Speaking with facts tq & od project dimensions(1)Beth Perez
The document discusses project planning and management using total quality principles. It compares conventional consultant approaches to total quality approaches. Total quality approaches emphasize customer needs, client values, baseline variables, and long-term perspectives. They also focus on qualified clients, clear deliverables, empowering team members, and continually communicating and collaborating with clients to meet their needs and ensure project success.
Global Automation Equipment Leader gains Scalability through Upgrades
Hexaware provided end-to-end development and maintenance services to help the client attain scalability, reduce costs, and enhance service value through deploying an experienced resource base and providing an extension of existing delivery systems. The solution involved Hexaware providing upgrades, development and maintenance services through an offshore delivery model and three phases: pre-upgrade assessment, upgrade of databases and applications, and post go-live support. This enabled the client to improve management of product tasks, reduce upgrade costs, and enhance service levels and scalability.
The document discusses tracking environmental performance in buildings to drive continuous improvement. It outlines a general 4-phase process for performance tracking: 1) evaluate current performance and set benchmarks, 2) collect and analyze data, 3) create regular performance reports, and 4) implement improvement actions and track progress. Key points include setting organizational goals, finding existing data sources, defining appropriate metrics, automating data collection, and using performance information to prioritize high-impact changes. The overall goal is to close the loop from measurement to action.
The document discusses principles of agile project management and rhythmic leadership. It covers preparing teams by defining roles and processes, as well as techniques for maintaining rhythm such as sprint planning, daily stand-ups, reviews and retrospectives. Metrics like burn down charts are presented as tools for monitoring progress and identifying issues to continuously improve the process. The overall message is that following agile practices and keeping the team working in a consistent, predictable rhythm will help achieve goals and deliver value.
This document discusses Sales and Operations Planning (S&OP) and DuPont's journey with S&OP. It provides:
1) An overview of what S&OP is and why it is crucial for businesses. S&OP integrates planning across functions to optimize decisions for profitability and align tactics with strategy.
2) A brief background on DuPont and its business segments. DuPont implemented SAP solutions including APO for integrated planning.
3) Examples of DuPont's S&OP practices such as using consistent metrics and standards, zippered integration between planning systems, and governance of the S&OP process.
This document discusses plans for a seminar on transforming Malaysia towards a high-income economy by 2020. The seminar aims to help leaders from various sectors understand modern transformation methods used internationally. It will identify necessary changes in private and public sector management systems to implement the proposed transformation initiatives. The seminar will have presentations on key topics from practitioners, academics, and public/private sectors. It will be held at UITM and target 300 participants, including media. The seminar hopes to facilitate discussions on resolutions and conclusions to help drive transformation efforts in Malaysia.
Discover the power of Lean when it is combed with ISO 9001 and the Australian Business Excellence Framework. This fusion can deliver benefits to your organisation that are extremely efficient sustainable and profound.
1) The document discusses aligning sales and professional services processes to drive revenue and profits.
2) It describes key objectives for the sales process including reducing costs, shortening the sales cycle, and ensuring seamless transitions to implementation.
3) Professional services can help by managing technical complexity, freeing up sales staff, and aligning roles and responsibilities across the sales life cycle.
Speaking with facts tq & od project dimensions(1)Beth Perez
The document discusses project planning and management using total quality principles. It compares conventional consultant approaches to total quality approaches. Total quality approaches emphasize customer needs, client values, baseline variables, and long-term perspectives. They also focus on qualified clients, clear deliverables, empowering team members, and continually communicating and collaborating with clients to meet their needs and ensure project success.
Global Automation Equipment Leader gains Scalability through Upgrades
Hexaware provided end-to-end development and maintenance services to help the client attain scalability, reduce costs, and enhance service value through deploying an experienced resource base and providing an extension of existing delivery systems. The solution involved Hexaware providing upgrades, development and maintenance services through an offshore delivery model and three phases: pre-upgrade assessment, upgrade of databases and applications, and post go-live support. This enabled the client to improve management of product tasks, reduce upgrade costs, and enhance service levels and scalability.
The document discusses tracking environmental performance in buildings to drive continuous improvement. It outlines a general 4-phase process for performance tracking: 1) evaluate current performance and set benchmarks, 2) collect and analyze data, 3) create regular performance reports, and 4) implement improvement actions and track progress. Key points include setting organizational goals, finding existing data sources, defining appropriate metrics, automating data collection, and using performance information to prioritize high-impact changes. The overall goal is to close the loop from measurement to action.
The document discusses principles of agile project management and rhythmic leadership. It covers preparing teams by defining roles and processes, as well as techniques for maintaining rhythm such as sprint planning, daily stand-ups, reviews and retrospectives. Metrics like burn down charts are presented as tools for monitoring progress and identifying issues to continuously improve the process. The overall message is that following agile practices and keeping the team working in a consistent, predictable rhythm will help achieve goals and deliver value.
This document discusses Sales and Operations Planning (S&OP) and DuPont's journey with S&OP. It provides:
1) An overview of what S&OP is and why it is crucial for businesses. S&OP integrates planning across functions to optimize decisions for profitability and align tactics with strategy.
2) A brief background on DuPont and its business segments. DuPont implemented SAP solutions including APO for integrated planning.
3) Examples of DuPont's S&OP practices such as using consistent metrics and standards, zippered integration between planning systems, and governance of the S&OP process.
This document discusses plans for a seminar on transforming Malaysia towards a high-income economy by 2020. The seminar aims to help leaders from various sectors understand modern transformation methods used internationally. It will identify necessary changes in private and public sector management systems to implement the proposed transformation initiatives. The seminar will have presentations on key topics from practitioners, academics, and public/private sectors. It will be held at UITM and target 300 participants, including media. The seminar hopes to facilitate discussions on resolutions and conclusions to help drive transformation efforts in Malaysia.
Discover the power of Lean when it is combed with ISO 9001 and the Australian Business Excellence Framework. This fusion can deliver benefits to your organisation that are extremely efficient sustainable and profound.
1) The document discusses aligning sales and professional services processes to drive revenue and profits.
2) It describes key objectives for the sales process including reducing costs, shortening the sales cycle, and ensuring seamless transitions to implementation.
3) Professional services can help by managing technical complexity, freeing up sales staff, and aligning roles and responsibilities across the sales life cycle.
I recently did some consulting at a local agency and was asked to put together a presentation to help educate the account teams about what is going on in digital marketing. It has a few work flow tips, mobile stats, emerging platforms and some growing trends.
This document outlines a social media and PR strategy for promoting a brand in Japan. It discusses setting short, mid, and long-term goals around brand awareness, communication, and sales. The strategy includes opening social media accounts, creating regular original content, monitoring analytics, and producing occasional infographics. It also describes collaboration with a PR agency for media coverage and outreach through press releases, media contact, and surveys.
This document outlines the development management framework for Nakheel Shopping Malls projects. It details the key phases and steps involved, from initial project identification through to completion and handover of the mall to operations. The major phases include initiation, pre-development, development, and completion/management. Key activities within each phase are defined such as concept development, design documentation, procurement, construction monitoring, and tenant coordination. The framework is intended to advise, facilitate and deliver mall development projects from start to finish.
KPMG provided a decade of services including:
1. Global documentation, leadership presentations, product health scoring, and strategic planning from 2011-2010.
2. Deployments of audit/advisory applications, IBS/SAP, SoftGrid, and partner rotation systems from 2009-2007.
3. Infrastructure services, Exchange deployments, security patching, and process design from 2006-2004.
The document discusses considerations for brands operating in China. While some marketing elements are similar to Western markets, such as celebrity endorsements and portrayals of luxury, Chinese consumers prefer brighter colors and more information. Successful brands tailor their products to Chinese tastes, such as when Oreo reformulated their cookies to be less sweet for Chinese palates and increased their market share significantly. The document advocates understanding differences in consumer preferences across global markets to better tailor branding and products.
Someday, China will be the biggest consumer market in the world. So no wonder many of the world's leading Brands are looking at ways to develop effective Brand strategies to impact the Chinese marketplace.
Agile is an umbrella term for a collection of values, principles and practices originating from eXtreme Programming, Scrum, Lean and other methodologies.
When combined with effective governance, Agile and Lean provide benefits that include increased business value, reduced risk, greater flexibility and improved transparency.
Planning involves setting SMART goals that are specific, measurable, attainable, relevant, and time-bound. It requires setting aside time to formulate future courses of action to achieve specified results. Planning helps by allowing you to check progress, coordinate activities, and think ahead. However, criticisms of planning include that it can create rigidity and not be developed for dynamic environments with state, effect, and response uncertainty. The document discusses management by objectives as a way to motivate employees through jointly setting objectives, developing action plans, and periodically reviewing performance. It also outlines the basic strategic types of prospectors, analyzers, defenders, and reactors in relation to planning.
Project Management Professional (PMP) / 42 Processesedtichy
The document outlines the key processes in project management from initiation through closing. It shows the initiating process of developing the project charter and defining the scope. The planning processes include developing the project management plan, scope baseline, schedule and cost baselines. The execution stage involves directing and managing the project work. Monitoring and controlling includes monitoring the project work, integrated change control, and updating cost and schedule baselines. Finally, the closing process verifies deliverables and closes the project or phase.
Porject Management Professional / 42 Processeskat_tichy
The document outlines the key processes in project management from initiation through closing. It shows the initiating process of developing the project charter and defining the scope. The planning processes include developing the project management plan, scope baseline, schedule and cost baselines. The execution stage involves directing and managing the project work. Monitoring and controlling includes monitoring the project work, integrated change control, and updating cost and schedule baselines. Finally, the closing process verifies deliverables and closes the project or phase.
This document discusses enterprise project management from Lenati's perspective. It covers the benefits of establishing governance over a project portfolio using tools like a stage/gate approach. It emphasizes using an Enterprise Project Management Office (EPMO) to establish standard processes, templates, and training. The EPMO also supports executive oversight of the project portfolio. Lenati offers services to help clients set up these governance structures and manage projects more successfully.
Bill Stankiewicz Copy Scope 2010 Wilkinson Sword CompanyBillStankiewicz
Energizer Holdings is a global consumer goods company that manufactures and distributes shave and personal care products. It has operations in over 140 countries and is the second largest player in the wet shaving market. The document discusses Energizer's supply chain strategy and efforts to implement a global SAP system along with Manugistics to integrate its planning and operations across regions. It outlines the challenges faced and lessons learned from the multi-year global implementation project.
The document discusses how the Constellation Program Office implemented Earned Value Management (EVM) across all of its projects. It describes how the Marshall Space Flight Center's Office of Strategic Analysis and Communications collaborated with various program elements to establish processes for collecting, formatting, and integrating EVM data. This included providing tools, training, and guidance on work breakdown structures and organization breakdown structures. Once the initial elements established these processes, other elements began adopting them as well. Eventually, EVM data was integrated and rolled up at the overall Constellation program level.
This document provides an overview of project management concepts including the project lifecycle, knowledge areas, and processes. It focuses on defining project scope and creating a work breakdown structure (WBS). Key points covered include defining the project scope through a scope statement, breaking the project into deliverable-oriented work packages in the WBS, and ensuring the WBS includes all project scope. The document emphasizes that properly defining scope and creating a WBS are critical early steps to help manage expectations and plan the remaining project work.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The document summarizes the syllabus for the Unit 2 course on software engineering processes and requirements. It includes an overview of various process models like waterfall, incremental, evolutionary (prototyping, spiral), and unified process. It also discusses software requirements including functional, non-functional requirements and the software requirements specification document.
The document provides information about software engineering for the second semester of the second year B.Tech IT course, including the syllabus, textbooks, and an index of process model lecture topics and slides. Process models covered include waterfall, incremental, RAD, evolutionary prototypes, spiral, and unified process. Software requirements topics such as functional and non-functional requirements are also outlined.
Poor process design can lead organizations to only address symptoms of problems rather than their root causes. Process redesign aims to understand why processes exist and improve activities to better achieve objectives. ValueAdding consultants help clients define objectives, analyze current processes, involve staff, redesign processes, implement changes, and provide continuous improvement. They address root causes rather than just symptoms to help clients meet targets like BVPI scores.
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I recently did some consulting at a local agency and was asked to put together a presentation to help educate the account teams about what is going on in digital marketing. It has a few work flow tips, mobile stats, emerging platforms and some growing trends.
This document outlines a social media and PR strategy for promoting a brand in Japan. It discusses setting short, mid, and long-term goals around brand awareness, communication, and sales. The strategy includes opening social media accounts, creating regular original content, monitoring analytics, and producing occasional infographics. It also describes collaboration with a PR agency for media coverage and outreach through press releases, media contact, and surveys.
This document outlines the development management framework for Nakheel Shopping Malls projects. It details the key phases and steps involved, from initial project identification through to completion and handover of the mall to operations. The major phases include initiation, pre-development, development, and completion/management. Key activities within each phase are defined such as concept development, design documentation, procurement, construction monitoring, and tenant coordination. The framework is intended to advise, facilitate and deliver mall development projects from start to finish.
KPMG provided a decade of services including:
1. Global documentation, leadership presentations, product health scoring, and strategic planning from 2011-2010.
2. Deployments of audit/advisory applications, IBS/SAP, SoftGrid, and partner rotation systems from 2009-2007.
3. Infrastructure services, Exchange deployments, security patching, and process design from 2006-2004.
The document discusses considerations for brands operating in China. While some marketing elements are similar to Western markets, such as celebrity endorsements and portrayals of luxury, Chinese consumers prefer brighter colors and more information. Successful brands tailor their products to Chinese tastes, such as when Oreo reformulated their cookies to be less sweet for Chinese palates and increased their market share significantly. The document advocates understanding differences in consumer preferences across global markets to better tailor branding and products.
Someday, China will be the biggest consumer market in the world. So no wonder many of the world's leading Brands are looking at ways to develop effective Brand strategies to impact the Chinese marketplace.
Agile is an umbrella term for a collection of values, principles and practices originating from eXtreme Programming, Scrum, Lean and other methodologies.
When combined with effective governance, Agile and Lean provide benefits that include increased business value, reduced risk, greater flexibility and improved transparency.
Planning involves setting SMART goals that are specific, measurable, attainable, relevant, and time-bound. It requires setting aside time to formulate future courses of action to achieve specified results. Planning helps by allowing you to check progress, coordinate activities, and think ahead. However, criticisms of planning include that it can create rigidity and not be developed for dynamic environments with state, effect, and response uncertainty. The document discusses management by objectives as a way to motivate employees through jointly setting objectives, developing action plans, and periodically reviewing performance. It also outlines the basic strategic types of prospectors, analyzers, defenders, and reactors in relation to planning.
Project Management Professional (PMP) / 42 Processesedtichy
The document outlines the key processes in project management from initiation through closing. It shows the initiating process of developing the project charter and defining the scope. The planning processes include developing the project management plan, scope baseline, schedule and cost baselines. The execution stage involves directing and managing the project work. Monitoring and controlling includes monitoring the project work, integrated change control, and updating cost and schedule baselines. Finally, the closing process verifies deliverables and closes the project or phase.
Porject Management Professional / 42 Processeskat_tichy
The document outlines the key processes in project management from initiation through closing. It shows the initiating process of developing the project charter and defining the scope. The planning processes include developing the project management plan, scope baseline, schedule and cost baselines. The execution stage involves directing and managing the project work. Monitoring and controlling includes monitoring the project work, integrated change control, and updating cost and schedule baselines. Finally, the closing process verifies deliverables and closes the project or phase.
This document discusses enterprise project management from Lenati's perspective. It covers the benefits of establishing governance over a project portfolio using tools like a stage/gate approach. It emphasizes using an Enterprise Project Management Office (EPMO) to establish standard processes, templates, and training. The EPMO also supports executive oversight of the project portfolio. Lenati offers services to help clients set up these governance structures and manage projects more successfully.
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Energizer Holdings is a global consumer goods company that manufactures and distributes shave and personal care products. It has operations in over 140 countries and is the second largest player in the wet shaving market. The document discusses Energizer's supply chain strategy and efforts to implement a global SAP system along with Manugistics to integrate its planning and operations across regions. It outlines the challenges faced and lessons learned from the multi-year global implementation project.
The document discusses how the Constellation Program Office implemented Earned Value Management (EVM) across all of its projects. It describes how the Marshall Space Flight Center's Office of Strategic Analysis and Communications collaborated with various program elements to establish processes for collecting, formatting, and integrating EVM data. This included providing tools, training, and guidance on work breakdown structures and organization breakdown structures. Once the initial elements established these processes, other elements began adopting them as well. Eventually, EVM data was integrated and rolled up at the overall Constellation program level.
This document provides an overview of project management concepts including the project lifecycle, knowledge areas, and processes. It focuses on defining project scope and creating a work breakdown structure (WBS). Key points covered include defining the project scope through a scope statement, breaking the project into deliverable-oriented work packages in the WBS, and ensuring the WBS includes all project scope. The document emphasizes that properly defining scope and creating a WBS are critical early steps to help manage expectations and plan the remaining project work.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The document summarizes the syllabus for the Unit 2 course on software engineering processes and requirements. It includes an overview of various process models like waterfall, incremental, evolutionary (prototyping, spiral), and unified process. It also discusses software requirements including functional, non-functional requirements and the software requirements specification document.
The document provides information about software engineering for the second semester of the second year B.Tech IT course, including the syllabus, textbooks, and an index of process model lecture topics and slides. Process models covered include waterfall, incremental, RAD, evolutionary prototypes, spiral, and unified process. Software requirements topics such as functional and non-functional requirements are also outlined.
Poor process design can lead organizations to only address symptoms of problems rather than their root causes. Process redesign aims to understand why processes exist and improve activities to better achieve objectives. ValueAdding consultants help clients define objectives, analyze current processes, involve staff, redesign processes, implement changes, and provide continuous improvement. They address root causes rather than just symptoms to help clients meet targets like BVPI scores.
Similar to Engineering Processes and Project Management (20)
1. Definition Plan Implementation Audit
Core
Processes
Define
Objectives
- VOC -
Concept
Plan
Design
Develop
Verify
Prepare
Validate
Produce
Data &
Customer
Feedback
• New Products Development
• Product Improvement
• Portfolio Management
• Project Management
• Process Controls
• Problems Solving
• Technology Transfer
Process Details
• Risk Analysis Scaled and Tailored to
Organization’s Needs
2. Definition Plan Implementation Audit
New Product Development Define
Objectives
- VOC -
Concept
Plan
Design
Develop
Verify
Prepare
Validate
Produce
Data &
Customer
Feedback
• Periodic Project Portfolio Review Process Guide and Procedures
• Define Priorities Phase IV
Purpose:
Pre-Production
Product Development
Process Guide
Finalize the product design and validate that the product meets
customer needs.
• Focus on Fast Track Projects
Prepare product(s) for full ongoing production and market place
commercialization.
Product Development
Process Guide
Description: The product design is refined to its final form. The final product design
is documented and validated to meet Product Design Specification
requirements and customer needs.
Phase III Prototype The final phase of Manufacturing and Procurement Plans are
conducted. Process design/development are conducted. Process
Purpose: Design and document the preliminary product design, and verifyvendor sample evaluation are conducted in preparation for
studies and that it
Pre-Production Run.
meets the Product Design Specification. Proceed with Manufacturing,
Marketing, Support and Test Plans.
Conduct a Pre-Production run. Samples will be used to validate both
Description: The Product Development Team designs, documents and validatesmanufacturing processes.
the design and the
product(s) using existing systems.
Product Development Process and product designs are refined after Pre-Production Run in
Process Guide A rigorous cross-functional design review process is used throughout Ongoing Production.
preparation for Full
this phase.
Implement the final phase of Support and Marketing Plans in
• Focused Leader Delivers Project Goals
Manufacturing, Marketing, Support and Test Plans proceed on a product commercialization.
preparation for
Phase II Feasibility parallel path.
A rigorous cross-functional Design, Process and Program Phase
Purpose: Deliverables:
Select, define and commit to a product concept; define and initiate Reviews are conducted.
plans for non-product design functions. • Prototypes
• Preliminary Test Results; R & D Deliverables:
and or Verification Testing
Definition: The Project Team transforms the broad requirements Design Documentation: Drawings, Programs,
• (what’s) of the • Final Design Doc.: Drawings, Test Specifications, Use Manuals!.
Initial Product Specification into product design concept.
• Release of Long Lead Parts • Final Risk Management Review: Risk Analysis, FMEA !
• Capex • Design & Process Reviews
Product Development • Risk Management Review: Risk Analysis, FMEA • Process Studies
Innovative concept alternatives that satisfy the Initial Product !
Process Guide Specification are explored. The most promising product concept is
• FMEA • Product Validation & Test Results
selected and documented during this phase (only one Design Review Results
• concept for each • Manufacturing, Marketing, Support Plan Review
system or sub-system). Concept development shouldProcess Review Results
• be limited to • Pre-production Review, Product Team Sign-Off & ECN Release
clarifying concept definitions and reducing risks to acceptable levels. Marketing, Support Plan Review
• Manufacturing,
Phase I Concept (note: concept development and design takes place in the next phase)
• Project Plan (Tasks, Budget, Schedule) Phase Review and Approval are required prior to substantially moving to next
Program
phase. Some overlapping of phase activities is expected.
Purpose: Identify, rigorously define and launch promising new product committed product concept is rigorously defined in a Product
The
Program Phase Review and Approval are required prior to substantially moving to next
opportunities. This phase is arguably the most important Specification. Once approved, concept changes must be approved.
part of the
project. It defines our goals / targets. Shoot at the wrong target and phase. Some overlapping of phase activities is expected.
• Consistent Processes Tailored to Needs
even the most expert marksman gets no reward. Focusing our efforts Marketing, Support and Test Plans are defined. Parallel
Manufacture,
on the right target is essential. paths for each are initiated.
Revision B Page: 10
Product Development Description: The Project Manager/Leader leads a cross-function team.
Deliverables:
Process Guide Engineering, Marketing and other department representatives are Specification (design specification)
• Product
members of the team or provide support. • Manufacturing, Marketing, Support and Test Plans
• Risk Management Review: Risk Analysis, FMEA !
During this phase, customer/market needs, competitive analysis,
• Project Plan (Tasks, Budget, Schedule)
PRODUCT DEVLOPMENT PROCESS business needs and technological opportunities are synthesized by the
• Review Long Lead Items
team to define new product opportunities. These products opportunities
are defined in the Initial Product Specification. • Design Review
Purpose: To Deliver Profitable New Product to Our Customers. • DHF Review
Ownership: Enterprise The Voice of the Customer is brought into the process through various
methods: market research, customer interviews, questionnaires, etc. Approval are required prior to substantially moving to next
Program Phase Review and
Roles: Project Team Technological opportunities are compiledphase. Some overlapping of phase activities is expected.
through various methods Revision B Page: 9
R&D, competitive analysis, design concepts and technology searches.
Each Project or New Product Idea is entrusted to a Project Team.
The Initial Product Specification is reviewed and approved by a cross-
Highly Effective Teams: functional Management Team. Approved projects are prioritized and
• Deliver the Project Plan overcoming the inevitable unforeseen launched when resources are available.
obstacles.
• Are a group of result-oriented professionals working together in a Initial Product Specifications contains:
high trust environment to get the project done right. • Product Specification (market driven, broad high level requirements,
• Are committed to the customer, the project objectives and delivering what needs to be accomplished, not solutions)
their project plan, from the start. • Target Cost and Price; Projected Sales Volumes
• Emphasize frequent and effective team communication to • Business case (development and product cost, return, etc.)
support/speed decision making and action. • Fit With Product Line Strategy
• Proceed with a sense of urgency, ownership and empowerment. • Competitive Analysis
Revision B Page: 8
• Make the project decisions. • Development Risks
• Complete tasks as early as possible. • Resource Requirements
• Complete tasks in a parallel or overlapping manner were possible to • Development Budget And Schedule Constraints
compress cycle time.
• Have a "Can Do" attitude. Deliverables:
• Initial Product Proposal
The Project Team owns the success of the project!
Program Phase Review and Approval are required prior to substantially moving to next
Management Team phase. Some overlapping of phase activities is expected.
The Management Team's role:
• Launching projects & supporting implementation. Empowering Team
to run their project.
• Ensure management understanding, consensus and buy-in Revision B Page: 6
• Allocating resources (Human, Financial & Physical)
• Project oversight
• set objectives (approve changes when necessary)
• budget/schedule approval
• cancel projects when necessary
• address barriers that impede progress
• Support and coach the Project Team
Revision B Page: 3
3. Definition Plan Implementation Audit
Process Cycle Time Reduction Define
Objectives
- VOC -
Concept
Plan
Design
Develop
Verify
Prepare
Validate
Produce
Data &
Customer
Feedback
Company News Letter
• New Product
Development Process
Improvements
• New Technology
Transition
• 10% sales growth that
grew to double sales
within a two years
4. Definition Plan Implementation Audit
Product Improvement Engineering Define
Objectives
- VOC -
Concept
Plan
Design
Develop
Verify
Prepare
Validate
Produce
Data &
Customer
Feedback
Focused On
1. Quality
2. Delivery
3. Cost Savings
4. Product Line Extension
Product Improvements
* Not Part of NPD Team
Action Oriented Manage Work
Manage Resources – Priorities & Availability
Resources • Define Objectives and Plans
• Cross-Functional • Review Progress Against Results
• Dedicated, Focused, Separate From NPD
• Collaborate with NPI Problem Solving
Short Term – Max Gain in Shortest Time with Limited Risk
Measure Progress and Results Long Term – Root Cause Solution - No Question of Adequacy
5. Definition Plan Implementation Audit
Product Line Planning Define
Objectives
- VOC -
Concept
Plan
Design
Develop
Verify
Prepare
Validate
Produce
Data &
Customer
Feedback
6. Definition Plan Implementation Audit
Fast Experimentation Define
Objectives
- VOC -
Concept
Plan
Design
Develop
Verify
Prepare
Validate
Produce
Data &
Customer
Feedback
Kaizen Event - Several Days - Cross-functional
1. Visit Customers, Observe 3. Mockup Ideas
and Define Needs
2. Team Meets & Brainstorms
4. Evaluate – Refine
5. Reconnect with Customers