3.1 product development, process and risk reporting, development practices and processes to enhance the success rate
Control the risk of new product failure, along with increased costs, reduced risk
Knowledge can change to improve decision-making, reduce risk, decision-making framework
Identify problems and opportunities
collect information
Organizational records, employee organizations
External consultants, published literature, patents
Competitors, customers
Analysis of the situation
Recognition Solutions
Choose the best option
Based on the decision-making action
The importance of the front end of the product development process, the fuzzy front end Fuzzy Front End, creative generation, the initial concept development, advanced operational phase
3.2 Several product development process
Comparison of various development process
1940s chemical product development
NASA stage evaluation process in the 1960s
20 actual mid-1960s Stage 6: Exploring Exploration Screening Screening Business Valuation Business Evaluation Development Development Testing Testing commercialization Commercialization
1980 Cooper Stage-Gate Process
3.2.1 avenue Stage-Gate
Explore Discovery
Scoping Scoping
Project Business Case Analysis
Development Development
Test and revision Testing and Validation
Listed Launch
stage
Activities Activities
Comprehensive analysis of Integrated Analysis
Deliverables Deliverables
pass
Standard list of deliverables Deliverables
Standard Criteria
Output Outputs
Advantage
Transparent
Quality of decision-making
Provide guidelines and constraints
For a variety of organizations
limitation
Bureaucratic
Too rigid and costly
Stifle creativity
3.2.2 Integrated Product Development IPD
Concurrent Engineering Concurrent Engineering
Waterfall flow Waterfall Model, requirements, design, implementation, verification and maintenance
Results and concepts integrated different system functions of the application system, effective and efficient development of heart products to meet customer demand way
From the application of the basic tools of product development
To the application of project management
And then advance to the voice of the customer, strategic connection
The final construct a learning culture based on knowledge acquisition and management of
Not just a model, it covers the basic principles of the majority of the product development process, and focus on continuous improvement and learning
Hierarchical organizational practices
1. Basic Tools
2. project with the team, project management, cross-functional teams, design for manufacturing
3. Customer focus, voice of the customer, the design based on customer needs
4. The strategic combination, product strategy, project selection process, performance metrics
The knowledge, skills and innovation, knowledge acquisition and management, capacity development, innovation and cultural development
3.2.3 Lean Product Development Lean Product Development
Productivity Productivity
Profit per unit of time to complete more projects, accumulate more users
Effective use of the designer or developer
Shorter time to market
Less waste
Potential sources of waste
Chaotic work environment
Lack of resources, priorities, made clear early consideration of
Communication barriers
Bad definition
Over-design
Too many fruitless meetings
Too many messages
Toyota Product Development System recommendations
1. customer-defined value, get rid of waste can not bring added value
2. Product development efforts early exploration program, designed to maximize space
3. High-quality development process
4. Strict standardization process
The chief engineer system
6. The balance of functional expertise and boast functional integration
7. The ability to train engineers
8. integrating suppliers
9. learning and continuous improvement
10. excellence and continuous improvement of the organizational culture
11. matched with people and processes in the art
12 simple visual communication, enabling organizations to concerted
13 make the best use of standardized tools and effective organizational learning tool
Advantage
Smooth flow of information
Simplify collaboration, optimization design
Improve the quality of performance focus on cost progress
For a variety of projects
Learning record, problem-solving tools are simple visualization
limitation
Participants must be dedicated and experienced
To change the organizational culture and structure
Strong vendor management
Willing and able to accept change on the goals and direction
Key concept
Increase knowledge
Lean Flow
Management, improvement, continuous learning
3.2.4 Agile Product Development
Development Declaration
Individuals and interactions over processes and tools
Software can run better than file
Customer collaboration over contract negotiation
Corresponding change over following a plan
The key principles
Continuous delivery as soon as possible
Welcome to change into a competitive advantage of customers
Working with business and development
Proactive people to work, the first self-organized groups
When most provinces efficient way of transmitting information is face chat
The software can be run is a measure of progress
Continued focus on new technology and excellent design
Simple, agency work is minimized
Self-organizing teams can
Reflections on a regular basis, and provide efficiency
Key elements
Product List Product backlog agency
Scrum agile process
Sprint Sprint
Product manager, Product Owner
Agile Coach Scrum Master
Agile teams Scrum Team
Advantage
1. unquantifiable / difficult successful product development projects, has brought new opportunities for feasible
2. develop rapidly changing quickly encoding test, correct
3. regular meetings to update progress, strong visibility
4. iterative, continuous feedback from customers
5. vulnerable to changes
6. daily meetings to assess productivity, improve productivity
7. The daily meetings to identify issues in advance
limitation
1. scope creep
2. The overall cost and time are not clear
3. If you do not go all out, full of nonsense
4. For small projects
5. The need veteran, novice nonsense
6. Trust effect is good, otherwise frustration
7. Members leave big impact
8. Quality Manager to implement and difficult to quantify the floor, unless every return
3.3 Product Development Process Model Comparison summary
3.3.1 Agile and Lean
Lean aims to reduce waste, improve operational efficiency for manufacturing repetitive tasks
Agility to complete the task in a short time
3.3.2 with agile avenue
Avenue mark to return to the question: do the right project? Applicable to the development of hardware, software for agile
Agility is an effective planning tool onlookers and project management tool that can be used avenue Stages 3 and 4
3.3.3 Integrated Product Development and other
3.4 Product Development Process Governance
Reflections on strategic issues
Used to guide the project, the framework of processes and functions of the program, portfolio management,
The use of high-level and strategic perspective
To answer the question
1. Are the processes for organizational changes, whether to accept
2. The results of a new product or service is not meet the target?
3. whether there are associated with the process metrics?
4. The right balance of rights and responsibilities
The decision-making process and the agreement is valid? And timely decision-making
6. whether the input information, output information based on cross-functional parts of the organization, periodic review?
3.5 Product Innovation Product Innovation Charter Articles of Association
New organization to promote the commercialization of core products
The project covers the reasons for the project, objectives, goals, guidelines, boundaries
Answered, who, what, where, when, and why the five questions
content
background
Why do this project? Scope, role, resource constraints, key technology, industry, environment, market analysis
Key stage, target markets, key technologies, marketing methods, competitor strengths and weaknesses
Goals and objectives for the company to contribute to the strategy, business goals, financial goals, performance targets
In particular criterion, the internal working relationships, reporting mode, budget expenditure, external agencies
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