1. Agenda 19-02-2013
08:30 – 09:00 Technology Entrepreneurship Methodology
09:00 – 09:10 Lean Startup – a quick introduction
09:10 – 09:25 Break
09:25 – 10:05 Lean Startup – Description of central concepts
10:05 – 10:20 Break
10:20 – 11:00 SCRUM – Part 1
09:10 – 09:25 Break
11:15 – 11:55 SCRUM – Part 2
1 Original material by Thomas J. Howard & Jakob Bejbro for 41631: Innovation in Product Development 2013
Department of Mechanical Engineering, Technical University of Denmark

2. Building a business
Technology entrepreneurship methodology
Jakob Bejbro Andersen
jaban@mek.dtu.dk
Unless otherwise stated, this material is under a Creative
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“Original material by Thomas J. Howard and Jakob Bejbro Andersen for course 41631 – Innovation and
Product Development Department of Mechanical Engineering, The Technical University of Denmark”

3. The special case of
”Technology Entrepreneurship”
• Entrepreneurship in general can be characterised as:
The identification, development and
exploitation of opportunities by single
persons (entrepreneurs).
• Technology entrepreneurship is a subset
characterised by being highly dependant on
technology for creating value.
• The development of technology into commercially
attractive products/services is described well in
literature (innovation).
3 Original material by Thomas J. Howard & Jakob Bejbro for 41631: Innovation in Product Development 2013
Department of Mechanical Engineering, Technical University of Denmark

4. Prerequisites for Innovation methods
ESTABLISHED STARTUP
Knowledge High levels of knowledge Incufficient knowledge,
founded in staff and data perhaps specific to certain
management systems fields (the advantage?).
Organisation Well established organisation
with departments aligned to Restricted to roles.
company functions. No hierarchy.
Responsibilities The business development
task is divided into sub-tasks Ad-hoc or vaguely defined.
placed in departments.
Development The relations between the Cross-disciplinary. Teams often
development’s stakeholders lack necessary knowledge and
environment are well known. competencies.
Customer Customer dialogue is handled Customer is (or should be)
by the sales department closely coupled to the
proximity development
Level of Similarity between Most tasks are solved for the
development projects is likely first time. Importance of
repetition to be of a high degree. tasks changes over time.
4 Original material by Thomas J. Howard & Jakob Bejbro for 41631: Innovation in Product Development 2013
Department of Mechanical Engineering, Technical University of Denmark

5. IPD: In an established company
Market
Well-known relations
Need
(situation)
Product $
Well-known relations
Production
5 Original material by Thomas J. Howard & Jakob Bejbro for 41631: Innovation in Product Development 2013
Department of Mechanical Engineering, Technical University of Denmark

6. IPD: In a startup
What
now?
?
Market ?
?
What
$
Need now? ?
(situation) Product
?
?
What
now?
? ?
Production ?
? ?
… So, why do we need the development log?
6 Original material by Thomas J. Howard & Jakob Bejbro for 41631: Innovation in Product Development 2013
Department of Mechanical Engineering, Technical University of Denmark

7. A tool to match the task at hand
• The tools deployed need to reflect the nature of the task.
Contextual Established company Startup
setting
Prerequi- • High degree of certainty. • Low degree of certainty.
sites • Good knowledge • Large gaps in knowledge.
coverage. • Focus on effectuation.
• Focus on product costs. • Ad-hoc / bricolage
• Plannable progress. oriented process.
• Sufficient resources. • Few resources (time, $).
Tools • Stage Gate Model • Lean Startup (to follow)
available • Lean • … and a few
(in Engineering Design) • SCRUM derivatives.
• Total Quality
Management
• Gantt Charts
• Product Architectures &
Platforms.
• … and many more!
7 Original material by Thomas J. Howard & Jakob Bejbro for 41631: Innovation in Product Development 2013
Department of Mechanical Engineering, Technical University of Denmark

8. A closer look: The Stage Gate Model*
•What is required to execute the stage gate
model?
•How well does the model handle changes in the
surroundings?
•Does it operate well when there are gaps in
team’s knowledge?
Spend 5 minutes discussing the questions
* Robert Cooper, A process model for industrial new product developement, IEEE: Transactions
on Engineering Management, Vol. EM-30, No. 1, February 1983
8 Original material by Thomas J. Howard & Jakob Bejbro for 41631: Innovation in Product Development 2013
Department of Mechanical Engineering, Technical University of Denmark

9. Product
Stage
Product/Service-
architectures
Lean
gate
Gantt
ED and Tech Entrepreneurship SCRUM
Systems
& Platforms
Startup
model
Charts
Model developments / tweaks
Stage Lean
gate Startup
model
Gantt SCRUM
Charts
Product/Service-
Systems
Product
architectures
& Platforms
Poor match Good match
9 Original material by Thomas J. Howard & Jakob Bejbro for 41631: Innovation in Product Development 2013
Department of Mechanical Engineering, Technical University of Denmark

10. The Development Log
The DL is a tool for:
• Navigating and managing complexity.
• Prioritising tasks.
• Handling team resources.
• Specifically designed for the entrepreneurial process.
The DL is not:
• A tool prescribing approaches
and solutions.
• Specific to engineering design.
10 Original material by Thomas J. Howard & Jakob Bejbro for 41631: Innovation in Product Development 2013
Department of Mechanical Engineering, Technical University of Denmark

11. Questions?
11 Original material by Thomas J. Howard & Jakob Bejbro for 41631: Innovation in Product Development 2013
Department of Mechanical Engineering, Technical University of Denmark