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Integrating Stage Gate with Product Development Models and the CMMI WB v2.2
- 1. Stage Gate Integratedwith Product/Project Development Models & The CMMI March 2016
- 2. Product/Project Lifecycle Stagesand 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
- 3. Product/Project / Systems/ Software Development Lifecycle (PDLC/SDLC)
- 4. Stage Gate Definition: theStage-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 ModelDiagram 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
- 7. Stage Gate SystemsEngineering Process
- 8. The Systems Approach Systems REQUIREMENTS REQUIREMENTS REQUIREMENTS REQUIREMENTS ALTERNATIVE ALTERNATIVE ALTERNATIVE ALTERNATIVE ALTERNATIVE ALTERNATIVE ALTERNATIVE ALTERNATIVE TranslationAnalysis Trade Off Synthesis Constraints * Legislative * Financial * Timing * Policy Selection Criteria * Performance * Cost/Benefit * Response Time * Policy
- 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 ProjectPlan 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 mostcommon 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, theproduct’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 productcomponent 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 theDetailed Activities in the Stages (Product Development Models)
- 23. Waterfall Model with StepwiseV&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 ModelHigh-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 DevelopmentLifecycle 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 DevelopmentLifecycle 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 ProcessModel 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 RQTSPLAN 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 ModelHigh-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 1STGeneration 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 2ndGeneration 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 ModelHigh-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
- 34. Typical Product Development Modelsfor Smaller or Less Complex and/or Safety Critical Projects
- 35. Agile Software DevelopmentLifecycle
- 36. Prototyping Product DevelopmentLifecycle
- 37. A Concurrent EngineeringLife-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