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Technology Management Class 3: Product Development Models and Management – part 2. John A. Hengeveld. Subjects to Hit today. W&C Chapters 6-8 Apple Case Analysis and Discussion Guest Speaker: Tim Bennington-Davis Infocus, Director of Engineering. Technology Assessment and Forecasting.

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Technology Management Class 3: Product Development Models and Management – part 2


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Presentation Transcript
subjects to hit today
Subjects to Hit today
  • W&C Chapters 6-8
  • Apple Case Analysis and Discussion
  • Guest Speaker: Tim Bennington-Davis Infocus, Director of Engineering
development strategy framework

Technology Assessment and Forecasting

PostProjectLearning

MarketAssessment and Forecasting

Development Strategy Framework

Technology Strategy

DevelopmentGoals and Objectives

Aggregate Project Plan

ProjectManagementand Execution

Market Strategy

w c discussion

W&C Discussion

Chapters 6-8

exhibit 6 1 basic elements of a project management framework
Exhibit 6-1: Basic Elements of a Project Management Framework

Senior Management Review and Control

Project Management and Leadership (Phases, taskmanagement, checkpoints)

Problem Solving, Testingand Prototyping

Product Definition(scope, boundsobjectives)

Shipment

Project Organd Staffing

Real Time/Midcourse Correction

key points on 6 elements
Key points on 6 Elements:
  • Definition: How do a projects scope and bounds get set?
  • Organization: Who works in what roles, what structure? Chpt 8
  • Project management and Leadership – Chapter 8
  • Problem Solving and Testing: Chapter 7
  • Senior Management Review and Control – major impact can occur in subtle ways. Review and Control are both important
  • Realtime Adjustment – Balance of early resolution and flexibility is a function of RISK, risk tolerance and priorities. Heavily impacted by structure.
four more elements to the mgmt 544 framework 3c s and s
Four more elements to the MGMT 544 framework (3C’s and S)

Culture: How does work in the organization really get done? What motivates people, what are true core values?

Customer Focus: How are customers needs brought into the organization?

Communication: How does communication work in the organization – Direct, Confrontational, Avoidant?

Skills: How does the organization learn new skills? How does it respond to learning challenges?

slide9

Element of Framework

Characteristics

Issues

Pre-Project/ Project Definition

Project Organization

Project Leadership / Management

Prototype / Testing

Senior Management Review and Control

Real-Time Adjustments

Skills

Culture

Customer Focus

Communication

how to use the framework
How to use the framework
  • First, analyze what is and what issues are created and strengths exist
  • Second, What does the strategy require of these elements (What needs to be)
  • Third, Describe a strategy to close the gaps.
other firms
Other Firms
  • Kodak – functional struture and discipline
  • GE – linked functional structure
  • Motorola – cross functional teams
  • Lockheed – autonomous teams
  • Apple from Powerbook
cross functional integration
Cross Functional Integration
  • What does it do?
  • When is it valuable? When not??
  • Its essence is not the process per se, it’s the COMMUNICATION, TEAMWORK and joint ownership of the customer, problems and their resolution.
  • In the book, dimensions of communication exhibit
types of development teams
Types of Development Teams
  • Functional Focus
  • Lightweight
  • Heavyweight
  • Autonomous

Characterize functional/project responsibilities

Manager responsibilities/authority

heavyweight teams
Heavyweight Teams
  • Program Manager Role
  • Contract or Charter
  • Core Team Member Roles
  • Challenges
  • When to Use.
next week
Next Week:
  • Read Articles:
    • Strategy as a Portfolio of Real Options (hairy, but key conclusions)
    • Strategy under Uncertainty (conceptual and important)
  • Eli Lilly Case (Team Preparation)Writeup DUE at the beginning of class
tim bennington davis

Tim Bennington-Davis

Former Program Manager

Director, EngineeringNew Product Development Policy ThinkerReally neat guy