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ARA Consulting
NPD Management
ARA (May’16)- © 2016 - 1
ARA Consulting
New Product Development
Management
A.R. Alvarez
2016
NPD Management
ARA (May’16)- © 2016 - 2
ARA Consulting
Preamble
 Objective:
 Provide an Effective Methodology for New Pr...
NPD Management
ARA (May’16)- © 2016 - 3
ARA Consulting
Roadmap to
Launch
Concept to Customer
Launch to
Product Release
Pro...
NPD Management
ARA (May’16)- © 2016 - 4
ARA Consulting
Every Company Has a
New Product Development Management
System
How D...
NPD Management
ARA (May’16)- © 2016 - 5
ARA Consulting
New Product Development
Basic Questions
1) Is The New Product Devel...
NPD Management
ARA (May’16)- © 2016 - 6
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Deming’s PDCA Quality Cycle
Plan
Do
Check
Act
NPD Management
ARA (May’16)- © 2016 - 7
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PDCA: New Product Development
Plan
(Portfolio Mgt)
Do
(Tactical Rev...
NPD Management
ARA (May’16)- © 2016 - 8
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NPD Portfolio Management
1. The Fuzzy Frontend
2. New Product Proje...
NPD Management
ARA (May’16)- © 2016 - 9
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New Product “Fuzzy Frontend”
NPD Management
ARA (May’16)- © 2016 - 10
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Tie to Strategy
Competitors:
Capabilities & Offerings
Your:
Capabi...
NPD Management
ARA (May’16)- © 2016 - 11
ARA Consulting
New Product Portfolio Classification
Product
Complexity
Technology...
NPD Management
ARA (May’16)- © 2016 - 12
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NPD Temporal Budgetary Planning
Provides NPD TTM “Budget” as Funct...
NPD Management
ARA (May’16)- © 2016 - 13
ARA Consulting
NPD Budgetary Resource Matching
Resources
Model Bottoms-Up Actual
...
Basic Problem Solving
ARA (April 15)- © 2015 - 14
ARA TRAINING
NPD Project Prioritization
 Many Ways to Prioritize; Recom...
Basic Problem Solving
ARA (April 15)- © 2015 - 15
ARA TRAINING
Finding Your Way
NPD Management
ARA (May’16)- © 2016 - 16
ARA Consulting
NPD Goal Hierarchy
 Clear Objectives
 Technical Spec (OTS)
 Cus...
NPD Management
ARA (May’16)- © 2016 - 17
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Marketing Request Document
Criteria /
Feature
Mandatory
(Must Have...
NPD Management
ARA (May’16)- © 2016 - 18
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Objective Technical Spec Example
 OTS Reflects Agreed Plan of Rec...
NPD Management
ARA (May’16)- © 2016 - 19
ARA Consulting
Objective Specs = Lighthouse
There Will Be Storms ……… You Need a L...
NPD Management
ARA (May’16)- © 2016 - 20
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NPD Project Vital Signs
Parameter Unit
Spec /
MP Target
Sample
Tar...
NPD Management
ARA (May’16)- © 2016 - 21
ARA Consulting
PDCA: New Product Development
Plan
(Portfolio Mgt)
Do
(Tactical Re...
NPD Management
ARA (May’16)- © 2016 - 22
ARA Consulting
What You Need to Know
You Need to Know Where You’re Going
You Need...
NPD Management
ARA (May’16)- © 2016 - 23
ARA Consulting
What You Need to Do
Start With The End in Mind
Define Success Crit...
NPD Management
ARA (May’16)- © 2016 - 24
ARA Consulting
NPD Management
ARA (May’16)- © 2016 - 25
ARA Consulting
NPD Phase Gate Structure
NPD Management
ARA (May’16)- © 2016 - 26
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One Size Does Not Fit All
Fit The Solution to The Problem
Simple P...
Project Mgt
ARA (4/25/14)- © 2014 - 27
ARA TRAINING
Phase Gate Review Meeting
 What Do You Need to Communicate?
 Answers...
NPD Management
ARA (May’16)- © 2016 - 28
ARA Consulting
NPD Phase Gate Financials
 Rough at PG-1
 Locked at PG-2
 Adjus...
NPD Management
ARA (May’16)- © 2016 - 29
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NPD Phase Gate Checklists
 Why Use Checklists?
 Help Manage Comp...
NPD Management
ARA (May’16)- © 2016 - 30
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NPD Project Management
Complicated
Multi-Dimensional
Non-Determini...
Project Mgt
ARA (4/25/14)- © 2014 - 31
ARA TRAINING
NPD Project Mgt Tactics
 Micro-Managing vs. Abdication
 Micro-Managi...
NPD Management
ARA (May’16)- © 2016 - 32
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Tactical Reviews
Four Slide Review: Monitor & Coach
1. Coach, Guid...
NPD Management
ARA (May’16)- © 2016 - 33
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NPD Project Overview Page
 Focus on Changes: Top Level Milestone,...
NPD Management
ARA (May’16)- © 2016 - 34
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Current Phase Gate Page
 Use “Sub-milestone” Table Template Appli...
NPD Management
ARA (May’16)- © 2016 - 35
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Two Week (Back/Forward) Plan Page
 Don’t Read Completed Tasks Fro...
NPD Management
ARA (May’16)- © 2016 - 36
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Vital Signs Page
 List Parameters Appropriate to Project (New Pro...
Project Mgt
ARA (4/25/14)- © 2014 - 37
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Tactical NPD Mgt Meeting Summary
 What Do You Need to Communicate?
 ...
Project Mgt
ARA (4/25/14)- © 2014 - 38
ARA TRAINING
Weekly NPD Prj Working Meeting
 What are You Looking For?
 Are You o...
Project Mgt
ARA (4/25/14)- © 2014 - 39
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Brief Word on NPD Scheduling
 Use Cycles-of-Learning (COL) Methodolog...
Project Mgt
ARA (4/25/14)- © 2014 - 40
ARA TRAINING
Summary of NPD Meetings
 Phase Gate Meetings
 Purpose: Decide Whethe...
Project Mgt
ARA (4/25/14)- © 2014 - 41
ARA TRAINING
That’s a Lot of Meetings!
Phase Gate
Review
Bi-Monthly or
Monthly Revi...
NPD Management
ARA (May’16)- © 2016 - 42
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PDCA: New Product Development
Plan
(Portfolio Mgt)
Do
(Tactical Re...
NPD Management
ARA (May’16)- © 2016 - 43
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Metrics Reviews
1. Monthly Light
2. Quarterly Heavy
3. Bi-Annual P...
NPD Management
ARA (May’16)- © 2016 - 44
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NPD Revenue Metrics
 The Purpose of NPD is to Output Products Tha...
NPD Management
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NPD Revenue By Intro Date
$
Communicates NPD Revenue Over Time
Eac...
NPD Management
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Phase Gate NPD Revenue Funnel
PG-1 to 2
PG-2 to 3
PG-3 to AS
PG-AS...
NPD Management
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NPD Revenue Funnel
Communicates NPD Revenue by Phase
(Each Color R...
NPD Management
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NPD Revenue Achievement
Tracks NPD Revenue Achievement vs. Origina...
NPD Management
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NPD Investment
Tracks NPD Investment Over Time
Each Color Represen...
NPD Management
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NPD Execution Metrics
 Profitable Products Tend to Be Those Deliv...
NPD Management
ARA (May’16)- © 2016 - 51
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PG-4 Milestone Achievement
Tracks NPD PG-4 (MP Release) Milestone ...
NPD Management
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Quarterly Milestone Achievement
Tracks NPD Quarterly (or Monthly) ...
NPD Management
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NPD Resource Capacity
Tracks NPD Resources Over Time
Each Color Re...
NPD Management
ARA (May’16)- © 2016 - 54
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NPD Metrics Matrix Summary
Metric Unit
Qx-1
Actual
Qx
Commit
Qx QT...
NPD Management
ARA (May’16)- © 2016 - 55
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PDCA: New Product Development
Plan
(Portfolio Mgt)
Do
(Tactical Re...
NPD Management
ARA (May’16)- © 2016 - 56
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NPD Lessons & Learning
 Continuous Improvement of NPD Process is
...
NPD Management
ARA (May’16)- © 2016 - 57
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NPD Milestone Miss Summary
Records NPD Milestone Misses to Enable ...
NPD Management
ARA (May’16)- © 2016 - 58
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Milestone Miss Corrective Action
Tracks Milestone Miss Corrective ...
NPD Management
ARA (May’16)- © 2016 - 59
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NPD Project Wrap-up
 Formal Closure
 Formal Passing of Final Pha...
NPD Management
ARA (May’16)- © 2016 - 60
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PDCA: New Product Development
Plan
(Portfolio Mgt)
Do
(Tactical Re...
NPD Management
ARA (May’16)- © 2016 - 61
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What You Need to Know
You Need to Know Where You’re Going:
Balance...
NPD Management
ARA (May’16)- © 2016 - 62
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Good Luck & Smooth Surfing
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New Product Development Management

I've been involved in new product development (NPD) in one form or other my entire career and maintain a strong passion for creating and delivering innovative money-making new products to the market. Over the years I’ve had the opportunity to learn what works and what doesn’t at a variety of companies. My journey started at Motorola, was refined at Cypress Semiconductor, and subsequently put to test at a variety of companies after that. These set of notes is a high-level distillation of that learning. While most of my direct experience is in semiconductors, based on what I’ve seen the lessons can be applied in a wide variety of industries. For those interested in additional details of project management or problem solving refer to those respective workshop notes on Slideshare.

New Product Development Management

  1. 1. ARA Consulting NPD Management ARA (May’16)- © 2016 - 1 ARA Consulting New Product Development Management A.R. Alvarez 2016
  2. 2. NPD Management ARA (May’16)- © 2016 - 2 ARA Consulting Preamble  Objective:  Provide an Effective Methodology for New Product Development Management  Included:  NPD Phase Gate Architecture  NPD Revenue and Execution Metrics  Excluded:  Intensive Project Management Methods*  Risk, Uncertainty and Scheduling Methodology*  Problem Solving Methods**  Detailed NPD Phase Gate Meeting Templates * Reference: http://www.slideshare.net/ARAlvarez/project-management-cookbook-part-1-ara-feb16 http://www.slideshare.net/ARAlvarez/project-management-cookbook-part-2-ara-feb16 http://www.slideshare.net/ARAlvarez/project-management-cookbook-part-3-ara-feb16-58233717 ** Reference: http://www.slideshare.net/ARAlvarez/basic-8d-problem-solving-tools-methods-part-1 http://www.slideshare.net/ARAlvarez/basic-8d-problem-solving-tools-methods-part-2 http://www.slideshare.net/ARAlvarez/problem-solving-tools-methods-part-3
  3. 3. NPD Management ARA (May’16)- © 2016 - 3 ARA Consulting Roadmap to Launch Concept to Customer Launch to Product Release Product Release to Dollars New Product Development - Foundational Value Stream In Most Companies New Products Drive Revenue and/or Operating Income Growth It is a Basic Value Creating Process
  4. 4. NPD Management ARA (May’16)- © 2016 - 4 ARA Consulting Every Company Has a New Product Development Management System How Do You Make Yours a Competitive Weapon?
  5. 5. NPD Management ARA (May’16)- © 2016 - 5 ARA Consulting New Product Development Basic Questions 1) Is The New Product Development (NPD) Effort Putting Out Enough Revenue/Margin Dollars to Grow The Business Profitably? (Independent of Spending)? 2) Is The NPD Effort Meeting Our Business Objectives? • Quality / Competitiveness • Timeliness • Innovation • Enabling New Markets 3) Is The NPD TTM Predictable & Competitive? 4) Does The NPD Investment Provide an Above Average Industry Return?
  6. 6. NPD Management ARA (May’16)- © 2016 - 6 ARA Consulting Deming’s PDCA Quality Cycle Plan Do Check Act
  7. 7. NPD Management ARA (May’16)- © 2016 - 7 ARA Consulting PDCA: New Product Development Plan (Portfolio Mgt) Do (Tactical Reviews) Check (Metrics Review) Act (Learn & Adjust)
  8. 8. NPD Management ARA (May’16)- © 2016 - 8 ARA Consulting NPD Portfolio Management 1. The Fuzzy Frontend 2. New Product Project Classification 3. Prioritization 4. Financial ROI 5. Phase Gates
  9. 9. NPD Management ARA (May’16)- © 2016 - 9 ARA Consulting New Product “Fuzzy Frontend”
  10. 10. NPD Management ARA (May’16)- © 2016 - 10 ARA Consulting Tie to Strategy Competitors: Capabilities & Offerings Your: Capabilities, Offerings & Vision Customer: Problems, Needs, & Aspirations D.J. Collis, M.G. Rukstad (HBR April 2008) “Can You Say What Your Strategy Is?”
  11. 11. NPD Management ARA (May’16)- © 2016 - 11 ARA Consulting New Product Portfolio Classification Product Complexity Technology Complexity HighLow Low High Budgetary Planning TT$ Resources Project Cost Risk After S. Wheelwright, K.B. Clark, “Creating Project Plans to Focus Product Development”, HBR, March-April 1992
  12. 12. NPD Management ARA (May’16)- © 2016 - 12 ARA Consulting NPD Temporal Budgetary Planning Provides NPD TTM “Budget” as Function of Complexity Budget Set Based on Historical Performance Allows Quick and Realistic Project Estimates (Prior to Detailed Calculation) When Performance Improves, Budgets Adjusted Accordingly
  13. 13. NPD Management ARA (May’16)- © 2016 - 13 ARA Consulting NPD Budgetary Resource Matching Resources Model Bottoms-Up Actual Skill Matrix Process 15 12 10 Materials 10 14 4 Tech 5 6 2 Test 7 4 3 Ops 6 3 5 Etc 4 4 6 Total 47 43 30 Machine Time 120 180 80 Time Phasing Required Prioritization Driven Iteration Usually Required Resets On “Insertions”
  14. 14. Basic Problem Solving ARA (April 15)- © 2015 - 14 ARA TRAINING NPD Project Prioritization  Many Ways to Prioritize; Recommend Keeping it Simple (2 X 2 Matrix)  Quantified Methods Utilize Multiple Grading Criteria Matrix (Use a Non-Linear Scoring Systems If You’re Going to Use This Technique)  Dot Size & Color Can Indicate Other Characteristic (Product Line, Geography, Volume, etc.) Investment (Time, People, $s, . . .) Impact (Revenue, Margin, . . .) Low High High Low
  15. 15. Basic Problem Solving ARA (April 15)- © 2015 - 15 ARA TRAINING Finding Your Way
  16. 16. NPD Management ARA (May’16)- © 2016 - 16 ARA Consulting NPD Goal Hierarchy  Clear Objectives  Technical Spec (OTS)  Customer Value Proposition(s)  Cost Target  Timeframe (i.e. Market or Funding Window, …)  Unambiguous Deliverables / Expectations  NPD Functions Vital Signs (Keep it Simple)  S&M  Engineering (Design, Test, SW, Equip, …)  Applications  Technology or R&D  Operations, Quality, Reliability  Systems Design  Project Checklists  Checklists at Major Phase Gate Can Insure Deliverables Completeness  Checklists Can Also Provide Method to Capture Learning Goals / Objectives Events: Vital Signs Activities: Checklists Milestones
  17. 17. NPD Management ARA (May’16)- © 2016 - 17 ARA Consulting Marketing Request Document Criteria / Feature Mandatory (Must Have) Differentiating Target Breakthrough Target Comments  MRD Reflects Market Requirements For Targeted:  Product Features  Timeframe  Market Segment or Functional Area (As Appropriate)  Customer Demographics (If Appropriate)  Prioritization: Must Have, “Nice to Have”, Will Not Have  Price Point  Not All Criteria / Feature Will Have Differentiating Targets, Very Few Will Probably Have Breakthrough Targets
  18. 18. NPD Management ARA (May’16)- © 2016 - 18 ARA Consulting Objective Technical Spec Example  OTS Reflects Agreed Plan of Record Response to MRD  OTS Reflects Tradeoffs & Constraints: TTM, Cost, …  Maintains Prioritization: Must vs. Nice to Have vs. Will Not Have & Timeline  OTS Contains Significantly More Detail Than MRD; i.e. One MRD Feature Often Breaks Down to Multiple Engineering Specs/Criteria  Good Practice to Retain Original MRD to Document Original Request vs. Final Agreement Criteria / Feature Mandatory (Must Have) Differentiating Target Breakthrough Target Engineering Response Agreed to Target (Spec)
  19. 19. NPD Management ARA (May’16)- © 2016 - 19 ARA Consulting Objective Specs = Lighthouse There Will Be Storms ……… You Need a Lighthouse
  20. 20. NPD Management ARA (May’16)- © 2016 - 20 ARA Consulting NPD Project Vital Signs Parameter Unit Spec / MP Target Sample Target Sample Actual MP Actual Current Actual Comment Product Feature Targets Clock Freq MHz Etc. Operational (Internal) Targets Yield % Test Time ms Cost $  Vital Signs Are Translation of OTS Into Working Document  Sets Targets for Engineering (or Prototype) Samples  Sets Targets fro Mass Production Release (Typically = OTS Spec)  Provides Format/Framework for Project Updates at Appropriate Intervals  Can Have Vital Signs For Different Functions; i.e. SW, HW, Test, …  Consider Triggers For Key Vital Signs at Critical Phase Gates  Set Balanced Set of Vital Signs: Both External Product Features & Internal Operational Targets
  21. 21. NPD Management ARA (May’16)- © 2016 - 21 ARA Consulting PDCA: New Product Development Plan (Portfolio Mgt) Do (Tactical Reviews) Check (Metrics Review) Act (Learn & Adjust)
  22. 22. NPD Management ARA (May’16)- © 2016 - 22 ARA Consulting What You Need to Know You Need to Know Where You’re Going You Need to Know Where You Are You Need to Know if You’re Off Track How Hard is This to Do? With a Team ? By Yourself?
  23. 23. NPD Management ARA (May’16)- © 2016 - 23 ARA Consulting What You Need to Do Start With The End in Mind Define Success Criteria / Vital Signs Utilize Phase Gate Process Breakdown Success Criteria into Gates Track The Path Develop Leading Indicators for Critical Steps & Tasks
  24. 24. NPD Management ARA (May’16)- © 2016 - 24 ARA Consulting
  25. 25. NPD Management ARA (May’16)- © 2016 - 25 ARA Consulting NPD Phase Gate Structure
  26. 26. NPD Management ARA (May’16)- © 2016 - 26 ARA Consulting One Size Does Not Fit All Fit The Solution to The Problem Simple Project = Reduced Phase Gates Complex Project = All (or More) Phase Gates At Any Given PG, Proposal Can Be Made For What The Next Milestone Should Be (Subject to ‘Decider’ Approval) If Milestones are Skipped, May Still Need to Be Treated as Combining From Checklist Deliverables Perspective PG-1 PG-2 PG-ES PG-4 Marketing Product “Request” Company Commit Engineering Samples Release to Production • Is product worth considering? • Is there a strategy fit? • Will we make money? • Can we make and sell the product? • Are we ready to sample? • Will we make money? • Is there a clear path to PG-4? • Are we ready to make it? • Are we ready to sell it? • Do we make money?
  27. 27. Project Mgt ARA (4/25/14)- © 2014 - 27 ARA TRAINING Phase Gate Review Meeting  What Do You Need to Communicate?  Answers to the Basic Questions For the Phase Gate (Pages 26 & 27)  Barriers to Meeting Commitments for Next Phase Gate or Milestone  Highlight Risk Items, Major Areas of Uncertainty, White Spaces, Resource Gaps, Skill Set Gaps, etc.  What to Do:  Focus on Completeness of Deliverables for Current Phase Gate Milestone  Look Forward to The Next Phase Gate Milestone & Highlight Risk Areas  Propose Recovery and/or Contingency Plans For Next Phase Gate as Required  Summarize, Issue Minutes and Update Action Items  How Long Should it Take: 20 – 40 Minutes  Who Should Be There: Appropriate Exec Mgt, Project & Functional Team Leads  Who Should Run It? Be Open, Be Clear, Be Concise Each Phase Gate Review Should Have Its Own Standard Reporting Template (10 – 20 Pgs) To Make Meeting Efficient
  28. 28. NPD Management ARA (May’16)- © 2016 - 28 ARA Consulting NPD Phase Gate Financials  Rough at PG-1  Locked at PG-2  Adjusted at Each Milestone as Required  Re-Locked at PG-4 (Make Risk Behind Project)  Tracked for First 18 – 24 Post PG-4 With Special Care Post-Mortems vs. PG-2 and PG-4
  29. 29. NPD Management ARA (May’16)- © 2016 - 29 ARA Consulting NPD Phase Gate Checklists  Why Use Checklists?  Help Manage Complexity:  How Many Activities Comprise a Project?  How Many Different Parallel Paths Have to Come Together?  How Can You Make Sure That Something Isn’t Being Missed?  Vehicle to Capture Learning From Experience (Yours and/or Someone Else’s)?  Memory Management Device  Can Limit Mistakes Regarding What is Known  Why Not Use Checklists?  In Culture of Weak Accountability, Responsibility Shifts From Individual to The Checklist ( “It Wasn’t On The Checklist” Excuse); Don’t Let This Happen to You!  If Get Too Long (Items Keep Getting Added, No Priorities); Obscures Rather Than Illuminates  Can Overwhelm Main Objective  Poor Checklist: Long, Vague, Hard to Use  Effective Checklist: Precise, Prioritized, To The Point, Easy to Use  Each Phase Gate Has a Unique / Specific Checklist Checklists Manage Activities, Not Projects!
  30. 30. NPD Management ARA (May’16)- © 2016 - 30 ARA Consulting NPD Project Management Complicated Multi-Dimensional Non-Deterministic Messy Critical What Does This Mean? If You Just Plan to Make Your Schedule You Will Always, Always Miss
  31. 31. Project Mgt ARA (4/25/14)- © 2014 - 31 ARA TRAINING NPD Project Mgt Tactics  Micro-Managing vs. Abdication  Micro-Managing: Specifying “How” Rather Then “What”, Over-Monitoring  Abdication: No Follow-up, No Measures, No Help  Schedules  Commitment vs. “Best Effort” vs. “Try”  Ownership  Speed vs. Quality vs. Cost  Costs  Know The Total Project Costs; Nothing Hidden  Know The Cost Per Day; Buy Time  Cost Questions Only Gets Asked if You Miss Your Goals  Risks  Launch With Best Possible Understanding of Main Risk Points & Uncertainty  Plan Contingencies Accordingly  Communicate Risk & Uncertainty on On-Going Basis  FMEA Can Be Useful to Highlight Risks & Mitigation Plans; Don’t Overdo Time Quality CostPerformance
  32. 32. NPD Management ARA (May’16)- © 2016 - 32 ARA Consulting Tactical Reviews Four Slide Review: Monitor & Coach 1. Coach, Guide, Help 2. Intervene Only When Necessary 3. Look For Proper “AIP” Management 4. Precision Questioning & Answering 5. Short & Sweet
  33. 33. NPD Management ARA (May’16)- © 2016 - 33 ARA Consulting NPD Project Overview Page  Focus on Changes: Top Level Milestone, Major Scope Items, Financials  Customize Milestone Columns to Accurately Reflect Project Deliverables  Proactively Highlighting Issues Note: Hypothetical Example Only
  34. 34. NPD Management ARA (May’16)- © 2016 - 34 ARA Consulting Current Phase Gate Page  Use “Sub-milestone” Table Template Applicable to Current Project Phase; May Need to Have 2 “Current Phase” Pages When Approaching End of One Phase  Customize “Sub-Milestones” to Accurately Reflect Tasks Leading to Next Milestone  Sub-Milestones Are Deliverables, Not Activities  Focus on Issues or Risks & Uncertainty in Achieving Upcoming Milestone Note: Hypothetical Example Only
  35. 35. NPD Management ARA (May’16)- © 2016 - 35 ARA Consulting Two Week (Back/Forward) Plan Page  Don’t Read Completed Tasks From Previous Two Weeks; Focus on Items Not Completed and Why, What Does It Mean Moving Forward, and Any Help Needed  Upcoming Tasks; Focus on Items of Key Importance, Risk, or Where Help Is Needed.  Consider All Cross Functional Tasks When Prioritizing What to Show/Highlight Note: Hypothetical Example Only
  36. 36. NPD Management ARA (May’16)- © 2016 - 36 ARA Consulting Vital Signs Page  List Parameters Appropriate to Project (New Product, Productivity, etc.)  Highlight “Current” Numbers In Yellow or Red If There is a Gap, and Add Comment  If Current Data is Old or Not Yet Available, Add Comment as to Date of Next Readpoint
  37. 37. Project Mgt ARA (4/25/14)- © 2014 - 37 ARA TRAINING Tactical NPD Mgt Meeting Summary  What Do You Need to Communicate?  Make Sure Your Executive Management Grasps Risk Levels to Key Deliverables and Key Areas of Uncertainty: Schedule, Performance Targets, Quality, etc.  Barriers to Meeting Commitments That Need Executive Management Attention  Highlight Risk Items, White Spaces, Resource Gaps, Skill Set Holes, etc.  What to Do:  Focus on Deliverables  Highlight Key Decisions That Need to Be Made  Highlight Key Areas of Uncertainty, “Creeps”, & Learning Required  Highlight Any Escalation Required – Get Help (Do it Earlier Rather Than Later)  Propose Recovery and/or Contingency Plans as Required  Summarize, Issue Minutes and Update Action Items  How Often to Hold: Every 2 – 4 Weeks (2 Better Than 4)  How Long Should it Take: 10 – 15 Minutes (Four Page Template)  Who Should Be There: Appropriate Exec Mgt, Project Leads  Who Should Run It? Be Open, Be Clear, Be Concise
  38. 38. Project Mgt ARA (4/25/14)- © 2014 - 38 ARA TRAINING Weekly NPD Prj Working Meeting  What are You Looking For?  Are You on Schedule? That Day? Looking Forward?  Barriers to Meeting Commitments That Need Team’s or Exec Mgt’s Attention  Opportunities to Pull in Schedule (To Make Up for Inevitable Unforeseen Problems)  Highlight Risk Items, Uncertainties, White Spaces, Resource Gaps, Skill Set Holes, etc.  What to Do:  Focus on Deliverables, Highlight Key Decisions That Need to Be Made  Focus and Drive Decision or Path Closure; Which Ones are Not Closing?  Decide if Escalation Required – Get Help (Do it Earlier Rather Than Later)  Establish Recovery, Pull-In or Contingency Plans as Appropriate/Required  Insure Required Cross-Functional Coordination  Track Action Items, Make Sure Checklists Exist and Are Being Used  Summarize, Issue Minutes and Update Action Items  How Long Should it Take: 30 – 60 Minutes  Who Should Be There: Design, PE, TE; Apps, Yield, Marketing, ... (As Required)  Who Should Run It? Keep Your Schedule Current!
  39. 39. Project Mgt ARA (4/25/14)- © 2014 - 39 ARA TRAINING Brief Word on NPD Scheduling  Use Cycles-of-Learning (COL) Methodology to Forecast Non- Deterministic Steps  Budget Your Cycles  If Complete Budget, But No Solution Then Reset: Mis-Scoped?, Right Resources?, Right Frame or Approach?, Other?  Use PERT (or Favorite Method) to Keep Track of Tasks  Apply Best Practices (Scrubbing, Schedule Monitoring, Burn- Charts, etc.) to Minimize Deviations Conventional Methods Alone Usually Ineffective Alternative is to Combine COL Forecasting With Conventional Scheduling Methods Reference: http://www.slideshare.net/ARAlvarez/project-management-cookbook-part-2-ara-feb16
  40. 40. Project Mgt ARA (4/25/14)- © 2014 - 40 ARA TRAINING Summary of NPD Meetings  Phase Gate Meetings  Purpose: Decide Whether Project Meets Phase Gate Criteria  Type of Meeting: Decision Meeting  Outcome: Pass / Fail & Appropriate Action Items  Bi-Monthly or Monthly Tactical Management Meetings  Purpose: Management Review Meeting & Problem Escalation  Type of Meeting: Status Update  Outcome: Varies, Resource Re-allocation, Priority Shift, …  Weekly Project Working Meetings  Purpose: Team Coordination  Type of Meeting: Coordination and Working Meeting  Outcome: Varies as Required to Keep Project on Track  Ad Hoc Problem Solving Meetings  Purpose: Team Problem Solving  Type of Meeting: Working Meeting  Outcome: Varies, But Typically an Action or Solution Plan (Experimental, Information Gathering, …) Outlining the Next Few Steps
  41. 41. Project Mgt ARA (4/25/14)- © 2014 - 41 ARA TRAINING That’s a Lot of Meetings! Phase Gate Review Bi-Monthly or Monthly Review Weekly Prj Team Meeting Team Working Meetings After Agile Game Development With Scrum, C. Keith 2010 Different Measures & Monitors Keep You On Track When Driving Same Applies to Projects Eyes Speedometer Odometer Map Are They All Required?
  42. 42. NPD Management ARA (May’16)- © 2016 - 42 ARA Consulting PDCA: New Product Development Plan (Portfolio Mgt) Do (Tactical Reviews) Check (Metrics Review) Act (Learn & Adjust)
  43. 43. NPD Management ARA (May’16)- © 2016 - 43 ARA Consulting Metrics Reviews 1. Monthly Light 2. Quarterly Heavy 3. Bi-Annual Post-Mortem Learning 4. Annual Summary
  44. 44. NPD Management ARA (May’16)- © 2016 - 44 ARA Consulting NPD Revenue Metrics  The Purpose of NPD is to Output Products That Generate Profitable Revenue, Not Just Patents  Many Financial Screens Possible  Utilize Set That Work Best For Your Business  Review at Appropriate Time Intervals and Look Out an Appropriate Time Frame
  45. 45. NPD Management ARA (May’16)- © 2016 - 45 ARA Consulting NPD Revenue By Intro Date $ Communicates NPD Revenue Over Time Each Color Represents Different Year of Product Introductions – Blue is Legacy Can Also Track Revenue For Products Introduced in Past 18 – 36 Mths as Percentage of Total Revenue Note: Hypothetical Example Only
  46. 46. NPD Management ARA (May’16)- © 2016 - 46 ARA Consulting Phase Gate NPD Revenue Funnel PG-1 to 2 PG-2 to 3 PG-3 to AS PG-AS to 4 Communicates Total NPD Revenue by Phase Over Time Can Also Show Margin Dollars Over Time $ Note: Hypothetical Example Only
  47. 47. NPD Management ARA (May’16)- © 2016 - 47 ARA Consulting NPD Revenue Funnel Communicates NPD Revenue by Phase (Each Color Represents Different Class of Project) $ Note: Hypothetical Example Only
  48. 48. NPD Management ARA (May’16)- © 2016 - 48 ARA Consulting NPD Revenue Achievement Tracks NPD Revenue Achievement vs. Original Commitment $ % Note: Hypothetical Example Only
  49. 49. NPD Management ARA (May’16)- © 2016 - 49 ARA Consulting NPD Investment Tracks NPD Investment Over Time Each Color Represents Different Class of Project or Function Optional Line Graph Can Represent Resource Use (Machine Time, Wfrs, Etc.) $ Time or # Note: Hypothetical Example Only
  50. 50. NPD Management ARA (May’16)- © 2016 - 50 ARA Consulting NPD Execution Metrics  Profitable Products Tend to Be Those Delivered On Time; Project Execution is Critical  Many Execution Screens Possible  Utilize Set That Work Best For Your Business  Review at Appropriate Time Intervals and Look Backward & Forward Appropriate Time Frame
  51. 51. NPD Management ARA (May’16)- © 2016 - 51 ARA Consulting PG-4 Milestone Achievement Tracks NPD PG-4 (MP Release) Milestone Achievement (Each Color Represents Different Class of Project) Note: Hypothetical Example Only
  52. 52. NPD Management ARA (May’16)- © 2016 - 52 ARA Consulting Quarterly Milestone Achievement Tracks NPD Quarterly (or Monthly) Milestone Achievement (Each Bar Represents Different Class of Project) Note: Hypothetical Example Only
  53. 53. NPD Management ARA (May’16)- © 2016 - 53 ARA Consulting NPD Resource Capacity Tracks NPD Resources Over Time Each Color Represents Different NPD Function Lines Can Represent Number of Prjs or FTE/Prj # FTE # Note: Hypothetical Example Only
  54. 54. NPD Management ARA (May’16)- © 2016 - 54 ARA Consulting NPD Metrics Matrix Summary Metric Unit Qx-1 Actual Qx Commit Qx QTD Qx Fcst Yr x Fcst Comment PG-4 $ Released (Current Yr) $M PG-4 $ Released (Prior Yr) $M PG-4 Plan vs. Actual % PG-4 $ Released vs. PG-2 Plan % PG-1 Milestones # PG-2 Milestones # PG-X Milestones # PG-4 Milestones # PG-2 to AS Delta Time - Median wk PG-2 to AS Delta Time - Max wk PG-2 to PG-4 Delta Time - Median wk PG-2 to PG-4 Delta Time - Max wk PG-4 “BU/Ops Recalls” # First Planned Sample Hit Rate # NPD Project WIP # Total NPD Project Spend $M $ per Project $M Total NPD Resources # Resources per Project # Equipment Time And/or Wfrs # Equip Time And/or Wfrs Per Prj # RevenueTTMQuality NPDInvestment &Capacity Can Be Tracked By Division or Class Sample Summary of NPD Metrics Note: Hypothetical Example Only
  55. 55. NPD Management ARA (May’16)- © 2016 - 55 ARA Consulting PDCA: New Product Development Plan (Portfolio Mgt) Do (Tactical Reviews) Check (Metrics Review) Act (Learn & Adjust)
  56. 56. NPD Management ARA (May’16)- © 2016 - 56 ARA Consulting NPD Lessons & Learning  Continuous Improvement of NPD Process is Critical to Maintain Competitiveness  Requires Clear Tracking of Appropriate Metrics  Requires Collective Project Post-Mortems to Harvest Prioritized Set of Actionable Lessons  Requires Periodic External Competitive Benchmarking
  57. 57. NPD Management ARA (May’16)- © 2016 - 57 ARA Consulting NPD Milestone Miss Summary Records NPD Milestone Misses to Enable Learning Each Color Represents Different NPD Function More Than One Function Can Contribute to A Milestone Miss Note: Hypothetical Example Only
  58. 58. NPD Management ARA (May’16)- © 2016 - 58 ARA Consulting Milestone Miss Corrective Action Tracks Milestone Miss Corrective Actions to Enable Learning Best to Group Into Categories to Optimize Leverage & Learning Prioritize – Which Corrective Actions Have Real Payback?
  59. 59. NPD Management ARA (May’16)- © 2016 - 59 ARA Consulting NPD Project Wrap-up  Formal Closure  Formal Passing of Final Phase Gate  Formal Acceptance By Customer or Stakeholder  Required Documentation (If Use Phase-Gate Templates & Checklist Deliverables, It’s Built Into Process, So Won’t Be An Issue)  Archive For Future Retrieval  Retrospective / Post-Mortem  It’s About Learning & Improving, . . .  . . . Not About Punishing/Embarrassing  Breakdown Learning Into Categories  Double-Loop Learning (More Than One “Why”)  Capture & Incorporate Into NPD Process, But . . .  Not All “Lessons” Worth Capturing; Prioritize Don’t Wait Until End, Celebrate Interim “Wins”, . . . But Definitely Have Team Celebration at End
  60. 60. NPD Management ARA (May’16)- © 2016 - 60 ARA Consulting PDCA: New Product Development Plan (Portfolio Mgt) Do (Tactical Reviews) Check (Metrics Review) Act (Learn & Adjust)
  61. 61. NPD Management ARA (May’16)- © 2016 - 61 ARA Consulting What You Need to Know You Need to Know Where You’re Going: Balanced Vital Sign Methodology Does That You Need to Know Where You Are Product Development Phase Gates And COL Driven Scheduling Do That You Need to Know if You’re Off Track Good Project Management Does That
  62. 62. NPD Management ARA (May’16)- © 2016 - 62 ARA Consulting Good Luck & Smooth Surfing

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