This document outlines key aspects of project management, including the seven forces of project-based management, the internal and external implementation processes, and the new product development process. It emphasizes the importance of leadership in ensuring project success through clear objectives, team motivation, and effective communication. The document also details the structured approach to product development using techniques such as PERT and phases from concept to market launch.

1. Project Management
7 Forces of Project based management, New
product development process and project
leadership
23rd January 2013
Nihal Ranjan
Magna Rico Power train

2. Agenda
1 Seven Forces model of project based management
2 Internal Implementation
3 External Implementation
4 New Product Development process
5 What a leader do to ensure success of project

3. Seven forces model of project based management
Internal to project
Definition Attitudes
Objectives Commitment
Scope People Motivation
Technology Leadership Support
Design Management Right 1st time
Resourcing Teamwork Shared Vision
Influence
IR
Project Drivers
Organization Systems
Roles Planning
Resources Control
Sponsorship Type Reporting Context
Contract Quality Political
Benefit
Strategy Risk Economic
Finance
Social
Value
Environment
Schedule
Legal
Urgency
External to project

4. Internal Implementation
People Systems Organization
1 The leadership of 2 tAn Internal system 3 The organization
sponsor organization should be in place for structure should be
creates a planning of project, defined in such a way
management timely reporting based that all people in
structure which allows on measurable project has clear roles
teamwork by using parameters. supported by
its influence that In case of deviation sufficient resources.
leads to harmonious from original plan a The contractual
industrial relation. control mechanism relationship between
The team should be should be in place parties ( supplier and
connected in such a customer) is clearly
way that all functions defined to protect
of a project have from any ambiguity in
same shared value. future based on
organizational
strategy

5. External Implementation
Definition Sponsorship Attitude/Context
1 The sponsor of 2 The project benefit to 3 The commitment of all
project should define sponsor/stakeholder stakeholders is
clear objective of is defined at start of achievable,
project with well project, financial stakeholders are
defined scope and closure of project motivated to ensure
limitations. It is also before work begin is higher yield.
important to use of importance to All stakeholders are
technologies which ensure economic connected through
are reliable/proven value addition is common shared
and have robust achieved at vision, mission and
design completion of goal.
schedule of project. While defining project,
The sponsor of its objective, it is must
project should also to mitigate any risk
ensure that any involved with political,
possible pitfalls in social, economical,
project can be taken environmental and
care of by deploying legal risk.
Your own footer control measures in Your Logo
urgency.

6. New Product Development Process
Based on PERT (Project evaluation and review technique)
Product Conceptu Detailed Pilot Initial
Prototype Production
Concept al Design Design Production

7. Product Concept
• Market Scanning/ Customer understanding
• Idea generation
• Initial screening
• Preliminary assessment (technical, financial, market)
• Benchmarking and competitor study
• Product brief document generation
• Review by product development council
• Core team formation
• Detailed Assessment / quality function deployment
• Product concept document

8. Conceptual Design
• Preparation and evaluation of options
• 3D layout, mock-up, preliminary bill of material (BOM)
• Finalize concept, target specification sign off
• Make or buy for system, supplier identification
• Review, business case approval
• Project team formation
• Target cost deployment ( system and subsystem)
• Data acquisition and testing requirements
• Project plan preparation

9. Detailed Design
• Target cost to component level
• Outline design, calculation and preliminary drawing release
• Make Vs Buy for components
• Drawing review with supplier input
• DFMEA for critical components/modification
• Sign-off with proprietary suppliers/drawing release
• CAE analysis for critical components/modification
• Application of concurrent design tools/modification
• Generation 1 build and test
• Level 2 drawing release production/tooling plan

10. Prototype making
• PFMEA for all critical components
• Tooling & fixture completion/ tooling trials
• Generation 2 build and test
• Build batch for market seeding
• Seeding completion
• Pilot launch preparation for all market areas

11. Pilot Production
• Plan pilot and initial batch quantities
• Readiness for production and operator training
• Start pilot production batch after management approval
• Send pilot to test market and collect feedback
• Resolve issue, implement improvements

12. Initial production
• Launch preparation for mass production
• Manufacturing ramp up
• Manufacture, sell and monitor initial batch
• Monitor lot for quality assurance handover
• Close project and documentation
• Monitor and resolve customer complaints (on-going)

13. What a leader do to ensure success of project
1
• People own what they participate in creating
2
• People are inspired by what is meaningful to them
3
• Defining interdependencies lead to commitment by team members
4
• Shared information lead to increased buy in from team members
5
• Leaders appreciation of team member and team, motivate team
6
• A successful team is built by environment of mutual trust and respect
7
• A leader empower the team

14. THANK YOU!