technology management class 3 product development models and management part 2 n.
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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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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


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)


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?


Element of Framework



Pre-Project/ Project Definition

Project Organization

Project Leadership / Management

Prototype / Testing

Senior Management Review and Control

Real-Time Adjustments



Customer Focus


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