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  1. Survey Finds Lifecycle Management is Still an Immature Practice Locked

    Research | Posted: 2004-06-11

    This report covers a 2003 survey of approximately 40 companies that found that only ten percent of respondents have fully implemented Product Lifecycle Management. Conducted by The Performance Measurement Group (a business of consultancy PRTM), the research also found that Roadmapping and Platform/Product Line Planning were infrequently used practices, suggesting that many firms may be missing an opportunity to maximize product profitability and align product and market facing activities. (4 pages)

  2. Optimizing Your Product Development Investment: Implementing Portfolio Management Locked

    Research | Posted: 2004-06-09

    If you want to bring business discipline to your development house, advocates IBM Personal Systems Group program manager Brian Montgomery, build a portfolio-management bridge between your product development process and your customer relationship management process. Drawing on his experiences at IBM and information services provider, Lexis Nexis, Brian discusses this challenge from the perspectives of two different companies with very similar problems. (5 pages)

  3. Nabisco Adopts New Recipe for Managing Products/Projects Locked

    Research | Posted: 2004-06-09

    Despite enjoying longstanding market leadership in most of its major brand categories, Nabisco corporation faced stiff pressure to demonstrate strong upward financial momentum in the face of $26 billion in buyout debt. Nabisco decided that to accomplish this they needed to implement a disciplined Portfolio Management process, focusing on front-end customer research, in order to significantly improve the success rate of new products. (6 pages)

  4. Portfolio and Program Management Tips from Ford: Managing Complex Interdependencies Locked

    Research | Posted: 2004-06-09

    One of the most important success factors in Portfolio Management is the ability to leverage complex relationships and interactions. Ford Motor Company has assembled a robust set of tools, distinctions and methodologies to meet these portfolio management challenges. In this report, product development process leadership team member, Rick Mueller, identifies procedures for navigating these complex relationships. (6 pages)

  5. Study Suggests Portfolio Managers Focusing on the Wrong Things Locked

    Research | Posted: 2004-06-09

    A 1998 time-to-market benchmarking study, conducted by Boston, MA-based Product Development Consulting (PDC) for a major international company, yielded surprising results. PDC originally anticipated that product complexity would be the principle factor affecting cycle time. They found, to their surprise, that two factors outweighed complexity: 1) the relative amount of innovation (increased cycle time) and 2) whether the product was designed in-house or outsourced (outsourcing decreased cycle time). The study also suggested that a single-minded pursuit of getting to market fast might actually reduce profitability and fail to optimize your R&D effectiveness. (4 pages)

  6. There Is No "Fun" in the Funnel Locked

    Research | Posted: 2004-06-09

    In this commentary on Pipeline Management practices, Don Reinertsen explains, in quantifiable terms, how many traditional approaches may be flawed and produce unintended negative consequences. Reinertsen argues that since projects employ a range of technologies, and occur in changing market conditions, each of them may be subject to different filtering procedures. The choice of the right Pipeline Management practice must be based on economic conditions. (3 pages)

  7. Discovery-Driven Growth – A Breakthrough Process Locked

    Quick Insight | Posted: 2009-11-02

    Rita Gunther McGrath, Associate Professor, Columbia University and co-author of Discovery-Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity, discusses strategy and techniques for achieving bold growth at minimal cost and risk. Uncertainty comes with the territory of growth -- different disciplines are required for exploring uncertain areas versus mainstream. Discovery-driven planning (DDP) enables exploration of the unknown while setting clear boundaries and guidelines.

  8. Killing Projects for Success: Proprietary Process Enhances Portfolio Decision-Making Locked

    Quick Insight | Posted: 2009-05-15

    A talcum powder developer found a clearly expressed customer need – a package that offered greater product control while not leaving a mess in the bathroom. The idea of repackaging their product in a more controlled and less messy package was thoroughly researched and clear goals for the project were established. The result? The project was cancelled. And yet management declared this project a success. Why? Because the decision was made the right way. That way was enabled by a method called the Boost™ process. Adapting a select subset of tools from Six Sigma, the Boost process ensures that "decisions are based on data, rather than the strongest opinion," and enables teams to "objectively evaluate projects against objective criteria," said its creator Helen Tai. The Boost process enables developers to innovate successfully through customer database building. It also emphasizes strong project charters and thorough stakeholder analyses early in the PD process.

  9. New Feedback Metrics for Portfolio Management: Implications for Phase Gate Systems Locked

    Quick Insight | Posted: 2009-03-27

    A new model of project portfolio management (PPM) proposes new metrics for analyzing PPM results (see "Evaluating PPM with Detection Theory," Working Paper, Gary J. Summers, Ph.D., 2008). These metrics, currently being developed and tested by Gary J. Summers, President and CEO, Star Decision Science, are designed to help companies improve project evaluation, prioritization and selection; to evaluate proposal processes; and to provide senior management with vital strategic information. Summers’s work also has implications for phase-gate systems, helping product developers to coordinate project selection throughout the pipeline, while managing the trade-off between pipeline throughput and ROI. By providing feedback metrics and a means of learning from previous history the new model shifts the focus of PPM from decision-making to business process improvement.

  10. For Product Gate Keepers Fewer (Products) Is Definitely More Locked

    Quick Insight | Posted: 2009-02-16

    “Gates are rated one of the weakest areas in product development with only 33 percent of firms having tough rigorous gates throughout the idea-to-launch process.” So reports Robert G. Cooper, inventor of the Stage-Gate® Idea-to-Launch process and noted product development expert. Cooper also reports that 44 percent of development projects do not meet their sales targets, a result he attributes, at least in part, to weak Gates. Either through more robust data at Gate meetings, or though increasing the rigor of the initial decision-making (or both), expert analysis reveals that product developers need to find a way to make more projects meet a timely demise.

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