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  1. Improve Your Product Development Efficiency Through Process Maturity Locked

    Research | Posted: 2004-09-17

    Gary Borders, R&D Section Manager, Hewlett-Packard What would you do with a more efficient product development engine? What would it mean? How would you use it? Would you shorten Time-to-Market, increase the number of products you can do at one time, decrease annualized failure rate, or reduce your employee burn out rate? Process maturity can be used to evaluate your current state and guide your process improvement plans. An organization that has focused on improving development processes will be more efficient at delivering products to market. The progression from an ad hoc organization to one with mature processes is not an easy change, but the rewards are great. Examples in the area of processes, tools and infrastructure are used to describe the progression to a more mature product development organization. (22 pages)

  2. Leading Development Process Change: Datacard Speeds Up Cycle Time and Ugrades Quality Locked

    Research | Posted: 2004-09-17

    When times are good, companies are resistant to making any changes, even though it is these same times that provide you with the resources and security that make changes less risky. This is the exact situation that Datacard, the clear market leader in card personalization systems, faced when deciding to reengineer their product development process. In this report, you’ll read how Datacard developed a process that people actually use rather than sitting, ignored, in a binder on the shelf. You will also see how leadership dealt with the inevitable skeptics in this engineering dominated culture. (5 pages)

  3. Innovative and Meaningful to the Market: Techniques to Sense Market Opportunities and Develop Faster and Higher Quality New Product Definitions Locked

    Research | Posted: 2004-09-17

    Rich Gioscia, Director of Design, Palm, Inc. & Chris Conley, Director, Product Design Illinois Institute of Technology A significant barrier to fast and flexible product development is the lack of techniques for sensing new market opportunities and turning that sense into well defined new product attributes. Market and strategic research often provides excellent information on market growth, competitive positions, and technological trends. What this information lacks is insight into the specific criteria and attributes for innovative new products that will deliver on the projected growth. This presentation introduces the research techniques Palm uses to focus on understanding the product's context of use. It shows how this approach leads to a deeper understanding of market needs and specific product attributes that customers value. You will see examples from Palm's field research and some of the latest products that benefited from this approach to research and development. (24 pages)

  4. Integrated Design and Production Sets Pace at Lucent Locked

    Research | Posted: 2004-09-17

    While many companies pay lip service to cross-functionality and integrated, co-located teams, one telecom company, Lucent Technologies, has taken these ideas to their limit with their Product Realization Center (PRC), which puts product design and development, manufacturing, business support functions, delivery, and customer support all under one roof. In this report, you’ll hear how Lucent navigated this major shift in their approach to making product development more efficient and more focused on customer service. (6 pages)

  5. Speeding Time to Market with Early and Frequent Prototyping Locked

    Research | Posted: 2004-09-17

    Ray Sander, Battelle Product Development Group In this presentation, Battelle’s Raymond Sander discusses rapid prototyping, concept modeling, animations, simulations and how they can speed your time to market. He presents methods of prototyping that can be used to develop and drive your design process – and not merely validate it. He explores the misuse of rapid prototyping and identifies new approaches and methodologies. He also discusses trade-offs between Early-Stage Prototyping and later stage modeling. Mr. Sander also presents some case studies of how Battelle used Modeling to develop new technology, to support marketing, to produce clinical parts for medical products, and to explore the possibilities of virtual modeling. (35 pages)

  6. Overcoming the Speed vs. Process Dilemma Locked

    Research | Posted: 2004-09-17

    Brian Montgomery, Director of Product Marketing and Strategy, Blackbaud, Inc. The "ready, fire, aim" speed of rapid prototyping, versus the maximized return on investment of a well thought out, well balanced product portfolio management process, is a classic dilemma for product developers. However, there may be a broader set of choices available beyond the simple "either/or" of fast vs. methodical. This presentation shows how a product portfolio management process was used at two different software companies (as well as a leading hardware company) to incorporate the logical, methodical decision-making associated with good product selection with the rapid prototyping required in today's world. (29 pages)

  7. Seagate Uses Critical Chain to Develop Breakthrough Product Locked

    Research | Posted: 2004-09-17

    In the post-implementation phase of a major internal reorganization, Seagate Technology, a producer of disc drives and components, chose to pilot the Critical Chain (CC) project management method, and successfully used it to launch a breakthrough product that led the industry in technology and time-to-market. In this report, you’ll hear how CC was chosen to round out an improvement initiative that included aggressive market share goals, a new phase-gate development model, and a “core teams” strategy. (7 pages)

  8. High-Velocity Development: Hewlett-Packard Veterans Share Lessons from Supply Chain Management Locked

    Research | Posted: 2004-09-17

    Scott Elliott and Brian Hughes, who jointly have more than forty years of experience with Palo, Alto, CA-based Hewlett Packard, think that when it comes to shortening product development time there is a lot to be learned from supply chain management. In this interview, Scott and Brian explain the lessons that development projects can learn from supply chain management practices, analogous concepts in engineering, and the information flow needed to market, manufacture, and deliver a physical product. (7 pages)

  9. Pella Corporation Improves Engineering Effectiveness, Time-to-Market Locked

    Research | Posted: 2004-09-17

    Despite a market leadership position and a strong patent portfolio, John Mitchell, VP of Engineering at window maker, Pella Corporation, felt intense competitive pressure to drastically reduce development cycle time. While sensing that their processes were too loosely followed, John championed an initiative to internally assess their strengths and weaknesses to focus process improvement activity. In this report, you’ll hear how John’s intuitions about his company were validated, what Pella identified as major weaknesses, and their staged approach to implementing better product planning, robust design practices, portfolio management and more. (6 pages)

  10. Focus and Fluidity: Product Development and the Art of Innovation Locked

    Research | Posted: 2004-09-09

    Successful companies aspire to more then just getting to market quickly: a focus on users and an emphasis on enlightened trial and error can help realize the higher goal of a compelling and sustainable future. A world leader in innovation, IDEO has a multitude of lessons to share in the user-centered design of products, services and environments. In this presentation, IDEO’s Craig Sampson showed how companies and individuals can be more creative, more innovative, and more effective in both their work and the realization of their innovation goals. He also explored the methodologies of user-focused design, brainstorming, rapid prototyping, and cross-pollination to show how they have made the critical difference in a wide variety of IDEO projects. Andrew Burroughs, Sr. Engineer, IDEO, also contributes a case study illustrating how the use of prototyping throughout the development process enables teams to identify needs, delight users, and inspire alignment and support by all project stakeholders. (23 pages)

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