S-72.124 Product Development of Telecommunication Systems

1. S-72.124 Product Development of Telecommunication Systems Workshop 2003 These slides at: http://www.comlab.hut.fi/opetus/124/workshop2003.ppt

2. Agenda - Workshop objectives - Workshop methods - Deliverables - Timetable • Opening the Workshop • Objectives • Timetables • Methods • Ideation & Innovation Space • Deliverables • Company Presentation: Bitlips Ltd • Overview to Innovation Techniques • Case Overviews and Problem Framework Descriptions (Bitlips / HUT) Case descriptions (HUT/Bitlips) Innovation process - Mind and creativity - Ideation techniques Innovation space

3. Workshop Objectives • To get acquainted with real-life product development processes • Early-phase product development problems are not well defined – there is a problem framework that is a description of interconnected elements • Development teams strive to find applicable solutions;examine and validate the most promising solution(s) - in detail as possible • In workshop group formation objective is creativity boosting: groups should be multidisciplinary! Group participants need not to know each other beforehand • Note: don’t forget to map risks relating to your solution and tell why you selected the particular solutions

4. Workshop timetable 2003 Between compulsory sessions groups can decide where and when they do their "home tasks" (teamwork). Com. lab. offers some work premises in Otakaari 8 for the groups on Monday & Tuesday (1.12-2.12).

5. Methods • Modified Satama Interactive’s Innovation Space = Innovation in a week! • To cultivate your work apply Brainstorming and various other methods of ideation as Mindmapping, Fish bones etc. as explained later (see also lecture 1 handouts) Thu Fri Mon Tue Wed Innovate the problem Innovate the problem Develop Develop Present Decision 26.11 27.11 1.12 2.12 3.12 customercheck points

6. Innovation Space Summarized • Wednesday 26.11: first focus on problem: understanding the problem framework - don't discuss about solutions • Thursday 27.11 : continue innovating the problem - double teams. Thursday afternoon: groups generate long list of solutions • Friday 28.11: select the most import solutions to focus on and prepare for customer check points. Start preparing idea document & business case • Monday 1.12: focus on gathering all together and presenting them in customer check points • Tuesday 2.12: evaluate solutions and prepare presentations • applicable solutions - check point conclusions • risks and how to get quality outputs - focus on development/production & target product/service • degree of innovations - market potential & long run business vision • Wednesday 3.12: group presentation show & feedback discussions

7. Deliverables Case Business Case Idea What, why, context How a solution is used in practise - example Business effects and reasoning Concrete deliverables are necessary to evaluate the concept!

8. Deliverables • Group reporting: summarizes workshop results • idea document: context; who, where, why and when will use the innovation • case: cartoon or story; one example that explains the core idea - How solution is used in practice • business case: analyze business case: efficiency, production timetables, if this changes something, what happens in business: list assumptions and how and why the figures were obtained • Group submits two reports: • Company’s report: solutions, application guidelines, bases for solution, solution risk and quality estimate • Innovation workflow: problem framework, identified key issues, usage of ideation methods, rejected ideas, (rejection) arguments, discussions

9. An Overview to Innovation Techniques

10. Human Mind and Creativity* *T. Korhonen, A. Ainamo: Handbook of Product and Service Development in Communication and Information Technology, Kluwer Academic Press, 2003

11. Process of Creativity

12. Cycle of Creativity

13. Cycle of Creativity for High-quality Outputs

14. Brainstorming • Used especially to introduce you to problem framework - Don’t discuss about the (best) solutions too early! • Method: • Collect problems to Post-It notes (or use a program) • Group/associate problems • Collect more data for each problem • Grade problems • Groupmembers: Session leader, Secretary, Tool-assistant, Customer representative, Social facilitator, Technical facilitator, other Group members

15. Group Members • Session leader: • guide and facilitate • not to interfere with own opinions • track time • encourage the participants • Secretary: • documentation • assist to track the session flow • Tool-assistant: • aware of ideation tools • tools include • computer programs • independent methods (as Fish bones diagram,SWOT-analysis …)

16. Group Members (cont.) Customer representative (Check Point phase): -Practical perspectives of the brainstorming objectives -Interferes only after substantial amount of ideas have been mapped and there seems to be not many new ideas appearing - Responsible to carry in customer's objectives • initial opinions of company's executives • practical constrains as - money - time - personnel resources

17. Group Members (cont.) • Social facilitator: • has formed himself a framework of the brainstorming themes • should not decide what the solution is, or even, what the problem is • He is aware of the laws of group dynamics and human personality • Well prepared to boost group creativity based on this framework

18. Group Members (cont.) • Technical facilitator: • technology related matters as • product development tools • production technology • general commercial aspects • Group members: • open attitude • communication skills • able to visualize their ideas • fluent oral presentation • wide range of disciplines and cultures

19. Problem framework 5 5 5 5 2 2 2 2 Double Team* Discussion 1. Present the problem 2. Innovate solutions in the teams of two - a pair selects five ideas to present 3. Pairs explain their ideas shortly 4. Ideas are grouped into logical categories 5. Pairs innovate more ideas into categories - Pair selects two ideas they present 6. Pairs explain their ideas 7. Grading of each idea with scores 1-3 8. Select the best ideas so far 9. Discussion 10. Select the best idea after discussions Grading Grouping *Recommended for generation of long list of solutions on Thursday

20. Fish Bones

21. Mind Mapping

22. Five Whys (& Hows) Ask ”WHY-HOW” 5 times (at least): Problem: A machine does not work! Why: Fuse blown! How: Voltage spike? something got jammed? overload? etc Why: Why overload? How: Component malfunctioned! high resistance! no maintenance! etc Why: Why there was no maintenance? How: Pump malfunctioned! a spare part was old a spare part was wrong! etc Why: Why did the pump malfunctioned? How: Pump has overheated! electricity problems? etc. Why: Why did the pump overheated? How: Cooler filter was jammed! So, We replace the filter and check in regularly …. Why and how this can be reassured in the future ….?

23. Getting More out of Brainstorming • Method of Six Thinking Hats (Edward de Bono) or Six Eyes* (Rodney King) can be used to get Brainstorming to work better: facts: figures, information needs and gaps creativity: alternatives, proposals, what is interesting, provocations and changes intuition: feelings and emotions logical positive: why something works logical negative: judgment and caution meta-cognition: creativity process control *Axon 2002 - program: http://web.singnet.com.sg/ ~axon2000/index.htm

24. Strength Weakness Opportunity Threats SWOT Analysis • SWOT is applicable for sorting unorganized knowledge bases and analyzing current status • Successful SWOT yields structured mapping of the problem at hand • For instance in product analysis • identify strength and weaknesses of the product • search through possibilities and threats (for instance for product launch) • Realization: List all the relevant properties and sort them into SWOT boxes! inside outside

25. Special Notes in Reporting • Make documents of the methods used when obtained your solutions • Document intermediate steps in your path to final solution - this is required especially for Innovation workflow - report • Strive to verify quality and risks of your solution • Report especially • why final solutions were selected! • report/analyze your solution as in-detail as you can to verify your claims!

26. Case: Power Line Communications (PLC)

27. Power Line Communications- an application example

28. Case Overview: Power-Line Communications • Team overview: A four person team - some expertise in electronic design, telecommunications & business aspects • Work done so far • PLC channel measurements • Modem investigations (modeling/alternative realizations) • Outputs: • Service/product scenarios?? • Expected product customer profiles?? • Marketing aspects • Technology?? • Risks - can they be minimized??

29. PLC’s Problem Framework • Market • Costs, ways to reduce them? Where to invest? • Technology • Interference/radiation - others? • Services • Home networking / Internet distribution ... • Healthcare …. • Low voltage • cars, ships, bicycles ... • Usage in different countries and environments • Special application • PLC with general lighting LEDs • Advanced applications? • Potential in market & technology?

30. PLC Practicalities • References: ISPLC’03 Proceedings (paper copy), FCC 03-100 Notice of Inquiry, C.N.Krishnan, et al: Power - Line As Access Medium – A Survey, N. Povlidov et al: Power Line Communications: State of the Art and Future Trends, Communications Magazine, April 2003 , IeeExplore (Available via Internet in HUT’s library) • Group subtasks (Reference: Up-front homework, phase 1, next slide) • G1 PLC in home networks • G2 PLC in low voltage applications • G3 PLC in Internet distribution • G4 PLC in monitoring/control/surveillance applications • G5 PLC and general lighting LED applications • Contacts during workshop: Ms Liu Er (liuer@cc.hut.fi, 040 8333 706)

31. Up-front Homework: The First Phase

32. The Second Phase

33. The Second Phase (cont.)