Accelerating New Product Development
Today, most product development executives find
themselves with fewer people, more complex
development challenges, and shorter deadlines.
To accelerate new product development in this environment,
you need a comprehensive roadmap. Leverage the experience
of executives who have successfully attacked these problems
from companies including Cisco, Genzyme, Eli Lilly, Johnson
Controls, Emerson Electric, Novellus, and Johnson & Johnson.
Using the same principles taught in this course, each of these
firms has dramatically changed how they drive product
development speed and productivity.
You’ll learn how to design a product development strategy
that increases speed and productivity. By using a ‘project
post-mortem’ technique, you’ll learn how to identify
and fix
the most critical barriers to achieving faster product
development and improved productivity. We’ll show you
how to fix the biggest team nightmares before they start.
You’ll learn how to use metrics dashboards to guide your
portfolio strategy and the execution efforts of your product
development project teams.
| Key Questions Addressed |
 |
We operate by ‘crisis of the moment.’ How do leaders
stop
the disruption of constantly shifting priorities? |
|
Our development groups are scattered across the globe.
What do others do to address this dilemma? |
|
We have too many projects on the table. How do you build
the case to rationalize resource supply and demand when
all projects are deemed ‘essential’? |
|
We know that most of our products are ‘one-offs’ with
little advantage between them. What are the steps others
use to increase leverage across product/service efforts? |
|
When we have to do anything truly new and different, it
takes forever. What can I do to get our people to face risk
rationally without either hiding from it or ignoring it
completely? |
Course Agenda
| Building
a Foundation for Faster Product
Development |
|
Building your business case and coalition for
increasing product development speed |
|
Surfacing the forces driving or inhibiting change in
your firm |
|
Making faster product development and customer
satisfaction inseparable |
|
Using best product development practices for
operational and strategic speed |
|
Incorporating the emerging role of information
technology in driving development speed |
| Exercise: Build
the case for speed for your situation |
| |
| Tuning
Product Development Portfolio Content and Processes for Speed |
|
Designing ‘minimum viable’ portfolio and project
governance structures |
| |
Using portfolio measurement tools to avoid
developing near duplicate products and to fill
product line gaps |
|
Building a framework and product architecture for
re-use in multiple products |
|
Developing alternative portfolio strategies for speed |
|
Identifying and coping with disruptive technologies
and change requirements |
|
Using partner-based development/collaboration
principles for speed |
| Exercise: Map
your current portfolio |
| |
| Redefining
the Development Process: Evolutionary vs. Revolutionary Development
Methods |
|
Accelerating the traditional phase-gate process |
| |
Determining when to apply the phase-gate process
and when to use an alternate approach |
|
Using a flexible product development process:
how to define and design concurrently |
|
Creating time-effective program management
processes |
|
Focusing the program manager role on speed |
|
Creating development plans that accelerate clear
program definition |
| Case Exercise: Analyze
and redesign the
‘SoftSmarts Company’ product development system |
| |
| Building
a High Performance Development Community |
|
Designing the right team for the job |
|
Transforming functional-silo thinking into teamwork |
|
Selecting strategies for successful co-location (real
and virtual) |
|
Improving leadership skills for speed |
|
Designing reward and recognition systems for speed |
| Metrics:
Putting a Speedometer on Your Company’s Scorecard |
|
Understanding the difference between business,
and research and development metric issues |
|
Defining the measures that support speed and
customer satisfaction |
|
Designing and using predictive measures |
|
Building and updating development team dashboards |
| Implementation:
How Product Development Leaders do it |
|
Implementation models |
|
Case studies: Johnson & Johnson, Cisco, and
Genzyme |
|
Test drive: implementation plan review |
|
Best practices for rapid progress |
| |
|
| Application Session:
Building your
implementation plan |
Instructor: Christopher Meyer, PhD
Fees: 2008 - $2495
Credits: 1.4 Continuing Education Units (CEUs)
Dates: June 19-20, October 9-10, 2008
Time: 8:30am - 4:30pm 1st Day; 7:30am - 3:30pm 2nd Day
Program Coordinator: Delores
Lee, 626.395.4043
- pdf brochure
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