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by Robert Allen Leave a Comment

Lean Project Management for Product Development

Lean Project Management for Product Development

My last article covered a scalable model for lean product development depending on the number of projects and technical objectives.

Let’s start with the foundational elements from this model:

 

  • Facilitate a lean project
  • Understand customer needs (requirements validation and/or agile product development)
  • Maximize customer (product) value (product value estimation)

[Read more…]

Filed Under: Articles, on Leadership & Career, Product Development and Process Improvement Tagged With: agile product development, customer value, Design for Six Sigma, design value chain, lean product development, Lean Project Management, New Product Development, portfolio analysis, project governance, Project Management, requirements management, resource management

by Robert Allen Leave a Comment

A Scalable Model for Lean Product Development

A Scalable Model for Lean Product Development

In my previous article we established the lean product development goal statement as:

Develop products that maximize customer value and minimize product cost, in the least amount of time, and at the least amount of product development cost.

We then derived high-level objectives as follows:

  • Better understand the customer (maximize customer value)
  • Do the right projects (product, project and portfolio value analysis)
  • Do projects right (minimize redesigns, waste and rework)
  • Level load the organization (minimize bottlenecks and resource constraints)
  • Create and re-use artifacts (standardize and sustain best practices)

[Read more…]

Filed Under: Articles, on Leadership & Career, Product Development and Process Improvement Tagged With: agile product development, customer value, Design for Six Sigma, design value chain, lean product development, Lean Project Management, New Product Development, portfolio analysis, project governance, Project Management, requirements management, resource management

by Robert Allen 2 Comments

Enabling Customer Value in Product Design

Enabling Customer Value in Product Design

Use an Integrated Approach in the Product Life Cycle Process to Enable Customer Value

Given our primary goal of developing a profitable product, our objective in the design process is to maximize customer value and minimize cost.  From a financial analysis standpoint: we pursue products with the highest possible margins (ie. charge the customer “as much” as possible, and make the product for “as little” as possible).  Of course we also want to sell “as many” as possible. [Read more…]

Filed Under: Articles, on Leadership & Career, Product Development and Process Improvement Tagged With: Benchmarking, engineering, market analysis, market requirements, PLC, product life cycle, Project Management, Risk Analysis

by Robert Allen Leave a Comment

Enabling People, Processes and Product Development

Enabling People, Processes and Product Development

Clear roles and responsibilities for project managers and team leaders can significantly improve alignment of skillsets and overall teamwork

A generally accepted principle for a successful business is great people, processes & products. This can be further simplified as “maximizing customer value and minimizing cost” of the product.

Consider the following:

  • An excellent product development process should ensure maximum customer value while product cost is minimized
  • Process improvement minimizes (or reduces) costs across the enterprise
  • Project management ensures execution of product development, or process improvement products

[Read more…]

Filed Under: Articles, on Leadership & Career, Product Development and Process Improvement Tagged With: engineering, Lean Project Management, product development, Product Development Processes, Project Management, Project Manager

by Fred Schenkelberg 2 Comments

The Quality Triangle and Reliability

The Quality Triangle and Reliability

How Does Reliability Fit with the Quality Triangle?

The Quality Triangle provides a method to establish priorities for a project. It strives to balance time, cost, and quality (or scope instead of quality). It does not include reliability.

Now I am a bit bias as a reliability engineer and believe a projects set of priorities should explicitly include reliability performance. Of course, there are many potential priorities, yet reliability certainly can make or break a product, it’s market acceptance, and an organization’s profitability.

So, given a quality triangle based set of priorities, how does reliability fit in? [Read more…]

Filed Under: Articles, CRE Preparation Notes, Reliability in Design and Development, Reliability Management Tagged With: Project Management, Quality, Scope

by Fred Schenkelberg 3 Comments

Introduction to the Quality Triangle

Introduction to the Quality Triangle

Priorities and Balance

Have you ever worked on a project with no deadlines, unlimited resources, and boundless scope? Probably not.

Quality Triangle-1
The Quality Triangle

You may have worked under the guidelines of a quality triangle, also known as a project management triangle, iron triangle, or project triangle.

Why is that? Why the limits to our ability to create a product or improve a system?

First, the world we work and live within has limits. We have only so much time for work, only the available resources, and limited knowledge. We do our best with what we have to work with at the time.

Second, as I once was told while working on an accelerated test design, ‘if there isn’t a deadline, you’ll happily tinker with the plan and get the testing done.’ My boss was right of course.

The set of constraints shape our projects and products. By understanding the set of constraints, specifically how they frame decisions, then we can complete complex projects. [Read more…]

Filed Under: Articles, CRE Preparation Notes, Reliability Management Tagged With: Business, Project Management, Quality, Scope

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