Next generation product development: how to increase productivity, cut costs, and reduce cycle times
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
New York
McGraw-Hill [u.a.]
2004
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022040009&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XIX, 379 S. graph. Darst. |
| ISBN: | 0071435123 |
Internformat
MARC
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| 245 | 1 | 0 | |a Next generation product development |b how to increase productivity, cut costs, and reduce cycle times |c Michael E. McGrath |
| 264 | 1 | |a New York |b McGraw-Hill [u.a.] |c 2004 | |
| 300 | |a XIX, 379 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 650 | 0 | 7 | |a Produktentwicklung |0 (DE-588)4139402-1 |2 gnd |9 rswk-swf |
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Datensatz im Suchindex
| _version_ | 1819293514436968448 |
|---|---|
| adam_text | Preface xvii
SECTION ONE
INTRODUCTION
Chapter 1 Previous Generations and the Promise of the New 3
Invention and Commercialization Generation 5
Project Success Generation 9
Project Scheduling 9
Project Team Organization 10
Time-to-Market Generation 12
Phase-Based Decision Making 12
Cross-Functional Teams 14
Standard Development Processes 15
Portfolio and Pipeline Management 16
Benefits of the TTM Generation 17
Adoption of TTM Generation Practices 18
Genesis of the R D Productivity Generation 20
Chapter 2
The R D Productivity Generation 23
Information Transforms Strategy, Processes, and Practices 24
The MRP Example 24
The Integrated Accounting Example 26
The Operation Iraqi Freedom Example 27
Characteristics of the R D Productivity Generation 28
Product Strategy and Portfolio Management 29
Resource Management 30
Project Management 32
Benefit Model of the R D Productivity Generation 33
Improved R D Capacity Utilization 35
Increased Project Resource Efficiency 35
Developer Productivity 36
Gains from Partnering/Outsourcing 37
Increased R D Administration Efficiency 38
Pipeline Effectiveness 38
Improved Product Strategy and Product Success 38
Resulting Benefits 39
Development Chain Management Systems 41
Common Concepts 43
Management Process Levels 43
Stages of Maturity 45
Commercial Robotics Incorporated 45
SECTION TWO RESOURCE MANAGEMENT
Chapter 3 Improving R D Productivity through Increased
Capacity Utilization 49
Measuring the Opportunity to Increase Capacity Utilization 51
The New Paradigm for R D: Capacity Management 54
Understanding R D Utilization 55
Measuring Trends and Goal Setting 57
Trend Reporting and Goal Setting 57
Basis for Computing Utilization: Assignments versus
Actual-Time Utilization 59
Levels of Reporting 60
Best Practices for Improving Utilization 61
Capacity-Based Portfolio and Pipeline Management 62
Increased Awareness of Capacity Utilization 63
Resource-Based Phase-Review Decisions 63
Resource-Based Project Planning 64
Resource Group Assignment Balancing 65
Longer-Term Capacity Planning and Management 65
Skill Planning 66
Resource Charge-Out 66
R D Outsourcing 67
Summary 67
Chapter 4
Stages of Maturity in Resource Management 69
Three Levels of Resource Management 70
Level 1: Project Resource Scheduling 71
Level 2: Resource Requirements Planning and Management 72
Level 3: Workload Management 73
Flow between Levels 74
Resource Management Stages of Maturity 74
Stage 0: Informal Resource Management 76
Stage 1: Short-Term Utilization Management 77
Stage 2: Medium-Term Capacity Planning and Management 78
Stage 3: Resource Requirements Planning (RRP) 79
Stage 4: Integrated Resource Management 79
How the Levels and Stages Work Together 80
Roadmap for Improving Resource Management 81
Summary 82
Chapter 5
Stage 1—Short-Term Utilization Management 83
Resource Assignment 84
Project Resource Assignment 85
Resource Group Assignment Management 87
Utilization Reporting 91
Resource Assignment Costs 92
Requirements 93
Benefits 96
Summary 97
Chapter 6
Stage 2—Medium-Term Resource Capacity Planning
and Management 99
Resource Capacity Planning 100
Short-Term Resource Capacity Planning 102
Medium-Term Resource Capacity Planning 103
Integration with Annual Financial Planning 104
Pipeline Capacity Management 105
Long-Term Resource Capacity Planning 106
Project Resource Needs 106
Project Planning with Resource Needs 107
Resource Needs and Skill Categories 109
Resource Group Management with Resource Needs 110
Resource Transaction Process 112
Resource Needs 113
Resource Requests 113
Resource Assignments 115
Requirements 115
Benefits 117
Summary 118
Chapter 7 ___
Stage 3—Project Resource Requirements Planning
and Management 119
Project Resource Requirements Planning (RRP) 122
Using Resource Requirement Guidelines 123
Making Preliminary Resource Estimates 123
Time-Phasing Steps to Balance Resources 126
Balancing Resource Requirements among Skills 128
Transforming Resource Requirements into Resource Needs 129
Resource Requirements Management 131
Workload Reconciliation 134
Requirements 136
Benefits 137
Summary 138
Chapter 8
Stage 4—Fully Integrated Resource Management 139
Level 1 Points of Integration 141
Integration with Pipeline/Portfolio Management 141
Reconciliation with Functional Budgets 142
Integration with Annual Financial Planning 142
Integration with Project Budgets 143
Product Strategy Integration 143
Integration with HR Systems Skill Categories 144
Integration with Multiple Resource Groups 144
Integration with External Resources 144
Level 2 Points of Integration 146
Integration with Project Planning 146
Closed-Loop Time Collection 146
Integration with Knowledge Management Systems 148
Level 3 Points of Integration 148
Requirements 149
Benefits 149
Summary 149
SECTION THREE
PROJECT MANAGEMENT
Chapter 9
Stages of Project Management 153
Stage 3—Enterprise Project Management 155
Enterprise Project Planning and Control 155
Networked Project Teams 156
Enhanced Phase-Review Process 157
Stage 4—Advanced Project Management Practices 158
Integrated Financial Planning and Project Budgeting 158
Distributed Program Management 158
Collaborative Development Management 159
Context-Based Knowledge Management 159
Summary 160
Chapter 10
Enterprise Project Planning and Control Process 161
Enterprise Project Planning Architecture 163
Enterprise System versus Project Planning Tool 164
Hierarchical Structure 164
Top Down versus Bottom Up 166
Distinction between Project Planning and Work Management 167
Integration with Resource Management 168
The Enterprise Project Planning and Control Process 169
Collaborative Project Planning 170
Collaborative Project Control 172
Integration with Project Planning Standards 173
Integration of Project Plans 174
Project Plan as the Basis for the Networked Team 175
Enterprise Project Planning and Control at CRI 175
Benefits 178
Summary 179
Chapter 11 _^__ Networked Project Teams 181
Cross-Functional Core Team Management 182
Traditional Cross-Functional Core Team Model 183
Distributed Email Communications in Core Teams 185
The Networked Project Team 188
Project Communication in Networked Project Teams 189
Project Coordination in Networked Teams 191
Project Schedule-Items 192
Project Calendar-Items 193
Project Deliverables 194
Project Action-Items 194
Issue-Resolution Items 195
Project Bulletin Boards 196
Content Management in Networked Project Teams 197
Project Document Management 197
Collaborative Document Preparation 198
Networks of Networked Teams 199
Requirements 200
Benefits 201
Summary 202
Chapter 12
Enhanced Phase-Review Management 203
Phase Reviews 203
Product Approval Committee (PAC) 204
Phase-Review Process 204
Phase-Review Process Limitations 206
Enhanced Phase-Review Management Improvements 207
Phase-Review Decisions with Resource Availability Information 207
Combined Phase Reviews 209
Project Tolerances 209
PAC Information System 211
Focus of Phase Review 212
Requirements 213
Benefits 213
Summary 214
Chapter 13
Integrated Financial Planning and Project Budgeting
for New Products 215
Integration of Financial Information 217
Common Planning Models 220
Project Budgets Automatically Derived from Resource Assignments 220
Financial Data Directly Based on Source Data 221
Incorporation of Financial Information in Project Documents 222
Project Budget Updates with Actual Costs 222
Consolidation of Financial Information across Projects 223
Integrated Financial Planning at CRI 224
Revenue Projection 224
Product Cost Estimate 227
New Product Financial Plan 229
Integrated Project Budgeting at CRI 230
Development Resource Cost 230
Expense Budget 231
Project Budget 231
Capital Budget 233
Project Financial Analysis 233
Financial Management of New Product Project 236
Actual-Cost Management 236
Earned-Value Analysis 238
Revision Control 239
Requirements 240
Benefits 241
Summary 241
Chapter 14
Distributed Program Management 243
Product Development Programs 245
Coordinating Multiple Versions of a Product 246
Managing a Complex Project as Subprojects 247
Integrating Common Technology Development Projects with
Multiple Product Development Projects 247
Coordinating Related Product and Process Development 248
Distributed Program Planning and Control 249
Distributed Program Team Coordination 250
Integrated Program Financial Management 253
Requirements 256
Benefits 257
Summary 257
Chapter 15 _____ Collaborative Development Management 259
Categories of Collaborative Development 260
Customers 261
Development Partners 264
Contractors 265
Suppliers 266
Channel Partners 267
Collaboration Systems Services 267
Collaboration Based on Email 268
Using a Shared File Server 269
Collaborating with a Web-Based Workspace 269
Integrating Partnering Capabilities into the DCM System 270
Integrating DCM systems 272
Outsourcing of R D 274
Requirements 274
Benefits 275
Summary 276
Chapter 16
Context-Based Knowledge Management 277
Types of Knowledge and Experience in R D 278
Standards, Guidelines, and Policies 279
Templates 281
Financial Models 282
Experience Gained from Previous Projects 282
Reference Documents 283
Project Plans and Step Planning 284
Educational Materials 284
External Information 285
Delivering Product Development Knowledge through DCM Systems 286
Step Libraries 286
Linking Knowledge to Tasks and Roles 287
Collecting Product Development Knowledge 289
Requirements 290
Benefits 290
Summary 291
SECTION FOUR
PORTFOLIO MANAGEMENT AND PRODUCT STRATEGY
Chapter 17
Stages of Portfolio Management and Product Strategy 295
Process Levels of Portfolio Management and Product Strategy 297
Product Strategy Process Level 298
Portfolio and Financial Management Process Level 299
Pipeline Management Process Level 300
Integration with Other Processes 301
Stages of Portfolio Management and Product Strategy 302
Stage 0—No Portfolio or Pipeline Management 303
Stage 1—Periodic Portfolio and Pipeline Management 303
Stage 2—Dynamic Portfolio and Pipeline Management 305
Stage 3—Comprehensive Financial Management ofR D 306
Stage 4—Integrated Product Strategy 307
Summary 308
Chapter 18
Dynamic Portfolio and Pipeline Management 309
Dynamic Portfolio Management 311
Real-Time Integration with Project Data 311
On-Demand Portfolio Analysis 313
Integrated Portfolio Management Process 314
Dynamic Pipeline Management 315
Real-Time Integration with Project Resource Management 316
Pipeline Simulation and Optimization 318
Integrated Pipeline Management Process 320
Requirements 321
Benefits 321
Summary 322
Chapter 19
Comprehensive Financial Management of R D 323
The CFO s New Role in R D 324
Consolidation of New Product Financial Information 326
Consolidated Revenue Projection 327
Consolidated Capital Plan 330
Consolidated New Product Profitability and Expense 331
Consolidated Project Budgets 331
Reconciliation of Functional and Project Budgets 331
Tracking Functional Budget Allocation to Projects 332
Basing Functional Budgets on Expected Resource Requirements 334
Requirements 335
Benefits 335
Summary 336
Chapter 20
Integrated Product Strategy Process 337
A System and a Process for Product Strategy 338
Product Line Plan 340
Planned Products 341
Standard Planned Product Profiles 343
Simulating the Feasibility of a Product Line Plan 344
Idea Management 344
Technology Planning 347
Requirements 348
Benefits 349
Summary 349
SECTION FIVE
CONCLUSION
Chapter 21
Getting Started 353
DCM Systems 353
Processes and Practices 354
Implementation Planning 355
Conclusion 357
Endnotes 359
Glossary 361
Index 365
|
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| indexdate | 2024-12-20T15:05:27Z |
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| isbn | 0071435123 |
| language | English |
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| spellingShingle | McGrath, Michael E. Next generation product development how to increase productivity, cut costs, and reduce cycle times Produktentwicklung (DE-588)4139402-1 gnd |
| subject_GND | (DE-588)4139402-1 |
| title | Next generation product development how to increase productivity, cut costs, and reduce cycle times |
| title_auth | Next generation product development how to increase productivity, cut costs, and reduce cycle times |
| title_exact_search | Next generation product development how to increase productivity, cut costs, and reduce cycle times |
| title_full | Next generation product development how to increase productivity, cut costs, and reduce cycle times Michael E. McGrath |
| title_fullStr | Next generation product development how to increase productivity, cut costs, and reduce cycle times Michael E. McGrath |
| title_full_unstemmed | Next generation product development how to increase productivity, cut costs, and reduce cycle times Michael E. McGrath |
| title_short | Next generation product development |
| title_sort | next generation product development how to increase productivity cut costs and reduce cycle times |
| title_sub | how to increase productivity, cut costs, and reduce cycle times |
| topic | Produktentwicklung (DE-588)4139402-1 gnd |
| topic_facet | Produktentwicklung |
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