TTMG 5101 Integrated Product Development Session 1: July 3 Summer 2008

1. TTMG 5101Integrated Product DevelopmentSession 1: July 3Summer 2008 weiss@sce.carleton.ca 1

2. Objective • Upon completion of this class, you will know about: • Managing the new product development process • Common product development decisions • Integrating innovation portfolios • Managing development flexibility in uncertain environments • And you will be able to: • Start working on group and individual assignments • Describe the activities related to the NPD process and describe the linkages between them weiss@sce.carleton.ca 2

3. Agenda • TTMG 5101 course outline • Managing the NPD process • Product development decisions • Innovation portfolios • Integrated product development weiss@sce.carleton.ca 3

4. 1. Course outline • Instructor availability • Calendar description • Course objectives • Rationale • Benefits • Class sessions • Student evaluation • Assignments • Exam • Class participation weiss@sce.carleton.ca 4

5. Themes • Product development • Flexibility • Product concept • Open environments • Open source development • Product architecture • Platforms and ecosystems • Product and technology evolution • Intellectual property weiss@sce.carleton.ca 5

6. Clustering of themes weiss@sce.carleton.ca 6

7. Group assignment • Describe a product opportunity: • Describe the job the customer needs done • Identify the gap in current offerings by competitors • Describe a scenario of using the product • Refine product opportunity into a value opportunity: • Who buys • Who are the stakeholders? • What do they buy • What are the general product attributes? • Why should they buy from you • What are your unique capabilities? weiss@sce.carleton.ca 7

8. Individual assignment • Document a best practice for product development as a pattern (context, problem, solution) • Based on the literature or your own experience • Follow the pattern format: • The pattern must clearly identify forces and consequences • The pattern must include three known uses • Patterns will be workshopped weiss@sce.carleton.ca 8

9. Course readings • Journal articles and chapters from books which are available as electronic resources from library • To access the library: • Go to: http://www.library.carleton.ca • Then click on “Journals & Journal Articles” • Enter the name of the journal (eg Harvard Business Review), and click “Search” • Click on the link (there may be several), and enter your barcode number and PIN • For material on the Web, the URL is provided • For book chapters, click on “E-Books”, then on “Safari” weiss@sce.carleton.ca 9

10. Sessions • Sessions will be recorded: you can replay the audio and the slides (at some point also the video) • I will not be here during week of July 10, but provide prerecorded lectures on product concept design • Breakdown of sessions: • 8 formal lectures • 4 workshops/presentations • Last day: Aug 13 weiss@sce.carleton.ca 10

11. Good books (not required) • Smith, P., Flexible Product Development: Building Agility for Changing Markets, Jossey-Bass, 2007 • Kerber, R. & Laseter, T., Strategic Product Creation, McGraw Hill, 2007 • Thomke, S., Managing Product and Service Development, McGraw Hill, 2007 • Iansiti, M., Technology Integration, McGraw Hill, 1997 • Ulrich, K., & Eppinger, S., Product Design and Development, 4th ed., McGraw Hill, 2007 • Clark, K., & Wheelwright, S., Managing New Product and Process Development, Free Press, 1992 weiss@sce.carleton.ca 11

12. Readings for today • Schilling, M., & Hill, C. (1998), Managing the new product development process: Strategic imperatives, Academy of Management Executive, 12(3), 67-81 • Krishnan, V., & Ulrich, K. (2001), Product development decisions: A review of the literature, Management Science, 47(1), 1-21 • Laseter, T., & Kerber, R. (2008), Launch and Learn, Strategy + Business, 50, Spring, 1-6 • Gerwin, D., & Barrowman, N. (2002), An evaluation of research on integrated product development, Management Science, 48(7), 938-953 weiss@sce.carleton.ca 12

13. 2. Managing the NPD process weiss@sce.carleton.ca 13

14. Technology strategy • Need a clear and consistent technology strategy • Company should focus its development efforts on projects that create long-term value • Articulate a stretch goal, and identify the resources and capabilities required to achieve this goal • Company must manage its project portfolio: identify desired project mix and allocate resources weiss@sce.carleton.ca 14

15. Project map weiss@sce.carleton.ca 15

16. Organizational context • Possible to obtain technologies you lack through alliances, but choose your partners carefully • Must also weight external acquisition of technology against the learning from internal development • Parallel development process reduces cycle time, and improves coordination across stages • Support from champions improves success chances weiss@sce.carleton.ca 16

17. Teams • Diverse teams have broader knowledge base, and ensures access to more information sources • Including customer and suppliers improves fit with customer needs, and can reduce costs • Must match team structure to coordination and communication needs or project • Platform and breakthrough projects require powerful project managers (heavyweight teams) weiss@sce.carleton.ca 17

18. Team structures weiss@sce.carleton.ca 18

19. Tools • Use of appropriate tools can greatly speed up product development and maximize fit • Stage-gate processes • Quality Function Design (QFD) • Design rules (DFM) • CAD, CAM, CASE, MDA weiss@sce.carleton.ca 19

20. 3. PD decisions weiss@sce.carleton.ca 20

21. Clustering of decisions Product Portfolio target values of attributes which opportunities to pursue core product concept values of key design parameters sharing of assets across platforms physical form and industrial design product architecture desired variants of products who designs components who produces/ assembles product configuration of supply chain assembly precedence relations Architecture weiss@sce.carleton.ca 21

22. 4. Innovation portfolios • Integration among three innovation portfolios weiss@sce.carleton.ca 22

23. Three portfolios weiss@sce.carleton.ca 23

24. Integrating innovation portfolios weiss@sce.carleton.ca 24

25. Linkages among portfolios weiss@sce.carleton.ca 25

26. 5. Integrated PD • IPD is a managerial approach for improving new product development performance (eg time) • Overlap of stages • Interaction of activities • IPD characteristics • Process (eg integrated tools) • Product definitions (eg incremental projects) • Organizational context (eg low task specialization) • Teaming (eg cross-functional teams) weiss@sce.carleton.ca 26

27. Meta-analysis • Combines results from different studies weiss@sce.carleton.ca 27

28. Future research on IPD weiss@sce.carleton.ca 28