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  1. Improving NPD Execution: Resource Capacity versus Demand Locked

    Research | Posted: 2004-09-17

    Emery Powell, NPD Manager, Texas Instruments A primary cause of time to market delays for new product development(NPD) is inadequate management ofresource capacity versus the demand, particularly with respect to critical path tasks on a project's schedule. The typical response is to rapidly feed new product opportunities into the pipeline. The expectation is: More IN = More OUT.Yet, exceeding throughput capacity all too often leads to a clogged pipeline. So howcan we manage NPD capacity 3, 6, or 12 months in the future? How can we know what the critical path demand is for a particulartype of resource or for a single resource, months in advance when NPD is inherently a highly variable environment? How can we measure and assess theimpact of the resource demandand our capacity constraints on execution success? This presentation will present theon-going status and findings ofrecent pilots effort to use Enterprise and portfolio level tools atTexas Instruments, theimplementation difficulties, and thepreliminary improvement gains. (32 pages)

  2. A Framework for Integrating Resource Management with Critical Decision Making Processes in NPD Locked

    Research | Posted: 2004-09-17

    Paul R. Bunch, Ph.D., Manager, Capacity Planning and Management, Eli Lilly and Company Resource Management (RM) in NPD has been viewed as something that must be done after other key processes have been completed. For example, Portfolio Management is a cyclical process that helps the organization decide what to work on and how to prioritize its projects. Business Planning is a process in which organizations set functional budgets and headcount targets. Typically, Resource management is viewed as an operational process in which functional groups decide how to apply their resources to optimize the portfolio output given the portfolio selected from Portfolio Management and given functional budgets. This presentation describes Resource management as a process that should anticipate resource constraints and inform portfolio managers and business developers of potential resource deficits in time to develop risk management plans. Download a text summary of this presentation (5 pages) here and then download the presentation slides below. (37 slides)

  3. Evolving Processes and Tool-sets to Drive Resource Allocation and Portfolio Management Decisions Locked

    Research | Posted: 2004-09-17

    Clint Wolfe, Global Program Manager, IMS Health This presentation gives an overview of IMS Health’s evolution of Resource and Knowledge Management processes and the supporting tool-sets within its Product Development Organization. The presentation covers the maturation from tracking simple inventories of skill sets and current projects assigned, to forecasting/assigning resource allocations across 1-24 months, and tracking resources across multiple projects. It addresses the critical inter-dependencies between resource management and portfolio, project and finance management, and the importance of resource management across the entire cross-functional enterprise. It also provides an overview of the company's evolving tool-sets. Download a text summary (7 pages) of this presentation here, and then download the slides below.(22 pages)

  4. Applying Product Platform Concepts to Services Businesses Locked

    Research | Posted: 2004-09-09

    Professor Marc Meyer’s work focuses on how technology architectures can be managed strategically across a corporation’s business units, with a particular emphasis on the development of next generation products and services. In this interview, Professor Meyer discusses how the concept of product families and product platforms apply equally well to service as to manufacturing businesses. Meyer presents a three-tiered model for new product and service development which links market segments, product platforms and core competencies. Meyer suggests that these three areas are frequently treated as completely separate processes, while in a platform-based product or service development process, they are linked. Meyer discusses this linkage, presents a precise definition of product and service platforms, and comments on the role of measurement in service industries. (7 pages)

  5. Portfolio Management: Progress And Opportunites Locked

    Research | Posted: 2004-09-09

    The 2000 R&D Metrics Survey, conducted by Goldense Group, Inc. (GGI) in association with The Management Roundtable, indicated that industry is making progress, albeit somewhat unevenly, in managing R&D investments. In this commentary, metrics expert Brad Goldense summarizes thet state of portfolio management and R&D metrics, and points out where opportunities exist to gain steady and consistent progress. Goldense finds that leading companies are well on their way to systematic product evaluation and selection, product review and portfolio management practices. However, he sees a clear division between a vanguard of R&D leaders and their many followers; the top quartile of R&D companies are as much as 10-30 years ahead of the slowest adopters of modern management science. Based on the survey findings, Goldense cites three pitfalls that teams fall into in their efforts to improve portfolio management and R&D measurement. (3 pages)

  6. R&D Productivity: Capacity Management Is Paramount Locked

    Research | Posted: 2004-07-01

    In this feature article, Brad Goldense provides a framework for Capacity Management in R&D. He presents a formula that will show,at the highest level, how much the staff is over-extended. Goldense claims that challenges arise at the level of allocating scarce functional resources across projects. Unless there is a consistent process with common milestones, used across all projects for estimating and tracking, it is difficult to attain better estimates for functional disciplines. It is also essential to have common definitions of the functional resource categories used for planning and estimating. Once a company has achieved resource and capacity planning at a function or discipline level, the only practical level of detail that remains is planning at the individual level. Goldense predicts that industry will eventually reach a point where each person in each department will be assessed against an expected and/or standardized productivity rate. (4 pages)

  7. Corning's Critical Processes For Technology Development Locked

    Research | Posted: 2004-06-11

    Corning has increasingly leveraged its knowledge base in surface technologies, optical physics, and manufacturing research technologies to target rapidly expanding, high-growth markets. In this report, corporate innovation process owner, Bruce Kirk, describes the disciplined methods Corning uses to make sure that product development is focused on customer value, identifies and takes advantage of the most promising new technologies, and creates a portfolio that executes corporate strategy. (8 pages)

  8. The Current State Of Portfolio And Pipeline Management Implementations Locked

    Research | Posted: 2004-06-11

    Does effective pipeline and portfolio management have a noticeable impact on product development success? Are there Best Practices in the domain of pipeline/portfolio management? This report covers a recent study of 160 companies conducted by The Adept Group which drilled deep into such questions to explore the level of portfolio management maturity and the range of benefits companies may be receiving. (4 pages)

  9. Product Lifecycle Automation Helps Lucent Technologies Continue To Improve Product Development – Uphill Against A Very Tough Marketplace Locked

    Research | Posted: 2004-06-11

    At the turn of the twenty-first century, few companies were hit harder by the crash of the Internet economy than Lucent Technologies. Despite facing disappearing markets and shrinking resources, Lucent’s senior management made two decisions that were rare for companies in their position: 1) to overhaul the product development process; and 2) to implement enterprise-wide software (MS2) to automate the process. This report catches up with Lucent one year after implementing the software to see the preliminary results of this strategy. (6 pages)

  10. Selecting R&D Projects and Loading the Pipeline Locked

    Research | Posted: 2004-06-11

    In this commentary, Brad Goldense discusses the typical project selection processes used at most companies. Drawing from three sets of survey data, Brad describes how this practice has changed over 10 years, how many steps typical selection processes take, how many people are involved and what types of meeting formats are found to be most effective. (3 pages)

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