CPET 575 Management Of Technology Lecture on Managing Technology-Based Project. Topics of Discussion

Transcription

1 CPET 575 Management Of Technology Lecture on Managing Technology-Based Project Paul I-Hai Lin, Professor M.S. Technology - IT and Advanced Computer Applications Purdue University Fort Wayne Campus 1 Topics of Discussion Project Management for NASA Management of Technology is Project-Oriented Modern Project Management: A Continuously Evolving System The Formal Project Management System Framing the Project Defining the Work Managing Time and Resources Defining the Project Organization Using Project Management Tools Properly A Model for Project Performance Summary 2 1

2 New Products/Growth Opportunities What to Sell and New Product Decision Product improvement Next generation product development Product development Line development Business development Acquisition (internal/external capabilities) 3 Product Development and Management Issues Technology Development and New Product Resource Management New Product Development Product Architecture: Modularity, Platforms, and Derivatives Project Management Intellectual Property Failed New Products and Lesson Learned 4 2

3 Technology Development and New Products Product Improvement Expansion of a Brand or Product New Entry into an Established Category New Category New Business 5 Technology Development and New Products (cont.) Product Improvement Appearance or Form Improvement Performance Improvement Ingredient Change Packaging Improvement Price/value Change Product Line Extension To the brand Different brand 6 3

4 Technology Development and New Products (cont.) New Entry into an Established Category Newness of brand name New position (vs. target, competition) Appearance or Form Difference Performance difference Packaging difference Resource difference (ingredient, source, and/or location of supply or technology for making product) Price/Value difference Distribution Pattern difference 7 Technology Development and New Products (cont.) New Category New solution to an old problem New solution to a new problem Creation of a new need Rival of an outmoded or dead/dying category Innovation Invention and discovery New Business 8 4

5 Resource Management Improving R&D Productivity/Capacity Utilization and Management Levels of Resource Management Short-Term Utilization Mid-Term Utilization Project Resource Requirements Planning and Management Fully Integrated Resource Management 9 Project Management Enterprise Project Planning and Control Process Networked Project Teams Project Phases and Review Management Financial Planning and Budgeting for New Product Distributed Program Management Collaborative Development Management Context-Based Knowledge Management 10 5

6 Project Management: Enterprise Project Planning and Control Process (cont.) Enterprise Project Planning Architecture Enterprise System & Project Planning Tool Hierarchical Structure Top-Down vs. Bottom-Up Integration and Resource Management Enterprise Project Planning and Control Process Collaborative Project Planning Collaborative Project Control Integration with Project Planning Standards Integration of Project Plans 11 Project Management: Networked Project Team (cont.) Cross-Functional Core Team The Networked Project Team Project Communication Project Coordination: Schedules, Calendar, Deliverables, Action-Items, Issue Resolution Items, Project Bulletin Board Content Management Project Content Collaborative Document 12 6

7 Project Management: Phase-Review Management (cont.) Phase Reviews Product Approval Committee (PAC) Phase-Review Process Phase-Review Process Limitations Enhanced Phased Reviews Management Improvements Phase-Review Decisions with Resource Availability Information Combined Phase Reviews Project Tolerance PAC Information System 13 Project Management: Integrated Financial Planning and Project Budgeting for New Product (cont.) Integration of Financial Information Integrated Financial Planning Integrated Project Budgeting Financial Management of New Product Project 14 7

8 Project Management: Distributed Program Management (cont.) Product Development Programs Coordinating Multiple Versions of a Product Managing a Complex Project as Subprojects Integrating Common Technology Development Projects with Multiple Product Development Projects Coordinating Related Product and Process Development Distributed Program Planning and Control Distributed Program Management Distributed Program Team Coordination 15 Project Management: Collaborative Development Management (cont.) Categories of Collaborative Development Customers, Development Partners, Contractors, Suppliers, Channel Partners (sales & marketing) Collaboration Systems Services Shared file server Web-based workspace Development Chain Management (DCM)System Outsourcing of R&D 16 8

9 Project Management: Context-Based Knowledge Management (cont.) Type of Knowledge and Experience in R&D Standards, Guidelines, and Policies; Templates; Financial Models; Experience Gained from Previous Projects; Reference Documents; Project Plans and Step Planning; Educational Materials; External Information Delivering Product Development Knowledge through DCM System Collecting Product Development Knowledge 17 Failed New Products Top 30 Failed Technology Prediction, The List Universe, [October 28, 2007] New Products Fail! Reasons Why? 18 9

10 Failed New Products Top 30 Failed Technology Prediction, The List Universe, [October 28, 2007] 1. There is no reason anyone would want a computer in their home. Ken Olson, president, chairman and founder of Digital Equipment Corp. (DEC), maker of big business mainframe computers, arguing against the PC in We will never make a 32 bit operating system. Bill Gates 4. There is practically no chance communications space satellites will be used to provide better telephone, telegraph, television, or radio service inside the United States. T. Craven, FCC Commissioner, in 1961 (the first commercial communications satellite went into service in 1965). 19 Failed New Products: Reasons Poor Planning (project) Poor Management Poor Concept Poor Execution Poor Use of Research Poor Technology Poor Timing Poor Marketing Other Reasons 20 10

11 Failed New Products: Reasons (cont.) Poor Planning Company strategy Entering barriers & costs Pricing strategy Competitive strengths: technical capabilities, complementary assets, etc Manufacturing, purchasing, and quality control standards Distribution strength/knowledge Regulatory complications Market analysis Development funds Timing 21 Failed New Products: Reasons (cont.) Poor Management Planning Direction and goals Sponsorship and leadership Communication Budget and time constraints 22 11

12 Failed New Products: Reasons (cont.) Poor Concept Too innovative, ahead of the market Out of synch with the market (demographic, culture, trends, fashion) Unmatched benefits/needs Profit margin 23 Failed New Products: Reasons (cont.) Poor Execution Product defects Technical problems Over or under engineered Development and introduction budget (under, over spent) Misbranded, Mistargeted, Mispriced (over, under) Weak distribution Communication Marketing media 24 12

13 Failed New Products: Reasons (cont.) Poor Technology Technical problems in design Technical problems in production Scaling-up from R&D laboratory Pilot plant to full-scale production Labor training Substitute materials etc 25 Failed New Products: Reasons (cont.) Poor Planning (project) Poor Management Poor Concept Poor Execution Poor Use of Research Poor Technology Poor Timing Poor Marketing Other Reasons 26 13

14 New Product Development: Information Technology IT Products Market segments: target specific segments for the product Solving Problems: identify the business problem the product solves Business Value: note the business value the product delivers Name accounts: name real companies that use the solution 27 Technology Failure Analysis Field returns (fault due to design, assembly or use) Assessing new production techniques Checking whether components are counterfeit or below acceptable quality Analyzing a supply chain to locate the source of a fault Assessing the quality of a manufacturing process Determining whether a series of faults are due to a batch of components or a change in a process Product recall? 28 14

15 Conclusion Key Concepts and Their Relationship Technology Innovative Strategies Integrating Technology and Strategy Assessing Innovative Capabilities 29 15