Program Management + Stage Gate + Lean Thinking = SUCCESS!

1. Program Management + Stage Gate + Lean Thinking = SUCCESS! Ashley Stroud-LoVerde, PMP, LSSMBB

2. What’s Inside… • Program Management • Strategy / Vision / Cross Functional Teams • Stage Gate Methodology • Why / Benefits • Method / Governance • Lean Thinking, the A3 • (very) Brief history/ What is it?

3. Program Management

4. Program Management Vision / Strategy

5. Overall Program Structure

6. Stage Gate Methodology Product Development LifeCycle Management (PDLC)

7. Comments heard in the executive suite… “We need something new to announce at the tradeshow next month.” “What do you mean the project is delayed six months? We launch next week!!!” “We’ve been working on this project for 3 years, and still haven’t delivered anything to customers, why?” “We can close this deal if we only had feature X? Whydon’t we have feature X? When will we have it?” “Why are we doing only a, b, and c and not boiling the ocean?” “We’ve been working on this project for 18 months, what do you mean we don’t have the resources to launch it?” “We need ZZ now!!What the heck are you working on!!! How long till you can deliver ZZ!” “Who authorized that commitment? We don’t have the (support /marketing /sales) staff for that!” “What do you mean no one wants our product?We just spent XX millions developing it?” “I don’t have enough resourcesto do it all, what do you want me to focus on?” “New product B/C/D will increase our margins/market share/revenue if we can get resources to build and launch it.”

8. Why the PDLC? – An Executive Perspective • How do we…..

9. Why PDLC? – Product Management Perspective How do I get from this? To this? Avoiding this? Dedicated cross-functional project team Not my problem/priority/project Functional Entropy

10. Benefits of the Stage Gate Process Increases likelihood of product success Introduces discipline into an ordinarily chaotic process • Accelerates speed-to-market Stage Gate Process Reducesre-workand other forms of waste Achieves efficient and effective allocation of resources Improves crossfunctional executive focus via gates Ensures no critical steps are omitted

11. Product Development LifeCycle Management (PDLC) G0 G2 G3 G4 G1 G5 GA Decision Is the solution ready to be generally released to market, including completion of field readiness? End of Life Decision Approving entity evaluates whether product or product version has reached end of life and reviews sunset plan. Concept Decision Optional gate. Applies if project is incremental to strategic plan or a brand new product or service idea. Business Case Approval Does the business case merit approval of resources to proceed with creation of detailed plan? Strategy of Record Feasibility Decision Should we proceed with execution of the detailed plan and commit to investment? Plan of Record Early Adopter Clearance Does the solution meet requirements to release to early adopter client sites? R1 R2 R1: Review progress of product development against plan; decide if intervention is required R2: On-going portfolio review to evaluate pipeline of viability of active products

12. PDLC with Program Management G0 G2 G4 G3 G1 G5 Program Management (Communication Platform, Cross-functional dependencies and milestones; Risk Management, PDLC Steward) R1 R2 Cross Functional Program Team • Development • Sales • Services • Support • Marketing • Core: HR, Finance, etc. • Project Manager • Project Manager • PM Education • PM • Tech Imp • PM • ICs • PM • PMO • Project Manager • Project Manager • Project Manager Detailed Project Management at Functional Level

13. Lean Thinking – the A3

14. A (very) Brief History of Lean Thinking • 1910 – Henry Ford, Assembly Line • 1941 – Charlie Sorrensen, A Bomber a Day • 1950s – W. Edwards Deming, PDCA • 1950s – 1970s – TaichiiOhno, Sheigo Shingo & The Toyota Production System • 1990 – Jim Womack, Daniel Jones, Daniel RoosThe Machine That Changed the World Lean means using less of everything…human effort, capital investment, facilities, inventories, time, product development, information…

15. An A3 is used to tell the story…

16. Organizational Governance Policies, tools, and people assembled in a process to ensure the business delivers on its commitment to employees, customers, and shareholders. People Gate Governance, PDLC Council Business Governance Aligning with Strategy Tool Gate A3 Reports Metrics Process Product Development LifeCycle Action A3 Program Management • Development • Sales • Services • Support • Marketing • Core: HR, Finance, etc.

17. Gate Governance • Formal event the program team and/or appropriate review team must pass through at each phase of the product development life cycle • Formal A3 presentation (15 minutes) followed by questions and discussion • The Gate ends with a Pass / No Pass decision by the executive stakeholders. Results of the vote are captured and saved as part of the A3. • Rigorous tollgate review is the “enforcement” mechanism to ensure that program teams execute successfully and in line with overall corporate strategy.

18. PDLC Council Members • Mahogany Row • COB • CTO • CIO • CFO • COO • Presidents • Core Business • General Council • VP Corporate Development • VP HR • Development • VP Product(s) • VP Product Mngmt • Services / Support • VP Services • VP Support • Go To Market • VP Marketing • VP Sales • VP Sales Enablement

19. “We’ve been working on this project for 18 months, what do you mean we don’t have the resources to launch it?” “We need something new to announce at the trade shownext month.” “We’ve been working on this project for 3 years, and still haven’t deliveredanything to customers, why?” “We can close this deal if we only had feature X?Why don’t we have feature X? When will we have it?” “New product B/C/D will increase our margins/market share/revenue if we can get resources to build and launch it.” “What do you mean the project is delayed six months? We launch next week!!!” 5 4 “What do you mean no one wants our product? We just spent XX millions developing it?” 3 “Why are we doing only a, b, and c and not boiling the ocean?” 2 Sustain 1 Early Adopter 0 Build • The PDLC Stage Gate process with Program Management and A3 thinking ensures these questions are asked and answered at the right time. Plan Strategic Fit “I don’t have enough resourcesto do it all, what do you want me to focus on?” Concept “Who authorized that commitment?We don’t have the (support /marketing /sales) staff for that!” “We need ZZ now!!What the heck are you working on!!! How long till you can deliver ZZ!”

20. Questions? Program Management + Stage Gate + Lean Thinking = SUCCESS! Ashley Stroud-LoVerde, PMP, LSSMBB