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
KEYNOTE
PRESENTATIONS:
Agile Project
Management—
Reliable Innovation
 Jim
Highsmith >
author, Agile Project
Management:
Creating Innovative Products
Symyx boasts that their process enables scientists to discover and
optimize new materials at 100 times the speed and 1% of the cost of
traditional research. Drug companies, who once pored over designing
compounds, now generate millions of compounds and then test them
using ultra-sophisticated, ultra-speedy mass spectrometers. Toyota
employs set-based design in its automobile design
process—maintaining multiple design options on components until late
in the development process. Boeing designed the 777 in silicon
(using sophisticated simulation programs) before building physical
components.
From materials research to drugs to
airplanes, companies are relentlessly driving the cost of change out
of their new product development processes. Why? In order to
increase experimentation, to increase the diversity of paths
explored, to foster innovation. These "exploration" projects
severely challenge traditional "production" oriented project
management practices that attempt to optimize, predict paths, and
conform to detail plans—we need a different model. This new
model—labeled Agile Project Management—focuses on quick starts,
iterative exploration, delivering customer value, low-cost
iterations, frequent feedback, and intense collaboration.
Agile Project Management excels on projects with high
"exploration factors," those projects in which: new, risky
technologies are incorporated; requirements are volatile and evolve;
time-to-market is critical; and high quality must be maintained.
Exploration cultures value experimentation, adaptation, reliability
(results driven), and conforming to value (often at the expense of
conforming to plans). Agile Project Management embodies an
exploration culture that includes a set of principles for both
product development (For example: Employ iterative, feature
delivery) and organizational behavior (For example: Build
self-organizing, self-disciplined teams) and a set of specific
practices that support these principles. Principles supply the
framework, practices supply the fundamental skills.
Join Jim Highsmith as he delves into the principles and practices
of Agile Project Management.
Jim Highsmith is Director,
Agile Project Management Practice and Fellow, Business Technology
Council at Cutter Consortium. Jim is a recognized leader in the
agile project management and software development movement. He was a
coauthor of the Agile Manifesto and is a founder and board member of
the AgileAlliance. His newest book Agile Project Management:
Creating Innovative Products, Addison Wesley 2004 focuses on
managing New Product Development projects. In the last dozen years,
Jim has worked with new product development organizations, software
companies, and IT departments in the U.S., Europe, Canada, South
Africa, Australia, Japan, India, and New Zealand to help them adapt
to the accelerated pace of development in increasingly complex,
uncertain environments.
Optimizing
the Project Management Signal-to-Noise Ratio
 J.
Kent Harmon >
Director of Product
Development
Bullard Company
There are many different ways to
successfully manage New Product Development projects, with the only
certainty being that one size definitely does not fit all. To help
project managers sort through the many available tools and
techniques options, Kent takes the well known signal processing
concept of Signal-to-Noise ratio, and applies it to New Product
Development Project Management. Drawing on his twenty plus years of
experience in a variety of NPD environments, he will give examples
and guidelines of how to maximize the Project Management Signal (the
business goals that must be met) while minimizing the Project
Management Noise (the extraneous details that do not add value to
the project). His presentation will provide a unique perspective
into optimizing NPD processes to achieve specific business goals as
well as insights into what generally works well, what works well in
specific instances, and what generally doesn't work for New Product
Development.ow-on Engineering, Manufacturing and Development.
Kent Harmon is the Director of
Product Development for the Bullard Company, a world leader in
personal safety equipment ranging from hard hats to thermal imaging
cameras. Prior to joining Bullard, Kent was the Director of R&D
Effectiveness for three different divisions of the Texas Instruments
Semiconductor group. He has managed the development of high tech
products in both a small and large companies and in custom,
semi-custom, and mass markets.
Bringing it All Together: Using Agility, Lean and Six Sigma to
Spark Innovation and Growth
Robert
(Rusty) Patterson >
VP of Customer
& Supply Chain Institute,
Raytheon
With a background that includes
implementing Six Sigma and lean practices across the extended
enterprise to generate significant productivity gains, Rusty
Patterson is uniquely qualified to discuss both the big picture and
execution details. In this keynote talk, he will draw on his
experience to tell you:
- How to tie together Lean, Agile
and Six Sigma
- How to use these management tools
to spark innovation, new product development and generate new
business
- How can you bring together
customers and suppliers to enhance new products, innovation and
business growth
- How can you use these management
tools to manage chaos, minimize risk and reduce complexity
Robert "Rusty" Patterson is the Vice
President of the Customer & Supply Chain Institute for Raytheon and
is responsible for taking the improvement concepts embodied in
Raytheon Six Sigma outside the company, as well as ensuring that
Raytheon has the right people equipped with the right tools and
processes to be an effective industry leader. He has had over 30
years’ experience in defense electronics in a wide variety of
positions in engineering and manufacturing.
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