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  1. Framework & Overview: Roadmapping Locked

    Quick Insight | Posted: 2005-06-01

    What is technology roadmapping? Why use roadmapping in product development and what are the challenges of implementation? How can you implement roadmapping in your organization and what do roadmaps look like? Click here for research on this month’s focus topic on roadmapping in NPD.

  2. Expert Panel: Dynamic Pipeline and Portfolio Management Locked

    Quick Insight | Posted: 2005-01-14

    A panel discussion and Q&A session with MRT pipeline and portfolio management experts. Panel members:Pascal Jeangirard of Parker HannifinDuane Oda of The Boeing CompanyDick Tyler of Bose CorporationModerated by Jackie Cooper of the Management Roundtable. Summary of key points available here.Full transcript available here.

  3. Portfolio and Pipeline Management Success Indicators Locked

    Quick Insight | Posted: 2005-01-06

    This section outlines success indicators used by companies across industries to assess the maturity and effectiveness of pipeline and portfolio management.

  4. Portfolio Management Insights from Boeing: Using Strategic Roadmapping to Guide Product and Technology Development Locked

    Quick Insight | Posted: 2004-12-31

    A conversation with Duane Oda of The Boeing Company IntroductionDuane Oda is the 717 and 737 Product Development Chief for Boeing Commercial Airplanes, responsible for product development activities of Boeing’s single aisle commercial airplanes. In this role he uses strategic roadmapping, portfolio management and project management tools in the development of airplane products. He is also the leader of strategic roadmapping in Boeing Commercial Airplanes and co-leads a Boeing enterprise roadmapping effort with Ray Cosner (Boeing Integrated Defense Systems Director of Technology). Duane defines strategic roadmapping as the process of aligning product and technology efforts to the right market opportunities; he views the process as a necessary precursor to effective portfolio management. Duane recently spoke with MRT about his efforts to embed strategic roadmapping throughout The Boeing Company. Click here to read full text.Click here to learn more about Duane.Click here to view slides from Duane’s related presentation.

  5. Framework & Overview: Portfolio and Pipeline Management Locked

    Quick Insight | Posted: 2004-12-31

    A look at the current state of portfolio and pipeline management in R&D: Why invest in these efforts, how to implement the approaches, and what are the challenges involved? Click here.

  6. Metrics Insights from Alberto Culver: Implementing In-Flight Metrics Locked

    Quick Insight | Posted: 2004-11-01

    A Conversation with John Berschied of Alberto Culver IntroductionDr. John R. Berschied, Jr. is Group Vice President of R&D for Alberto Culver Consumer Products Worldwide. John shared with MRT his views on the benefits of “in-flight” metrics to assess overall R&D program/portfolio direction. Many R&D metrics are either retrospective (e.g., percentage of sales on R&D or a percentage of sales from products introduced in the past three years) or process-oriented (e.g., execution on a stage gate process or use of technology platforms). In-flight metrics are less common than retrospective metrics but equally essential, predicting the outcome or the probabilities of certain outcomes before the objective is achieved and providing an overall assessment of whether NPD efforts are headed in the right direction. These metrics are generally qualitative and should be used in combination with quantitative metrics. Full text available here.Related presentation slides available here.

  7. Productivity Insights from Eli Lilly: Integrating Resource Management with Business Decisions Locked

    Quick Insight | Posted: 2004-10-04

    A Conversation with Paul R. Bunch, Ph.D., of Eli Lilly and Company IntroductionPaul Bunch is Manager of Capacity Planning and Management at Eli Lilly, where he develops business processes to integrate resource information into new product development decisions. To most of us, the notion of figuring out the amount of resources we have to apply to all projects and not allocating more than we have makes sense. But just how does a company identify and prevent bottlenecks. What resource-related questions should organizations ask as part of the planning and prioritization process? Here, Paul explains his philosophy that resource management must be used to inform the portfolio decision-making process and drive action in order to be useful. He stresses the need to distinguish between what can technically be accomplished and what a company is philosophically willing to do. Full text available here.

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