Stage 1 Scoping (concept formation)

Transcription

1 Stage 1 Scoping (concept formation) A quick assessment of the technical merits of the project and its market prospects Forming a team Define key attributes of product Technical feasibility Market prospects Competitive landscape Concept/Prototype Intellectual property issues

2 1 Concept Scoping / Idea Evaluation KEY DELIVERABLES: Stakeholder Analysis Integrated Concept Definition Concept Size and Financials Value Assessment Project Charter Project Plan Recommendation for Gate Meeting What s the BIG deal about this project that makes it worth talking about?

3 After Making the Decision If simply a line extension product, then the R&D department will take in charge Otherwise, a multifunctional team will be formed and taken in charge

4 Traditional Product Development Process:

5 Now, the Team Approach A fast parallel product development process A multifunctional team from different functional department: R&D, marketing, sales, engineering, manufacturing, quality assurance, purchasing, finance, legal, logistics, key vendors and lead customers.

6 Focus on Product Concept Prototype Final Product

7 Product Definition Task is to integrate the following Consumer requirements Business objectives Product delivery requirements Product safety/regulatory issues Questions to be asked when defining the product Who are consumers What do consumers want How will our product deliver those wants

8 So what makes creative people creative? If we could look into the minds of creative geniuses, what would we see? Joy of discovery Curiosity Sense of challenge Inquisitiveness Playfulness Questioning Desire to interrelate Tolerance of ambiguity Desire to learn Positive discontent Wonder Willingness to experiment Willingness to take risks Desire to see things differently

9 Market knowledge Technology developments Changes in the external environment Company strategies Knowledge of customer needs IDEAS Scientific advances OPPORTUNITY IDENTIFICATION CONCEPT DEVELOPMENT MARKET PENETRATION AND DEVELOPMENT Innovation : Not a Linear Process SCREENING AND BUSINESS ANALYSIS DEVELOPMENT AND COMMERCIALIZATION

10 Concept A concept is promise a product makes to resolve an unmet consumer need, the reason why it will satisfy the need, and a description or portrayal of any key element that will affect the perception of the product ideation concept development concept testing product selection

11 Idea vs. Concept Idea The most embryonic form of a new product or service. It often consists of a high-level view of the envisioned solution needed to solve the problem identified by a person, team or firm. Concept A clearly written and possibly visual description of the new product idea This may include its primary features and consumer benefits, and a broad understanding of the technology needed.

12 Concept focused on Understanding unmet needs for consumers or customers Usage of qualitative and quantitative research Usage of category and trend analysis Develop potential solutions to key unmet needs

13 Concept development and testing Concept Development Writing an elaborated version of the product idea that is expressed in meaningful consumer terms. Concept Testing Testing with a focus group of target consumers. Relies on written descriptions of the product and/or sketches.

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15 Prototype A physical model of the new product concept. Depending upon the purpose, prototypes may be non-working, functionally working, or both functionally and aesthetically complete Ref: PDMA Glossary

16 Prototype A prototype of food product is that has been developed to meet the promise of the concept Product attributes Ingredients Milestone development/gantt chart Design Mass balance Scale-up HACCP Sensory evaluation

17 Why should be prototyping? To save time and resources! Easy & relatively inexpensive Helps you find mistakes in the design before development

18 Reasons for prototyping Proof of concept To prove that an idea has value Design exploration To solve a specific problem in a product Technical exploration To investigate different coding techniques for implementation

19 DOD program as an example Competitive Prototyping performed here Graphic from Defense Acquisition Guidebook

20 Prototype Development Development of prototypes are conducted accompanied by sensory evaluation Sensory researcher uses descriptive sensory analysis that prototype is in its protocept and to support effort Data from descriptive analysis test provide a profile or complete description of all attributes of the product

21 Project Charter A statement of the scope, objectives and participants in a project. It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and defines the authority of the project manager. In any corporate engagement, it is invaluable to have clearly defined Project Charter. It is the team s blueprint for success!

22 5 primary objectives: Provide an overview summary of the project, including high-level background. Outline the team s approach to executing this project. Aid in selecting participants. Identify team members, clarifies roles, and their responsibilities. List specific deliverables and milestones.

23 Typical Charter 8 areas: Project Objectives Definitely lay out the project s core objectives that the team is set to accomplish. These objectives should be SMART (Specific, Measurable, Achievable, Realistic, and Time-bound) where possible. Assumptions- validate to ensure the project stays on schedule and on budget Project in and out Scope State what is in scope. Equally as important, state what is out of the project s scope of work. Milestones Outline the major steps the team will need to take. Delineate the tangible work products the team will deliver to accomplish its objectives.

24 Typical Charter 8 areas Roles and Responsibilities Specify the executive sponsor member who will be responsible for resolving major issues and provide direction when needed. Escalation procedures should involve the sponsor. List names and roles of project manager, member, customer and expert. Resources List the members of the organization that will be supporting the project. Include external resources, such as hired consultants, if needed. Risk identify the strategies to mitigate project risks Success Measurements- Identify metric and target you are trying to achieve as a result of this project

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27 Project Charter What must be done? What are the required resources? What are the constraints? What are the short and long term implications? Why do it? When must it be done? Where must it be done? Who does what? Who is behind the project? Who is funding the project? Who is performing the work of the project?