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  1. Metrics that Matter to R&D

    Workshop: Mar 2 - 3 / San Francisco, CA

    A two-day executive workshop on how to measure what really matters to improve R&D effectiveness and significantly increase bottom line results.

  2. Metrics that Matter to R&D

    Workshop: Feb 18 - 19 / San Francisco, CA

    A two-day executive workshop on how to measure what really matters to improve R&D effectiveness and significantly increase bottom line results.

  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. Developing Half-Cost Products

    Audio Session: Wednesday, June 24, 2009 1:00pm

    Learn how to develop products that support strategies for the manufacture of half-cost products

  5. Managing Customer Requirements in Volatile Environments

    Audio Session: Wednesday, January 30, 2008 1:00pm

    In this audio session, Preston Smith will guide you through the techniques of Flexible Development that allow developers to respond to new information, thus delivering fresher products to customers.

  6. Design for Uncertainty

    Audio Session: Wednesday, July 12, 2006 1:00pm

    In this audio session, Preston Smith, of consultancy New Product Dynamics, presents techniques for enhancing flexible product development. He discusses why flexibility is valuable and mentions some of the tradeoffs involved. Smith also discusses the role of customers and their requirements in a flexible environment. He presents some detailed techniques for fostering a flexible product development process through product architectures, experimentation and the use of set-based design. He also examines the impact of flexible product development on internal factors such as development teams, decision-making, project management and the product development process. This presentation provides a comprehensive overview of some of the latest thinking on innovative, flexible approaches to product development. (11 pages)

  7. Managing Customer Requirements in Volatile Environments: How Flexible Product Development Can Reduce the Cost of Change Locked

    Research | Posted: 2008-02-14

    In fast-paced, competitive markets product requirements seem like a moving target. How can you and your team keep up? While freezing requirements may seem like a good idea, studies demonstrate that product development teams can rarely afford to freeze requirements before any development work begins. The challenge is accommodating change without wreaking havoc on the schedule and budget. In this audio session, Preston Smith presents an approach to Flexible Development that describes how to use the concept of product vision to guide design decisions and feature tradeoffs; how to use front-loaded prototyping to elicit feedback from customers and other stakeholders while the cost of change is low; how to engage both engineering and marketing professionals in customer research activities; how to create leading indicators for requirements change; how to find and involve lead users who will reveal untapped opportunities. (34 pages)

  8. Design for Uncertainty Audio Session MP3 Locked

    Research | Posted: 2007-10-07

    MP3 down for Design for Uncertainty Audio Session

  9. Using External Resources to Eliminate Product Development Queues Locked

    Research | Posted: 2007-01-04

    By Don Reinertsen, Reinertsen and Associates Experienced product developers realize that there is a heavy price to be paid for operating a development organization at 100 percent utilization. Unless we could perfectly predict the work content of design tasks, when these tasks arrive, and the productivity of our individual development workers, such high levels of loading will cause queues in product development. Internal capacity is only one of a variety of paths to increase the capacity of the development organization. External capacity is a powerful alternative. However, using external capacity to support product development can be a little trickier than it first appears. In this commentary, Don Reinertsen discusses one of the common pitfalls of managing external capacity – the tactic known as “peak-shaving” – and how to avoid it. (3 pages)

  10. Held Hostage by Delayed Technology? Locked

    Research | Posted: 2006-08-25

    Don Reinertsen, President of Reinertsen & Associates For product developers, new technology can be our best friend or our worst enemy. It can be an unparalleled tool to improve product performance. An inelegant design using new technology often outperforms even the most brilliant design using old technology. Unfortunately, new technology has a dark side, introducing uncertainty into schedule and performance goals. Since a project can be as uncertain as its most uncertain element, the entire project schedule can be contaminated by the uncertainty of a single underlying technology. In this brief article, Don Reinertsen argues that the key is to keep technology off the critical path. He presents severalways of pursuing this strategyas well as an analytic approach for articulating the economic argument. (3 pages)

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