique escalation paths for tough cases Speeds decision making Improves the process flow Faster and more efficient product development January 27, 2014 CoDev2014 20
  • Pinch Points – Using the Tool Example: Resource planning for a co-development project • Gather the key team members for a working session • Map a simplified process • Add responsible person or team to each subprocess 1. Team Formed Requirements Scoped Concept Team: Lead by Program Manager 2. Define overall Scope & Skillsets Needed 3. Identify Leads 4. Define internal and External Resources Required 5. Resource Plan Finalized January 27, 2014 CoDev2014 21
  • Pinch Points – Resource Allocation Decisions • Discuss problem cases • Abstract as “Pinch Point” Bubbles • Decide with team what the “should be” process is in each case • Decide on Escalation Paths* • Redraw the “Should Be” process • Get approval for the new process and communicate it 1. Team Formed Requirements Scoped 2. Define overall Scope & Skillsets Needed 3. Identify Leads Escalation Path? 4. Define internal and External Resources Required Concept Team: Lead by Program Manager Resources Thrust on Team Resource UnderEstimation Partner Resource Underestimation 5. Resource Plan Finalized Unplanned Features *Best practice: Try for a single Escalation Path January 27, 2014 CoDev2014 22
  • Keeping the Project On Track What is the Tool?  A set of boundaries that are critical for project success Chart consists of lines representing the boundaries of acceptability.  Core Project Team can execute without management intervention unless a boundary is broken.  If the trajectory violates a boundary, the Project Manager calls and Out-Of-Bounds meeting. Which Business Problems Does the Tool Solve?  Helps define the project expectations.  Eliminates any delay in rectifying a project that is not meeting its goals. Benefits  Accelerates Innovation by ensuring alignment and focus on the critical elements of the project  Provides a clear distinction of “must have” elements  Allows more autonomy for the team by creating a contract with management  Helps make trade-off decisions at the beginning  Provides a framework in which to quickly re-align the project if needed January 27, 2014 CoDev2014 EXECUTION: MANAGING YOUR TEAM AND MEETINGS Project Boundary Conditions 23
  • Product Cost $45 max BOM Project Cost $3.5M max Quality 4 yr. MTBF Features 200mW power Works with Android, iOS Schedule Launch Oct 1, 2014 How to Apply the Tool: • Number of key boundary areas determine the shape of the diagram. • Identify 3-5 key elements of your project. • Assign each element to a side of the diagram. • For each element, state the specific boundary thresholds. • Place specific details to define the conditions in boxes next to each boundary. January 27, 2014 CoDev2014 EXECUTION: MANAGING YOUR TEAM AND MEETINGS Sample Project Boundary Conditions 24
  • EXAMPLE OF BOUNDARY BREAK TRAJECTORY BOM cost improving Product Cost $45 max BOM Project Cost $3.5M max Quality approaching minimum acceptable, but looks to be OK Features 200mW power Works with Android, iOS Quality 4 yr. MTBF Schedule Launch Oct 1, 2014 January 27, 2014 CoDev2014 Approaching Boundary Break Team lost key engineer 3 week delay to replace Call OOB Meeting! 25
  • Out of Bounds Process What is the tool? • • • The flow diagram can be used to realign teams when a project has gone out of scope. The tool provides a mechanism to quickly conduct a root cause analysis, evaluate alternatives, and recommend remedies. If a team has crossed boundary conditions, the tool can help course correct and realign to a new plan. Which Business Problems Does the Tool Solve? • • • Is an effective recovery vehicle when projects run into trouble. Creates a common language and mechanism to quickly align project and management teams when a project changes significantly. Eliminates wasted time trying to create an exception-handling process each time a deviation occurs. Benefits • • • • Helps you realign projects within hours/days, not days/weeks Empowers the team to move forward with minimal guidance once management establishes boundary conditions Minimizes team confusion by establishing a single agreed-upon communication vehicle Engages the team because of the greater trust that management places in them project manager. January 27, 2014 CoDev2014 26
  • Get the team back on track – Quickly! No Potential OOB Situation Identified PM Agree? No OOB Assemble Team to Review Yes OOB Meet with Management Propose Alternatives ID Root Cause & Develop Alternatives Mgmt. Agree? Yes OOB Team Agree? Yes No OOB Continue and monitor Boundaries Commence Alternative Boundaries How to Apply the Tool:  Identify the root cause of the broken boundary.  Make recommendations for resolving the issue  Only 1 of 3 outcomes should come from Management Meeting: 1. Reset the boundary 2. Add resources or time to be able to make the boundary 3. Cancel the project  “Just do your best” is not acceptable This process should be completed in hour or days – not weeks January 27, 2014 CoDev2014 27
  • Project Check-Ins What Is the Tool? • Replace formal Project Checkpoints with informal “Check-ins” • Just check adherence to Boundary Conditions Which Business Problems Does the Tool Solve? • Saves time spent in preparing review slides • Frees resources for innovation PROJECT CHECK-IN TOOL Benefits • • • • • Encourages innovation by empowering the team Increases motivation due to the trust placed in the team Facilitates speed since the team is empowered to make decisions Keeps the team focused on the core value propositions Is a repeatable lightweight process January 27, 2014 CoDev2014 28
  • Project Check-Ins How to Apply the Tool • Set the Boundary Conditions – team and management agree • Team empowered to make decisions within the boundaries • Periodic, informal “Check-In” meetings defined – minimal management, no formal slides. Low number of Check-Ins. • Out-of-Bounds conditions held in a different meeting PROJECT CHECK-IN TOOL January 27, 2014 CoDev2014 29
  • Attitude Influence Diagram Eliminating Political Roadblocks What is the tool? • • • • A tool to identify your projects key supports and detractors A scatter plot diagram that shows the relative influence and attitudes of the key staff members who will be involved A subjective assessment, but very powerful tool to quickly identify those who might block your project Applied early in the process, this tool will provide you with the opportunity to proactively manage detractors to ensure their concerns are addressed – and sometimes converted to supporters Which Business Problems Does the Tool Solve? • • Resistance and politics can slow teams down This graphical technique pinpoints people and their position so that you can use your time wisely Benefits • • • • January 27, 2014 Provides a new methodology for accelerating decisions Identifies supporters and detractors that will impact your probability of success Helps you avoid mistakes in the implementation process Creates a framework for managing proactive discussions and positive influence CoDev2014 30
  • Attitude Influence Diagram How to Apply the Tool: Step 1: Generate a list of those who might impact your program. Step 2: Identify the most positive and most negative and plot them against the two axes. Step 3: Then as you populate the chart, you can gauge comparisons against the two extremes. Note: the size of the bubble indicates the difficulty of influencing their position. Step 4: Look at the quadrant of high influence and negative attitude to focus your efforts and work on those individuals who are most likely to threaten your success. January 27, 2014 CoDev2014 31
  • Attitude Influence Diagram Eliminating Political Roadblocks Focus efforts here to move detractors to supporters January 27, 2014 CoDev2014 32
  • Break Out 2: Attitude Influence Diagram Break out Session Objective: • Identify a project you’re working on that it at political risk • Apply the AI tools to identify key detractors • Develop 2-3 actions to move detractors to supporters January 27, 2014 CoDev2014 33
  • Extended Teams & Innovation • Innovation - Extending a development team • Crowd Sourcing + Gamification • Social Innovation Best Practices 1. Time-Bound Innovation 2. Dedicated Innovation Teams 3. Understanding Customer’s Environment of Use January 27, 2014 CoDev2014 34
  • Crowdsourcing: finding the right team Crowdsourcing is the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people, and especially from an online community, rather than from traditional employees or suppliers. *Wikipedia • • • • “We is smarter that Me” Crowd, not Riot Not everyone has a qualified voice! Vibrancy and focus will make or break it January 27, 2014 CoDev2014 35
  • Gamification: engaging the team Gamification: the use of game thinking & game mechanics in non-game contexts to engage user in solving problems* *Wikipedia Gamification & Product Development: provides a mechanism for disperse teams to collaborate and prioritize product features and technical solutions • Innovation Tournaments • Innovation Challenges January 27, 2014 CoDev2014 36
  • Social Innovation • There is an increasing trend to apply social technology platforms to address the complexity and challenge of product development. • Joined by Santa Clara University Professors who shared our interest and passion, we performed a multi-client benchmark study, and simultaneously launched research on this emerging topic. • Who is leading the charge and what have they learned? • Identified 10 best practices of applying these emerging technologies January 27, 2014 CoDev2014 37
  • Social Innovation Best Practices 1. Innovation can be time-bound. 2. Targeted application of social media methodologies can result in faster time to market and lower cost by reducing product definition expense. 3. The quantity of data from customer/community is not a substitute for quality input. 4. There is no need for investment in home-grown social media tools. 5. Two types of resources: dedicated resources to help accelerate; part time resources that have social media experience. 6. Bridging generations: younger members of the workforce typically have greater social media competencies; older workers tend to be the decision makers. 7. Executive sponsorship is not required to deploy social media for product development, but you can get a lot more done with it. 8. The most effective communities have: small number of closed and managed communities, are time bounded, and contain user generated content. January 27, 2014 CoDev2014 38
  • Time Bounded Innovation Community IBM Jams Action Report Project Initiation Jam preparation: marketing, training/recruitment, site preparation Live Event Post-Jam Analysis and Implementation The IBM Jam accelerates innovation & consensus by combining an optimized process for innovation with technology to help with communication, filtering, and idea enhancement Practice • The live Jam duration is typically one week but can be as short as 72 hours • Real time data analysis tools scan forum comments to identify hot topics and emerging themes • Lack of anonymity ensures that feedback remains constructive, even if critical Quickly increase the front end of the innovation process by reaching out to relevant community voices Goal • Transcend culture, generation, language, and geographic challenges to harness collective brainpower for a given problem or challenge • Use online, virtual collaboration to drive increased real world collaboration across the enterprise Quickly harnessed innovation on new problems with large, distributed organizations • Within seventy two hours hundreds of ideas can be generated • Technology provided the ability to draw upon experts repeatedly because the responses are traceable • The Jam process yielded prioritized and manageable solutions with a direct line of sight from idea to execution Result Social Media isn’t limited to ongoing communities - well defined sessions & qualified participants can be leveraged effectively as a time bounded, high impact initiative. January 27, 2014 CoDev2014 39
  • Rapid Idea Generation & Dedicated Team Use out-of-box platforms to quickly harness innovation on new problems within large, distributed organizations Practice • Leading platform allowed this study participant to quickly construct campaigns and helped them to gather ideas from employees • The platform also has mechanisms of voting and collaboration, so participants can put concepts out there and employees can contribute to them, and then re-vote on the enhanced ideas There is an urgent need for larger companies to innovate, but their size often makes it more difficult. This study participant formed a small group to serve as an innovation management team. They work with all the various software and solutions business units on their specific innovation plans and objectives. Goal • This team is a central group that helps put tools in place, create templates, and guide the teams. • An implementation strategy that allows the flexibility to customize the platform and to share data across business units was instrumental to the success of this organization. The dedicated innovation team was widely tapped to help accelerate operating businesses achieve their innovation goals. Results January 27, 2014 • • • • Campaigns ramped up and were running in less than a week In one case, a campaign generated 200-400 ideas in 2 weeks. Response tracking within the platform gave teams the ability to draw upon experts repeatedly. This platform is being used by divisions with upwards of several thousand people. CoDev2014 40
  • Understanding the Customer’s Environment of Use In designing a new cosmetic line, the company asked their target market (busy moms) to photograph and share their empty purses to help design the ideal “mobile” cosmetic solution Practice • This company used a closed community, where they shared photographs and provided input on their biggest challenges with using the product • The design team used these photographs to understand the environment of use • Photographic input is much richer than a survey, and is much more accurate because it does not rely on memory • By sharing the photographs the moms can share experiences and provide a more meaningful context for probing and further exploration Increase number of products delivered and significantly accelerate time-to-market Goal • This organization had a desire to increase revenue from new products • This technique was also able to reduce the cost of product definition since customer visitation was done via the internet, not in person Set new standard for production delivery - 12 new products in six months Results • Inclusion of the photographs from the focused target market enhanced contextual product definition and allowed the company to realize that many cosmetic product could be included in one package • The process ‘virtualizes’ customer visitation, a best practice for product definition Capturing specific environments of use allows your customers to make the highest value contributions January 27, 2014 CoDev2014 41
  • Break out #3: Time for Action • Break out session Objective: – Avoid “offsite amnesia” – applying what you learned. – Identify 2-3 tools that you can start applying with your teams/partners. – For each tool, identify the next action • What, with whom, by when January 27, 2014 CoDev2014 42