Technology Management Class 3: Product Development Models and Management – part 2

1. Technology ManagementClass 3: Product Development Models and Management – part 2 John A. Hengeveld

2. Subjects to Hit today • W&C Chapters 6-8 • Apple Case Analysis and Discussion • Guest Speaker: Tim Bennington-Davis Infocus, Director of Engineering

3. Technology Assessment and Forecasting PostProjectLearning MarketAssessment and Forecasting Development Strategy Framework Technology Strategy DevelopmentGoals and Objectives Aggregate Project Plan ProjectManagementand Execution Market Strategy

4. Excerpts from W&C, Exhibit 1-5

5. W&C Discussion Chapters 6-8

6. Exhibit 6-1: Basic Elements of a Project Management Framework Senior Management Review and Control Project Management and Leadership (Phases, taskmanagement, checkpoints) Problem Solving, Testingand Prototyping Product Definition(scope, boundsobjectives) Shipment Project Organd Staffing Real Time/Midcourse Correction

7. Key points on 6 Elements: • Definition: How do a projects scope and bounds get set? • Organization: Who works in what roles, what structure? Chpt 8 • Project management and Leadership – Chapter 8 • Problem Solving and Testing: Chapter 7 • Senior Management Review and Control – major impact can occur in subtle ways. Review and Control are both important • Realtime Adjustment – Balance of early resolution and flexibility is a function of RISK, risk tolerance and priorities. Heavily impacted by structure.

8. Four more elements to the MGMT 544 framework (3C’s and S) Culture: How does work in the organization really get done? What motivates people, what are true core values? Customer Focus: How are customers needs brought into the organization? Communication: How does communication work in the organization – Direct, Confrontational, Avoidant? Skills: How does the organization learn new skills? How does it respond to learning challenges?

9. Element of Framework Characteristics Issues Pre-Project/ Project Definition Project Organization Project Leadership / Management Prototype / Testing Senior Management Review and Control Real-Time Adjustments Skills Culture Customer Focus Communication

10. How to use the framework • First, analyze what is and what issues are created and strengths exist • Second, What does the strategy require of these elements (What needs to be) • Third, Describe a strategy to close the gaps.

11. Development Framework at MEI

12. Other Firms • Kodak – functional struture and discipline • GE – linked functional structure • Motorola – cross functional teams • Lockheed – autonomous teams • Apple from Powerbook

13. Cross Functional Integration • What does it do? • When is it valuable? When not?? • Its essence is not the process per se, it’s the COMMUNICATION, TEAMWORK and joint ownership of the customer, problems and their resolution. • In the book, dimensions of communication exhibit

14. Types of Development Teams • Functional Focus • Lightweight • Heavyweight • Autonomous Characterize functional/project responsibilities Manager responsibilities/authority

15. Heavyweight Teams • Program Manager Role • Contract or Charter • Core Team Member Roles • Challenges • When to Use.

16. Apple Case Discussion Powerbook

17. Next Week: • Read Articles: • Strategy as a Portfolio of Real Options (hairy, but key conclusions) • Strategy under Uncertainty (conceptual and important) • Eli Lilly Case (Team Preparation)Writeup DUE at the beginning of class

18. Tim Bennington-Davis Former Program Manager Director, EngineeringNew Product Development Policy ThinkerReally neat guy