Cutting-edge techniques to tackle the chaos, risk, and complexity of
NPD projects and programs...to generate new revenue and growth
 Presented
by Management Roundtable
with support from
the Project Management Institute NPD SIG
KEY BENEFITS AND
DELIVERABLES
By participating in NPD Project
Innovation, you will learn to achieve innovative new
products, using innovative processes. Specifically* you will
find out:
* Speakers covering the topic are
noted in parentheses
How to be more agile, what steps
to take. Learn to:
- Implement agile principles for both product development (i.e.
iterative planning, feature delivery) and organizational
behavior (self-organizing, self-disciplined teams) - (
Highsmith)
- Make the transition from a one-size-fits-all development
approach to one that adapts to the project's needs. (
MDS
Sciex)
- Manage the cost of change at the Requirements and Testing
phase. (Methodologies/philosophies such as agile/lean
development are based on the premise that the cost of change can
be reduced.) (Baxter
Healthcare)
How to manage risk and uncertainty, make timely decisions.
Find out:
- Agile Project Management practices for projects with high
"exploration factors," where new, risky technologies are
incorporated; requirements are volatile; time-to-market is
critical; and high quality must be maintained (
Highsmith)
- How active risk management is used to drive project
decision-making and activities (
MDS
Sciex)
- Roles and responsibilities for fast-paced decisions, what the
project leader and team must do, both separately and together,
before going forward (Electronic
Theatre Controls)
How to allocate, track and leverage constrained resources.
Learn to:
- Manage trade-offs - be aware of the four major priority
considerations inherent in all NPD projects, and actively
manage the six potential interactions between these four
priorities. (Baker
Oil Tools, also
HP)
- Plan, report, and manage resources
to focus on activities that maximize growth and return (Marvin
Windows)
How to ensure clear communication and organizational buy-in:
- Achieve process compliance and process understanding at all
levels in the organization. (Iomega)
- Write Project Contracts to make sure objectives (expected
outcomes and deliverables) are agreed upon by management and
developers. Set up your own Project Contracts to: 1) define
project deliverables, 2) assess risks, 3) establish milestones,
4) identify and authorize resources, 5) track costs, 6) report
progress, and 7) record deviations. (Halliburton)
- Create a high performing team in a downsized economy-
leadership's role, team fundamental principles, removing
roadblocks and obstacles through executive involvement, methods
to elevate team performance. (
Iomega)
How to align and motivate partners, suppliers and customers to
achieve objectives. Receive ideas to:
- Lead a co-development project – from the supplier perspective.
Ensure schedules and goals are met, especially when you must
"manage" your customer. (
Texas
Instruments)
- Make sure suppliers are effectively brought in to the project
early enough. Control costs and quality. (Raytheon)
How to decide which process to use when, combining and
adapting techniques. Gain insight from practitioners to:
- Merge PMBOK® principles into the institutionalized phase gate
process, as well as integrate 6 Sigma into the development
process. (
Iomega)
- Take the best of Theory of Constraints and Reinertsen’s
Design Factory concepts to alleviate bottlenecks and improve
throughput. (HP)
Overall, NPD Project Innovation
2003 is jam-packed with useful information, guidelines, tools,
and case examples, plus opportunities to:
- Find out the latest techniques minus hype and "religion"
- Learn from your colleagues at other companies, benchmark your
competitors
- Meet the foremost experts in the field, come away with advice
and ideas for your unique situation
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