The document discusses reducing new product development timelines at MDS SCIEX. It covers changes made to development philosophy, including adopting principles of disciplined thought and action, being information driven, using iterative design, and collaborative team-based work. The governance process for new product introduction is presented, with characteristics like value-added activities, emphasis on planning, and defined pre-concept activities. Organizational behaviors focus on collaborative practices and technical practices. Individual behaviors emphasize qualities like collaboration, leadership, problem-solving, communication, results-orientation, innovation, flexibility, and integrity. Speed in development is increased through focused project teams, bridging functions, and professional project management.
The document discusses how the project management frameworks PRINCE2 and Agile can work together. It provides overviews of both PRINCE2 and Agile, noting their differences in focus (PRINCE2 focuses on products and Agile focuses on people). It then explores how the two can be mapped and integrated, with PRINCE2 providing governance and Agile teams focusing on delivery, reporting exceptions to wider project management using PRINCE2 processes.
Rakuten Technology Conference 2011.
By David Ramos and Ilya Solovyev(LinkShare Corporation)
In today's high tech world, the complexity of projects continues to increase rapidly. Many technical organizations continuously ask themselves – what can we do to ensure the highest level of quality within a time-boxed project? When a project faces unforeseen challenges, there's an increased need for creative solutions and a higher level of teamwork. This presentation explores the coexistence of the agile and waterfall methodologies. This may be taboo in the traditional project management organization, however we have proven that it works.
1. The company launched several voluntary projects aimed at creating an autonomous, innovative, productive and happy work environment for employees.
2. Projects focused on reforming HR practices to remove internal competition and result-based payment, improving communication through internal social media, and promoting diversity and inclusion.
3. The overarching aim of the projects was to make employees, customers, business partners, societies, and the world happy by cultivating motivation, autonomy, and innovation among staff.
Visa Europe implemented PRINCE2 between 2000-2006 to standardize its project management practices. A Programme Management Office was established to develop PRINCE2 training and support. Over the 6 years, training programs were launched, hundreds of employees were certified in PRINCE2, and it was adopted as the standard approach. Lessons learned included needing executive buy-in earlier and applying project management to the initial implementation project. By 2006, PRINCE2 use had expanded globally with over 50,000 annual certifications expected in Europe and growing adoption in regions like China, India, and the United States.
Incepted in the year 1995, Innovative Arts is a recognized company engaged in the manufacture, export and supply of an assortment of plastic automotive components such as instrument pointers, illuminated instrument pointers, instrument tell tail clusters, dashboard components etc. These products receive global appreciation for their quality, performance and longevity. Our products ensure safe & hassle free driving. We have acquired the expertise to customize our products as per the specific requirements of our customers.
Dispelling the mystery around resource planning revckdelcol
This document outlines an alternative approach to resource planning presented by Ken Delcol PMP, PEng at Project World 2012. It discusses identifying the key areas and pitfalls to address when developing a resource plan. The presentation focused on separating the problem into tool selection, configuration, and process. It provided recommendations around simplifying data structure, standardizing views and promoting collaboration between functions to match supply and demand. The goal was leaving attendees with a new way of thinking about resource planning as a multi-faceted organizational issue rather than solely a technical problem.
This document outlines the steps for introducing a new product created by Bushra. It discusses determining customer needs and wishes, developing the product to fulfill those needs in a cost-effective way compared to competitors, highlighting the product's strengths and advantages, and explaining the next steps to take in launching the new product.
Why do so many new products fail? Usually for many reasons. Companies often are so enamored of their new product ideas that they fail to do their research, or they ignore what the research tells them. Sometimes the pricing or the distribution channels are wrong. Sometimes the advertising doesn't communicate. Successful product launches result from an integrated process that relies heavily on research and solving up-front issues. Let's review several of the critical issues that affect product introductions.
The document discusses how the project management frameworks PRINCE2 and Agile can work together. It provides overviews of both PRINCE2 and Agile, noting their differences in focus (PRINCE2 focuses on products and Agile focuses on people). It then explores how the two can be mapped and integrated, with PRINCE2 providing governance and Agile teams focusing on delivery, reporting exceptions to wider project management using PRINCE2 processes.
Rakuten Technology Conference 2011.
By David Ramos and Ilya Solovyev(LinkShare Corporation)
In today's high tech world, the complexity of projects continues to increase rapidly. Many technical organizations continuously ask themselves – what can we do to ensure the highest level of quality within a time-boxed project? When a project faces unforeseen challenges, there's an increased need for creative solutions and a higher level of teamwork. This presentation explores the coexistence of the agile and waterfall methodologies. This may be taboo in the traditional project management organization, however we have proven that it works.
1. The company launched several voluntary projects aimed at creating an autonomous, innovative, productive and happy work environment for employees.
2. Projects focused on reforming HR practices to remove internal competition and result-based payment, improving communication through internal social media, and promoting diversity and inclusion.
3. The overarching aim of the projects was to make employees, customers, business partners, societies, and the world happy by cultivating motivation, autonomy, and innovation among staff.
Visa Europe implemented PRINCE2 between 2000-2006 to standardize its project management practices. A Programme Management Office was established to develop PRINCE2 training and support. Over the 6 years, training programs were launched, hundreds of employees were certified in PRINCE2, and it was adopted as the standard approach. Lessons learned included needing executive buy-in earlier and applying project management to the initial implementation project. By 2006, PRINCE2 use had expanded globally with over 50,000 annual certifications expected in Europe and growing adoption in regions like China, India, and the United States.
Incepted in the year 1995, Innovative Arts is a recognized company engaged in the manufacture, export and supply of an assortment of plastic automotive components such as instrument pointers, illuminated instrument pointers, instrument tell tail clusters, dashboard components etc. These products receive global appreciation for their quality, performance and longevity. Our products ensure safe & hassle free driving. We have acquired the expertise to customize our products as per the specific requirements of our customers.
Dispelling the mystery around resource planning revckdelcol
This document outlines an alternative approach to resource planning presented by Ken Delcol PMP, PEng at Project World 2012. It discusses identifying the key areas and pitfalls to address when developing a resource plan. The presentation focused on separating the problem into tool selection, configuration, and process. It provided recommendations around simplifying data structure, standardizing views and promoting collaboration between functions to match supply and demand. The goal was leaving attendees with a new way of thinking about resource planning as a multi-faceted organizational issue rather than solely a technical problem.
This document outlines the steps for introducing a new product created by Bushra. It discusses determining customer needs and wishes, developing the product to fulfill those needs in a cost-effective way compared to competitors, highlighting the product's strengths and advantages, and explaining the next steps to take in launching the new product.
Why do so many new products fail? Usually for many reasons. Companies often are so enamored of their new product ideas that they fail to do their research, or they ignore what the research tells them. Sometimes the pricing or the distribution channels are wrong. Sometimes the advertising doesn't communicate. Successful product launches result from an integrated process that relies heavily on research and solving up-front issues. Let's review several of the critical issues that affect product introductions.
This document discusses motivating children to expand their horizons while also addressing abuse and misuse. It aims to encourage positive growth and development in youth through broadening perspectives in an appropriate manner that prevents harm.
This newsletter discusses big data and its applications. It provides summaries of articles about big data needing large storage solutions, forecasts for the big data market, analyzing hype around big data technologies, using big data in medical science and graphics, and an algorithm that can identify cities based on architectural characteristics. The newsletter is from the UK Business Analytics Team and invites feedback.
Main memory consists of storage locations identified by unique addresses that each store a word of bits. There are two types of main memory: random access memory (RAM) and read-only memory (ROM). RAM is volatile and holds data temporarily while the computer is on but loses it when powered off, while ROM permanently stores basic startup instructions. Common RAM types include DRAM, SDRAM, and SRAM, which differ in refresh rates, access times, and whether refreshing is required.
The document provides an overview of the Italian natural gas market, including its history, liberalization process, supply sources, infrastructure, prices, demand trends, and future outlook. Some key points:
1. Italy imports over 95% of its natural gas, primarily from Russia, Algeria, and Libya via pipelines and LNG terminals. The market was historically dominated by ENI but has seen increasing competition since liberalization began in 2000.
2. Wholesale and retail gas prices in Italy have traditionally been among the highest in Europe due to the market structure and limited competition. The development of a liquid gas trading hub at PSV has lagged other European hubs.
3. Future gas demand growth is uncertain
This document discusses error-tolerant search, which allows users to retrieve intended search results even if they misspell terms. It is useful when users do not know how to correctly spell what they are looking for, such as names from non-Indo-European languages. The document provides examples of how error-tolerant search could be applied within an iPhone application's phonebook, buildings search, and events search. It also gives examples of common spelling mistakes and variations in names that error-tolerant search would be helpful for.
The cloud-based solution allows content owners and partners to easily create and manage mobile sites and campaigns from anywhere without technical expertise.
This document provides information on how to find references in the library for postgraduate students. It outlines several resources available, including INFOLAN2 (the online library catalog), virtual private network access, online databases, CD-ROMs, and open access resources. It describes how to use INFOLAN2 to search for materials by keyword or exact terms, understand call numbers and item locations/statuses, and view detailed records. VPN access allows remote database searching. Directories of open access journals are also mentioned. The document aims to educate on available reference finding tools.
This document discusses the implementation of an aircraft position and identification tracking system using GPS and a PRIB (Practical Aircraft Reporting Identification Beacon) device in MATLAB. It describes the need to track aircraft without relying on transponders that can be turned off. The system uses GPS to determine the aircraft's position and GMSK modulation to transmit identification and location data via the PRIB device. MATLAB is used to simulate the system due to its signal processing and communications toolboxes and ability to define custom functions.
Why You control the future of SEO - dmexco Speakers Corner 2015Siwen Zhang
Presentation for dmexco Speakers Corner 2015 by Siwen Zhang -
For a long time SEO just meant optimizing for search engines. A lot of people still believe this. However, this is definitely not the case nowadays.
Search engines such as Google are constantly changing their algorithm as well to provide users the best results possible. This session shows the most important Google Updates in the last years and highlights which intension as well as results they had.
The updates and demands of today’s search engines have increased the requirements of SEO tremendously. It is not about the engine anymore.
So how do you have to approach this digital marketing channel in the future to be successful? Find it out in this session.
How Social Media Drives Corporate Website SEOIR Smartt Inc.
Some interesting data has come to light which suggests that a public company can see many important SEO benefits, including the creation of inbound links, based solely on its activity in Social Media.
In particular, our data shows that Facebook, Google+, Tumblr, Pinterest and Disqus can be vitally beneficial in any corporate SEO strategy.
Poverty is defined as the state of being extremely poor and lacking material possessions or money. Many developing countries have high poverty rates, with over 48% of people in Africa and over 20% in India and Cambodia living in poverty. Poor people often experience abuse of power, a lack of security, and weak community support. To help, one can donate part of their income, visit poor areas, or spread information about poverty online.
Gran Colombia University student Claudia Cecilia Riascos wrote about cooperation and competition for her upper English class. She defined cooperation as working together for a common purpose or benefit. Competition was defined as rivalry for supremacy or a prize. The student noted that it is important for teachers to understand and teach students about the importance of both cooperation and competition.
This lesson plan outlines how to use wikis in the classroom to support student learning and creativity. It addresses National Educational Technology Standards for facilitating collaborative knowledge construction using digital tools. The plan explains that wikis promote student interaction and participation, support asynchronous communication, and engage students by allowing them to actively construct their own knowledge. Wikis can be used across grade levels and are easy to implement without technical expertise.
Exigen Services is an IT company that specializes in transformations. It provides opportunities for students through internships and career development programs. Employees have opportunities to grow within projects, through rotations between roles, and training programs. The company evaluates employees annually and provides recommendations to help employees optimize their professional growth through competency models, career planning, and performance reviews.
Vassilis Tsakiris presentation at PMI-GREECE1/6/2010, AIT12PM Consulting
This document discusses various frameworks for shortening the strategic lead time from idea to market, including those from PDMA, PMI, Lean, Six Sigma, TOC, and Toyota's product development system. It provides overviews of the key aspects of each approach, such as PDMA's 3 phases of product development and 6 knowledge areas, PMI's processes and knowledge areas for project, program and portfolio management, and Lean's principles of eliminating waste and creating value. The overall message is that combining insights from these different approaches can help optimize the product development process.
The document outlines a stage-gate model for managing a new product development process. It includes goals for the process, definitions of key terms like stages and gates, and descriptions of activities at each stage and criteria for passing through gates. The overall goal is to efficiently develop new products with a strong market and competitive focus through cross-functional collaboration and go/kill decision points.
This document provides an overview of process mapping using a SIPOC (Supplier, Input, Process, Output, Customer) chart. It discusses how to create a high-level SIPOC that defines the key steps in a process, identifies important inputs and suppliers, and lists the major outputs and customers. The SIPOC is presented as the first step in process mapping to help visualize the current process and identify areas for potential improvement. Examples of completed SIPOCs are also included to demonstrate how they can be used to identify metrics and scope a process improvement project.
This document discusses motivating children to expand their horizons while also addressing abuse and misuse. It aims to encourage positive growth and development in youth through broadening perspectives in an appropriate manner that prevents harm.
This newsletter discusses big data and its applications. It provides summaries of articles about big data needing large storage solutions, forecasts for the big data market, analyzing hype around big data technologies, using big data in medical science and graphics, and an algorithm that can identify cities based on architectural characteristics. The newsletter is from the UK Business Analytics Team and invites feedback.
Main memory consists of storage locations identified by unique addresses that each store a word of bits. There are two types of main memory: random access memory (RAM) and read-only memory (ROM). RAM is volatile and holds data temporarily while the computer is on but loses it when powered off, while ROM permanently stores basic startup instructions. Common RAM types include DRAM, SDRAM, and SRAM, which differ in refresh rates, access times, and whether refreshing is required.
The document provides an overview of the Italian natural gas market, including its history, liberalization process, supply sources, infrastructure, prices, demand trends, and future outlook. Some key points:
1. Italy imports over 95% of its natural gas, primarily from Russia, Algeria, and Libya via pipelines and LNG terminals. The market was historically dominated by ENI but has seen increasing competition since liberalization began in 2000.
2. Wholesale and retail gas prices in Italy have traditionally been among the highest in Europe due to the market structure and limited competition. The development of a liquid gas trading hub at PSV has lagged other European hubs.
3. Future gas demand growth is uncertain
This document discusses error-tolerant search, which allows users to retrieve intended search results even if they misspell terms. It is useful when users do not know how to correctly spell what they are looking for, such as names from non-Indo-European languages. The document provides examples of how error-tolerant search could be applied within an iPhone application's phonebook, buildings search, and events search. It also gives examples of common spelling mistakes and variations in names that error-tolerant search would be helpful for.
The cloud-based solution allows content owners and partners to easily create and manage mobile sites and campaigns from anywhere without technical expertise.
This document provides information on how to find references in the library for postgraduate students. It outlines several resources available, including INFOLAN2 (the online library catalog), virtual private network access, online databases, CD-ROMs, and open access resources. It describes how to use INFOLAN2 to search for materials by keyword or exact terms, understand call numbers and item locations/statuses, and view detailed records. VPN access allows remote database searching. Directories of open access journals are also mentioned. The document aims to educate on available reference finding tools.
This document discusses the implementation of an aircraft position and identification tracking system using GPS and a PRIB (Practical Aircraft Reporting Identification Beacon) device in MATLAB. It describes the need to track aircraft without relying on transponders that can be turned off. The system uses GPS to determine the aircraft's position and GMSK modulation to transmit identification and location data via the PRIB device. MATLAB is used to simulate the system due to its signal processing and communications toolboxes and ability to define custom functions.
Why You control the future of SEO - dmexco Speakers Corner 2015Siwen Zhang
Presentation for dmexco Speakers Corner 2015 by Siwen Zhang -
For a long time SEO just meant optimizing for search engines. A lot of people still believe this. However, this is definitely not the case nowadays.
Search engines such as Google are constantly changing their algorithm as well to provide users the best results possible. This session shows the most important Google Updates in the last years and highlights which intension as well as results they had.
The updates and demands of today’s search engines have increased the requirements of SEO tremendously. It is not about the engine anymore.
So how do you have to approach this digital marketing channel in the future to be successful? Find it out in this session.
How Social Media Drives Corporate Website SEOIR Smartt Inc.
Some interesting data has come to light which suggests that a public company can see many important SEO benefits, including the creation of inbound links, based solely on its activity in Social Media.
In particular, our data shows that Facebook, Google+, Tumblr, Pinterest and Disqus can be vitally beneficial in any corporate SEO strategy.
Poverty is defined as the state of being extremely poor and lacking material possessions or money. Many developing countries have high poverty rates, with over 48% of people in Africa and over 20% in India and Cambodia living in poverty. Poor people often experience abuse of power, a lack of security, and weak community support. To help, one can donate part of their income, visit poor areas, or spread information about poverty online.
Gran Colombia University student Claudia Cecilia Riascos wrote about cooperation and competition for her upper English class. She defined cooperation as working together for a common purpose or benefit. Competition was defined as rivalry for supremacy or a prize. The student noted that it is important for teachers to understand and teach students about the importance of both cooperation and competition.
This lesson plan outlines how to use wikis in the classroom to support student learning and creativity. It addresses National Educational Technology Standards for facilitating collaborative knowledge construction using digital tools. The plan explains that wikis promote student interaction and participation, support asynchronous communication, and engage students by allowing them to actively construct their own knowledge. Wikis can be used across grade levels and are easy to implement without technical expertise.
Exigen Services is an IT company that specializes in transformations. It provides opportunities for students through internships and career development programs. Employees have opportunities to grow within projects, through rotations between roles, and training programs. The company evaluates employees annually and provides recommendations to help employees optimize their professional growth through competency models, career planning, and performance reviews.
Vassilis Tsakiris presentation at PMI-GREECE1/6/2010, AIT12PM Consulting
This document discusses various frameworks for shortening the strategic lead time from idea to market, including those from PDMA, PMI, Lean, Six Sigma, TOC, and Toyota's product development system. It provides overviews of the key aspects of each approach, such as PDMA's 3 phases of product development and 6 knowledge areas, PMI's processes and knowledge areas for project, program and portfolio management, and Lean's principles of eliminating waste and creating value. The overall message is that combining insights from these different approaches can help optimize the product development process.
The document outlines a stage-gate model for managing a new product development process. It includes goals for the process, definitions of key terms like stages and gates, and descriptions of activities at each stage and criteria for passing through gates. The overall goal is to efficiently develop new products with a strong market and competitive focus through cross-functional collaboration and go/kill decision points.
This document provides an overview of process mapping using a SIPOC (Supplier, Input, Process, Output, Customer) chart. It discusses how to create a high-level SIPOC that defines the key steps in a process, identifies important inputs and suppliers, and lists the major outputs and customers. The SIPOC is presented as the first step in process mapping to help visualize the current process and identify areas for potential improvement. Examples of completed SIPOCs are also included to demonstrate how they can be used to identify metrics and scope a process improvement project.
Costco open group - mumbai presentation finalShrikant Palkar
The document summarizes key information about Costco Wholesale, including that it is a membership-based retailer with over $100 billion in annual sales across 618 warehouses globally. It also discusses Costco's ongoing technology modernization and business transformation efforts to move from legacy systems to more distributed, nimble architectures and enable business innovation. Some challenges mentioned are building EA competency, aligning existing projects, and selecting the right tools.
Project management in the age of accelerating change - IT/Tech specificLuca Minudel
This document provides an overview of agile project management practices for traditional project managers. It discusses how the context for management has changed in an age of accelerating change, rendering traditional management tools and mindsets less effective. Agile principles emphasize problem-solution co-evolution, solution co-creation, and simplicity. Common agile practices like iterations in sprints and emphasis on working software aim to increase learning and reduce the cost of change. The roles of product owner, scrum master, and self-organizing teams are described. Information radiators like burn-up charts and team boards promote transparency.
This document describes Progton, the software services company based out of Bangalore, India.
The slides explain about the journey from start and the projects that are delivered by Progton team, Along with the links to social media handles and contact details to reach out to the team.
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.
This document outlines the define phase of an 8-step continuous process improvement (CPI) roadmap. The define phase includes activities like identifying problems, validating the problem statement, establishing strategic alignment, gathering customer input, and creating a goal statement. It also lists required deliverables for the define tollgate, such as a problem statement, goal statement, project scope, timeline, and high-level process map. The document provides an overview of the key elements and documentation needed to properly define a CPI project.
Here are the key things to understand about the technology:
- Material - What is it made of? Knowing the material composition will provide insights into its properties and limitations.
- Dimensions - The size and shape of the technology will determine what uses and applications are possible.
- Functions - How does it work? What is the underlying scientific or technical principle that enables it to perform its intended functions?
- Performance - What are the key technical specifications and performance metrics? Things like durability, speed, capacity would be important to understand.
- Limitations - No technology is perfect. It's important to understand any limitations or shortcomings to manage expectations.
Profiling the technology by understanding these core attributes provides
This document discusses how traditional project management approaches can fall short for complex work, and introduces Agile product development using Scrum as a framework. It explains that Scrum focuses on maximizing business value through collaborative customer engagement and empirical process improvement over comprehensive planning. Scrum is presented as a practical method for complex work where needs may change, using short development cycles called sprints to iteratively deliver working software or products.
This is a summary of the process to follow when creating and building websites and other such online media. It's a project process overview for thos in need of such a structure to help run their projects and for clients to get a better idea of how the whole process works. There ar of course other ways of running your projects but this is a good tried and tested stage by stage way of doing it. I've included responsibilities and example outputs as well as key things to do and watch out for each stage.
Kaizen software development model.
Lean, iterative and incremental software development model. Based on ideas and principles of Lean, Agile and IID while incorporating some of principles presented by W.E. Deming.
Web site: http://kaizenmodel.org
The document outlines OpenERP's approach to project support for partners, describing the various phases of a project from initial gap analysis and estimation through development, testing, deployment, and post-deployment support, with OpenERP assisting partners at each stage to help ensure project success. It emphasizes that both OpenERP and its partners have a shared responsibility in delivering projects to clients to strengthen the OpenERP brand.
Project management in the age of accelerating change - general non IT specificLuca Minudel
- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM tool box?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers, and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010BPM Link
Maria Horrigan discusses the importance of understanding users in business process design and improvement. She emphasizes that project success relies on meeting user needs rather than just focusing on the process or technology. Horrigan describes using personas and "want maps" to capture user behaviors, preferences, and needs in an agile project. She predicts that the focus on users and adoption of agile methods will continue to increase in 2010.
Similar to Reducing The New Product Development Timeline (20)
C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010
Reducing The New Product Development Timeline
1. Reducing the New
Product Development
Timeline
Kenneth D. Delcol, PEng, PMP
Director, Product Development
MDS SCIEX
2. Agenda
• Introduction
• Changes in Development Philosophy
– Principles
– Governances
– Organizational Behaviour
– Individual Behaviour
• NPI Characteristics
– Speed In Development
– Development Strategy
– Development Approach
• Conclusions
3. Introduction – MDS SCIEX
• Division of MDS Inc
– Largest health & life sciences company in Canada
– 75 countries around the world
• World leadership position in ultra-trace analytical systems
– Impact the quality of life
• New pharmaceuticals
• Disease testing and diagnostics
• Environmental safety
– Biological, chemical pesticides, water and soil contamination
• www.sciex.com
4. Milestones
70’s 80’s 90’s 2000’- 2002 2003+
•TAGA 6000 •Canada •QSTARPulsar •PhotoSpray 2000
•SCIEX
Award for •Analyst QS v1.0 •4000 QTRAP
formed •MDS Business
acquires Excellence •QSTAR Pulsar i •nDCI 4000
•TAGA SCIEX •API III+ •API 4000 •proTOF
000
•ELAN 250 •ELAN 6000 •BioAnalyst v1.0 •API 5000
•TAGA •Canada •API 100 •Elan DRC+ •Analyst 1.4.1
3000 Award for •API 300 •Elan 9000 •Analyst QS v1.1
Business
Excellence •TurboMass •Elan DRC II
•Joint Venture •API 365 •Prep LC II
with Perkin- •API 150 1996 •PhotoSpray 3000
Elmer •Prep LC •QTRAP
•Ontario •API 2000 •QSTAR XL
Technology •DuoSpray
Fund Award - •API 3000
$17M •QSTAR •Elan DRCe
•ELAN 5000 •Analyst v1.0
•API III •ELAN DRC
•ELAN 6100
5. Changes in Development Philosophy
• Development approach was based heavily on
documentation
– End result
• In consistency in delivery results
– Root cause
• Difficult to train new staff
– Documents were too large
– Hard to keep up to date with changing business needs
• Each group had its own interpretation of the development process, all of which were:
– Wrong
– Narrowly focused
– Mixed development process with work instructions
• Lack of understanding of what information was required to run the business
• Mixing project execution needs with business requirements
6. Old Product Introduction
Guiding
Principles
Governance
Business Needs
Gates – Deliverables – Activities
Organizational
Behaviour
Individual
Behaviour
7. New Product Introduction
Guiding
Principles
What? Governance
Business Needs
Gates – Deliverables - Activities
Organizational
How? Behaviour
Individual
Behaviour
8. NPI Guiding Principles
• Foundation: MDS Core Values
– Mutual trust
– Genuine concern and respect for others
– Integrity
– Commitment to excellence
• NPI Guiding Principles
– Disciplined thought and action
– Information driven
– Iterative design & development
– Collaborative team-based
9. NPI Guiding Principles - Detail
• Disciplined thought and action
– Strict adherence to the Governance process and deliverables.
– Clear definition of responsibility for producing the deliverables.
• Information driven
– Manage risk proactively. Risk is reduced through information,
and the iterative planning to generate that information.
– Working quality products are the best measure of progress.
• Iterative design & development
– Design at a system level; think “top-down”.
– Disciplined iterative approach to reduce risk.
• Collaborative team-based
– Collaborative practices are the foundation of effective project team
activities.
– External partners are treated as an extension of the Sciex team.
– Build an environment that is conducive to open, frank discussion.
10. Governance
MDS SCIEX NEW PRODUCT INTRODUCTION PROCESS
VISION:
PRE-CONCEPT OUTPUT/INPUT
“The corner stone of our product development process is the ability to be flexible, adaptive and
ACTIVITIES agile thus allowing a project team to be able to configure the process to meet the needs of the
business unit i.e. sponsor of the project while meeting the needs of the development process.”
NO GO K. Delcol
CONCEPT OUTPUT/INPUT
GATE CONCEPT PHASE
GO
PLANNING OUTPUT/INPUT
GATE PLANNING PHASE
P GO
r
o
NO GO
j
e PROJECT
c SHUT- DESIGN OUTPUT/INPUT
t DOWN NO GO
GATE DESIGN PHASE
S GO
t
a
r
t PROJECT
SHUT-
NO GO PROTO PROTOTYPE OUTPUT/INPUT
DOW N
GATE PHASE
GO
Clear deliverables from each phase -> Gate Requirements PROJECT
SHUT- PILOT OUTPUT/INPUT
DOWN NO GO PILOT PHASE
LEGEND:
Clear champion for each deliverable GATE
GO
Identify “high-level” activities within each phase
Drill-Down Feature
(Double-click)
PROJECT
SHUT- LAUNCH
Primary Process DOWN NO GO
GATE LAUNCH PHASE
Responsibility GO
PROJECT
SHUT-
Return to NPI DOW N OUTPUT
REVISION: 2004 March 26
Process
11. Governance
Concept Phase:
Risk associated with Science, Engineering and Project (vendors, market, customer etc.) must be addressed during this phase.
Critical performance requirements are solidified and recorded. Necessary studies to generate this performance are made;
tolerances and optimizations are studied as well as day-to-day and device-to-device behaviour.
For areas with high risk, engineers conduct studies and demonstrate the feasibility of technological solutions and/or new
developments.
Systems Engineers, Software Architects and Design Engineers concentrate on the creation of system level specifications, system
architectures, physical architectures, sub system specifications and overall system tests.
Project Managers are tracking the progress of concept phase activities and updating the following communications tools: Balanced
Score Card (BSC), resource loading, project schedule, weekly reporting and financial reporting.
2. CONCEPT PHASE
COLLABORATIVE PRACTICES USED
2.1
PHASE STARTUP
ACTIVITIES COMPLETED
2.2
SCOPE DEFINED
2.3
RISK PLAN ISSUED
2.4
SIGNIFICANT RISKS MITIGATED
2.5
PLANNING GATE PREPARATION
COMPLETE
PROJECT SCHEDULE, BUDGET, RISKS AND ISSUES MONITORING, SPECULATION, EXPLORATION AND ADAPTATION. EXISTING DOCUMENTS
UPDATED
12. Governance
CONCEPT PHASE ACTIVITIES QP-7.3 MDS SCIEX "NEW PRODUCT INTRODUCTION" PROCESS REVISION: C
2.1 Phase Startup 2.4 Significant 2.5 Planning Gate
Activities Completed
2.2 Scope Defined 2.3 Risk Plan Issued
Risks Mitigated Preparation Complete
DRAFT OF
SCIENCE PLAN
FUNCTIONAL
REVIEWED AND SCEINCE FEASIBILITY STUDY CONDUCTED
ARCHITECTURE
FINALIZED
PDSA
PREPARED
DRAFT OF PRODUCT
SPECIFICATION
TECHNICAL PLAN DOCUMENT (PSD) DRAFT OF PHYSICAL
REVIEWED AND PREPARED SYSTEM
UPDATED ARCHITECTURE
PREPARED
PRODUCT CONCEPT
DOCUMENT (PCD)
PDM
REVIEWED AND
UPDATED
NO
PROJECT PRODUCT CONCEPT
START-UP DOCUMENT (PCD) PROJECT INTEGRATED
ACTIVITIES REVIEWED AND STRATEGY PROJECT GATE PACKAGE
RISK TABLE AND IP OWNERSHIP UPDATED
PRM
PERFORMED UPDATED CUSTOMER CUSTOMER REVIEWED AND SCHEDULE PREPARED
INVOLVEMENT YES INVOLVEMENT UPDATED PREPARED
PROJECT VISION REQUIRED? CAP PREPARED
COLLABORATIVE DOCUMENT DESIGN PARTNER
PROJECT ISSUES LIST GENERATED POST MORTEM
PRACTICES REVIEWED AND RELATIONSHIPS
CONDUCTED
UPDATED INITIATED
PROJECT TEAM
PROJECT VISION DRAFT OF PRODUCT DRAFT OF PHYSICAL
CUSTOMER PERSONAS SYSTEM ARCHITECTURE PROJECT ISSUES LIST GENERATED
DOCUMENT SPECIFICATION PLANNING PHASE DEVELOPMENT TASKS
REVIEWED AND INVOLVEMENT DEVELOPED PREPARED
DOCUMENT (PSD) CAPS DEVELOPED PERFORMED TO
UPDATED CAP PREPARED
PREPARED FACILITATE PRODUCT
CARS, SCRS, PPS RISK TABLE AND IP OWNERSHIP UPDATED INTRODUCTION AS
PRELIMINARY DESIGN REQUESTS&NCRS REVIEWED& DEFINED IN SCIENCE
CONCEPT DEVELOPED CUSTOMER INSIGHT INCORPORATED WHEN AND PROJECT
TECHNICAL FEASIBILITY STUDY CONDUCTED STRATEGY
PLAN UPDATED APPLICABLE
INTEGRATED
VERIFICATION STRATEGY VALIDATION STRATEGY VALIDATION PLAN
INTEGRATED TEST
TEST
DEVELOPED DEVELOPED DEVELOPED VALIDATION CONDUCTED
STRATEGY DEVELOPED
SW FEASIBILITY
HIGH LEVEL SW
SWD
CRITICAL SW FEASIBILITY REQUIREMENTS AND
ARCHITECTURE
STUDY PERFORMED TECHNOLOGY
CREATED
REVIEWED
DRAFT DOCUMENT
IDV
STRATEGY DEVELOPED
(TWR)
RETURN TO
CONCEPT PHASE
Return to NPI Process
13. Governance
QP-7.3 MDS SCIEX "NEW PRODUCT INTRODUCTION" PROCESS REVISION: C
CONCEPT PHASE OUTPUTS/PLANNING PHASE INPUTS
OUTPUT/INPUT DESCRIPTION CHAMPION CONTRIBUTORS
1 PRODUCT CONCEPT DOCUMENT (PCD) PRM PDM, QA, RES, PDSA, ARG,
MARKETING, ICS/CUS/GSS, MFG, PDV,
Project Team
2 SCIENCE PLAN PDSA RES
3 RISK TABLE PRM Project Team
4 IP OWNERSHIP PRM Legal, RES, ARG, PDSA, Project Team
5 PROJECT VISION DOCUMENT PRM Project Team
6 PROJECT STRATEGY PRM Project Team
7 TECHNICAL PLAN PDSA Project Team
8 COLLABORATIVE PRACTICES CHECKLIST PRM Project Team
9 PROJECT ISSUES LIST PRM Project Team
10 CUSTOMER INSIGHT PLAN CUE Project Team
11 PRELIMINARY DESIGN CONCEPT CAP Owner Project Team
12 PRODUCT SPECIFICATION DOCUMENT (PSD) PDSA (SWD for SW only project) Project Team
13 PHYSICAL SYSTEM ARCHITECTURE PDSA (SWD for SW only project) Project Team
14 FUNCTIONAL ARCHITECTURE PDSA (SWD for SW only project) Project Team
15 SCIENCE &TECHNICAL FEASIBILITY STUDY REPORTS PDSA (SWD for SW only project ) Project Team
16 INTEGRATED PROJECT SCHEDULE PRM Project Team
17 CUSTOMER INVOLVEMENT CAP PRM Project Team
18 PLANNING PHASE CAPS CAP Owner Project Team
19 DOCUMENTATION STRATEGY IDV Project Team
20 PERSONAS CUE PAL, PDM, TWR, PTE, SWD, PDSA
21 INTEGRATED TEST STRATEGY Integrated Test PTE, PAL, RES, SQA, HQA, PDM, PDSA,
Project Team
22 VALIDATION STRATEGY Integrated Test PTE, PAL, RES, SQA, HQA, PDM, PDSA,
Project Team
23 VERIFICATION STRATEGY Integrated Test PAL, RES, SQA, HQA, PDM, PDSA, Project
Team
24 VALIDATION PLAN Integrated Test PTE, PAL, RES, SQA, HQA, PDM, PDSA,
Project Team, Business Unit Product
Marketing
25 CONCEPT VALIDATION REPORT Integrated Test PTE, PAL, RES, SQA, HQA, PDM, PDSA,
Project Team
26 GATE PACKAGE ISSUED PRM Project Team
27 CONCEPT POST MORTEM REPORT PRM Project Team RETURN TO
CONCEPT PHASE
Note: SW project will produce equivalent to outputs listed under #13&14, but can combine and/or name them differently)
Return to NPI Process
14. Governance - Key Characteristics
• Value added activities
– Clearly identify the champion of each activity and output
• Controlled introduction into manufacturing through the Pilot
Phase
• Heavy emphasis on the Planning Phase
– Reduce risk and understand how to deliver the product before
committing to large development expenditures
• Beta process well defined
• Explicitly define pre-concept activities
– Helps in project start up
• Team “Collaborative Practice” activities at every phase
• Stage gate process frames the overall NPI process
15. Organizational Behaviour
• Deliverables are defined by the
Governance process Collaborative Practices
•Collaborative practices form the Project Management Practices
foundation of effective project teams: Technical Practices
•Chartering workshops PDSA
ESD
•Project Vision/Mission RES
MEN
•Working agreements
•Project environment PDM
SWD
•Technical practices are supported by MFG MPE
ITE
disciplined PRM practices.
•Technical practices to produce the
Governance deliverables are …
•Functionally driven
•Tailored to meet specific needs of project
and product
16. Collaborative Practice
• Create a clear vision of the product
• Develop project scope, boundaries, & initial iterative
plan
• Provide information for concept gate presentation
• Building our Project Community (cohesion, roles,
responsibilities,energize,)
• Create required project documentation
• Introduce the use of collaborative & agile practices
18. Individual Behaviour
Knowing the tools is n o longer enough…
We need people who …
collaborate lead solve problems
effectively and proactively communicate
achieve results
…in a way that shows…
innovation flexibility
professionalism
integrity
…and who do these things because…
they see the big picture they have a broad
perspective
they are motivated
they want to learn and grow
Success at MDS Sciex will require these aptitudes and the knowledge
and background necessary for the position.
We will not compromise on these qualities when looking for new
employees.
We will gladly train the right people in our tools, technology, and
processes.
19. NPI Characteristics
• Speed in development
• Development strategy
• Development approach
– Partnerships
– People
– Innovation
– Advance Development Tools
20. Speed In
Development
• Focused cross functional project teams
• Active bridging functions between
– Research to Product Development
– Product Development to Manufacturing
– Integrated Product Test Group
– Portfolio Management
• Professional Project Management
21. Speed In Development
• Emphasis on core engineering practices
– Top down design, specifications, standards -
internal/external, systems engineering
– Up front planning, design working first on paper
– DFMA, tolerance stack up, reliability calculations, QFD,
post mortems, personas, OOA, OOD, eXtreme
Programming
– Managing areas of risk through
• Early testing, analysis, bread-boarding, parallel development, collaboration and
use of field experts
– Meeting most demanding standards for product design
• ISO 9001, ISO 9000-3 Tickit
• CSA, IEC 1010
• CFR21 Part 11
22. Development Strategy
• Multiple delivery approaches
– Evolving products
• Extending platforms by only modifying what is truly required [what
adds value to the customer] vs big bang development
• Ensure the science is understood to avoid feasibility issues during
design
• Respond to the market quicker and obtain feedback in a timely
manner
– Delivering on discontinuities in technology and
science
• Discipline management of development
– Product Stage Gating
– Product Strategy Maps
– Project Dashboards
24. High End Triple Quadrupole
API 5000
SCOPE /
RISK
API 4000
API 3000, NT
API 3000, Mac
API 365
API 300
TIME
25. Development Approach
• Partnerships
– World Wide
– Suppliers/Vendors
– Contractors
– Joint Ventures
• Emphasis on people
– Ownership and Responsibility
– Collaboration
– Development
• Training
• Two tiered career paths
• Giving opportunities to develop new and expand existing capabilities
26. Development Approach
• Emphasis on innovation
– Tools and training
– Seminars
– Application of principles to our work
– External partnerships
• Advanced Development Tools
– MS Project
– CATIA V5
– View Logic
– MS Development Tools
– FrameMaker
– Matrix One
– Collaboration tools – WebEx, CipherShare, Project Web sites
– Software Metrics Tools
27. Conclusion
• NPI consists of four major elements
– Philosophy
– Governance
– Organizational Behaviour
– Individual Behaviour
• Most organizations fail to distinguish between the four major
elements of NPI process
– Leads to confusing documentation and inconsistency in performance
• NPI Process that is built for speed needs
– Bridging groups to help in product transfers
– Discipline engineering practices
– Strategy to development products
– People
– Partnerships
– Advance tools
Editor's Notes
Gary, Josh—I think this set of objectives of the CLP needs more work