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  1. Reinventing the Product Portfolio: Creating a Sustainable Innovation Pipeline - ONLINE PROGRAM

    Workshop: Apr 8 - May 6 / Online

    earn how you can create the highest value from your company’s investments in new products, innovation and R&D in this 3 session workshop

  2. Product Portfolio Management: Balancing Risk for Maximum Economic Gain

    Workshop: Sep 23 - 24 / Chicago, IL

    A two-day intensive workshop focused on how to optimize project and portfolio value by managing uncertainty, identifying and prioritizing high-value projects, and allocating scarce resources.

  3. Putting Brakes on a Rocket: Managing Risk, Reward - and Velocity - at Intel

    Audio Session: Wednesday, January 20, 2010 1:00pm

    In an exclusive interactive audiosession to be held on Wednesday, January 20, 2010, Intel Senior Program Manager Russ Martinelli will describe the culture, structures, processes, decision criteria, and behaviors required to manage a high-velocity product development program at Intel. Additionally, he will present a case study that includes how a high-velocity program was stopped once it became clear the business goals of the product were jeopardized

  4. Ask Dr. Robert Cooper

    Audio Session: Thursday, June 4, 2009 12:00am

    A one hour Q&A session with Dr. Robert Cooper on product development and innovation challenges

  5. Working on the Right Projects: Maximizing Good Ideas & Killing Bad Ones

    Audio Session: Wednesday, May 13, 2009 1:00pm

    How to use a handful of carefully selected, proven and easy-to-use tools, allowing you to maximize good new product ideas and kill bad ones, while keeping your team motivated and focused.

  6. A Capacity-Based Governance Method for Improving Engineering Performance

    Audio Session: Wednesday, January 24, 2007 1:00pm

    In this audio session, Ross Seider, a senior partner of On-Fire Associates describes a visual, spreadsheet-based model for capacity governance that looks at capacity planning from the standpoint of the complete project portfolio. This capacity management process creates a visualization that allows participants to prioritize activities, allocate resources, and evaluate shifting resources. Eventually, the participants in this process agree on the drawing of two horizontal lines on the visual model that distinguish between high priority projects, which are likely to be fully funded, a second level of partially-funded projects, and projects that will not be given resources during the planning horizon. This process is owned by engineering and product management; it encourages participation from all other groups in the development chain and from other stakeholders; it runs periodically; it is very efficient in terms of management time sinceit is performedmultiple times per year; it is a distributed process that expects subject matter experts to make 80 percentof the decisions and focuses senior management on the boundary conditions where there are conflicts. Finally, it is a zero-based activity – each project must re-certify its importance to the company relative to all other projects and potential projects at every iteration. (10 pages)

  7. The Portfolio Sweet Spot

    Audio Session: Wednesday, November 15, 2006 1:00pm

    In this presentation, Richard Tait of Product Development Consulting, Inc. presents the three key value dimensions that determine the portfolio sweet spot and should be used for portfolio decision-making: customer value, strategic value and investment intensity. To deliver customer value, says Tait, understand what drives customers, what motivates them: what are the obstacles that get in their way? What’s made their jobs and their lives frustrating, difficult, challenging, impossible? What gets in the way of them being successful, both as an individual and for their company? Creating customer value involves eliminating these pain points. Strategic value is the measure of how effectively an element of the portfolio supports and drives the success of the strategy of the business unit or enterprise, and enables a business unit to meet its strategic objectives. Investment intensity is the combined level and profile of the complete complement of resources (people, dollars, materials, intellectual property, etc.) to develop a product and support its commercialization in a way that meets the targeted strategic objectives of the business. In addition to the three key value dimensions, Time-to-Market and Core Competencies are critical measures for achieving strategic balance. In this audio session, Tait presents tools to qualify and quantify many aspects of each of the three key value dimensions and to display them in a consistent fashion. (11 pages)

  8. Technology and Strategy Roadmapping Implementation Kit

    Publication | Posted: 2008-08-01

    The Technology and Strategy Roadmapping Implementation Kit is a guide based on practitioner insights and experience

  9. Tireless Communication: Experts Share the State-of-the-Art in Product Development Locked

    Research | Posted: 2008-04-15

    This overview of the Management Roundtable’s April 2008 PD IMPACT conference summarizes a range of presentations which reflect the current state of Product Development across industries. Presenters from such firms as Texas Instruments, Boeing, Boston Scientific, Medtronic, Kimberly-Clark, Honeywell and MEDRAD discussed roadmapping, portfolio management, co-development, open innovation and many other topics of current interest to R&D and product development managers. Issues around managing shared networks and anticipating markets and trends emerged as particularly important themes. Expert practitioners reported that much of the challenge of product development today is engaging these invisible resources and networks to achieve innovation. A variety of tools can facilitate that process; but, at the heart of it all, there is people – communicating tirelessly and incorporating lessons learned into the next iteration. (7 pages)

  10. The Honeymoon is Over - Now What? How to Leverage, Integrate and Combine Product Offerings Post Merger/Acquisition Locked

    Research | Posted: 2008-02-01

    Related Links: Audio | Transcript (17 pages) | Slides(23 pages) The last decade has seen massive corporate consolidation in a number of industries. While the reasons for this trend are many, most acquirers seek to incorporate the acquired technology into the product line offerings as quickly as possible. This is easier said than done as statistics show that 83% of all mergers and acquisitions fail to achieve increased shareholder value after one year. In this audio session, Tim Bosch, chief architect in the medical division of Foliage, a technology consulting and product development company, discusses strategies for beating this statistic. Based on successful examples of how companies effectively plan their post-acquisition product integration activities, Bosch advises firms how to perform in-depth due diligence; he then describes how to define a sound business, product and technology strategy and ensure that these strategies align. Bosch also discusses how to view the R&D budget as the driver of revenue growth and profitability. As industry expansion continues to drive new cycles of innovation, the winners of the battle for market share, says Bosch, will be those who can best leverage their combined technology assets to provide differentiated value to both their customers and shareholders. (10 pages)

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