There are several NPD methods like Stage Gate, Mascitelli's Lean Prod Development, and you may also have heard of newer methods like Lean Startup which is picking up popularity in companies like GE. In our presentation, In this presentation we will be highlighting the unique needs of Engineering NPD and how each of the above methods fit. How to make sense of the role and use of these different methods? What method you use depends on the project type. Learn how to determine which tool to use for your specific NPD project. These NPD Methods explain the "what" to do in NPD execution, but the teams should still manage the project and execute - this is the "how" and is usually achieved with some kind of project management tool. The fact remains that many NPD projects fail in execution by running behind schedule, wasting resources, not meeting quality and cost targets etc. This can be avoided by better project management in the NPD execution. Below is a summary of the topics we cover in this presentation; What are the unique needs and challenges of engineering NPD projects? 1. There are many methods in NPD like Stage-Gate, Lean Startup, Lean Prod Dev,etc…How to make sense of them and understand the roles of each. 2. The relationship between the methods and project management tools for NPD. 3. Gaps in project management tools offered today that are used in NPD 4. Introducing the Think-Plan-Plan framework for Engineering NPD execution. 5. A case study / example of how to benefit from Think-Plan-Do framework

1. Practical “New Product Development” (NPD)
For Engineers
Entroids.com

2. Topics Covered
• Engineering NPD – what are the unique needs and
challenges
• Lean startup, lean prod dev, stage gate…so many
methods and how to make sense of them
• NPD methods Vs project management tools
• Why so many projects fail in engineering NPD
• Gaps in project management tools
• Introducing the Think-Plan-Do framework for Eng. NPD
• Entroids case study for NPD execution
p 2

3. Nature of Engineering NPD
Creates Unique Challenges
 Volatility
 Uncertainty
 Ambiguity
 Complexity
Challenges in Engineering NPD
Execution is key to NPD success
Customers
Regulations
Technology
Market Trends
Inputs
Solution
Value
Prop.
Prob.
Solution
Fit
Product
Market
Fit
On budget
Deliver Value Prop
Meet Prod. Cost
On Schedule
Meet Cust. Exp.
Output
NPD Execution
Ingredients of execution
• NPD method
eg. StageGate
• Project Management
• Project team
p 3

4. Role Of Methods And Tools In
NPD Execution
Methods = “What” to do PM Tools =“How” to do it1 2
Customers
Regulations
Technology
Market Trends
Inputs
Solution
Value
Prop.
Prob.
Solution
Fit
Product
Market
Fit
On budget
Deliver Value Prop
Meet Prod. Cost
On Schedule
Meet Cust. Exp.
Output
NPD Execution
Ingredients of execution
• NPD method
eg. StageGate
• Project Management
• Project team
p 4

5. NPD Methodology 1
Stage Gate – Winning At New Products
Problem Addressed
• People work on multiple projects
• Difficult to define market needs
And Measure Progress
• Simple way to ensure Key
Milestones Are Met
Solution
• Simple checklist based system
• Covers all aspects & functions of
product development
• Useful as a communication tool
for progress
• Gives opportunity for Go – No go
decisions
1
Dr. Robert Cooper
p 5

6. NPD Methodology 2
Lean Product Development
Problem Addressed
• Not easy to consolidate market
requirements and risk assessment
• Difficult to coordinate people in
matrixed organization
• Not easy to quantify priorities and risks
in a complex project
Solution
• Event based product development
• Get the core team in one place for key
events
• Templates to quantify and prioritize
requirements and risks
• Simple visual scheduling tool
1
Ronald Mascitelli
p 6

7. Methodology 3
Lean Startup – Build Measure Learn
Problem Addressed
• Most startups fail
• It’s usually too late when you find flaws in a
business plan
• You are usually wrong with what you think
customers want
• Cannot predict the market
• Advancing the plan is not progress
Solution
• Customer development
• Find out what customers want with a
iterative customer focused approach
• Rapid hypothesis testing – value,
pricing…
• Focus on hypothesis, experiments &
insights
1
Eric Ries
p 7

8. Methodology 4
Business Model Canvas
Problem Addressed
• Business Plans Are Obsolete Soon
After Completion
• Nobody Reads A Business Plan
• Are Based On Faulty Assumptions
Solution
• One Page Business Plan
• Easy To State What Is Important
• Highlight The Biggest Assumptions
• Test And Iterate Business Model
• Visual Dashboard
1
Alex Osterwalder
p 8

9. How To Make Sense Of Methods
Used For NPD Execution
And more…
Each method serves a unique project needs p 9

10. Two Broad Types Of NPD Projects In
Engineering Companies
NewnesstoCompany
Newness to Market
New to world
(Disruptive Innovation)
New to company
(New product line)
Major Revision
(Repositioning)
Minor Revision
(Augmentation)
New / Revolutionary
Revisions / Evolutionary
Different project characteristics drive different needs
HighLow
HighLow
p 10

11. NPD Projects Have Different Characteristics &
Execution Needs
Schedule Quality Technology Resources Financial Market
Revisions / Evolutionary Products
New / Revolutionary Products
Nature of Risks
RiskLevel
Low
Risk
Medium
Risk
High
Risk
Project type drives different execution methods p 11

12. New / Revolutionary Products Have
Big Market And Finance Risks
Focus on
• Problem and solution fit
• Customer feedback loops with MVP
• Fail fast / pivot effectively
• Business model validation
• Product – market fit
Project management implications
• Constant customer input and testing
• Flexibility to pivot quickly
• Challenging customer development
• Improvise & compensate for lack of
expertise / technology expertise
Methods That Work Best
Lean Startup
Methodology
Business
Model Canvas
p 12

13. Focus on
• Firm schedule expectations
• Quality at launch
• Product cost
• Rapid learning cycles for technology
development
• Supply chain and manufacturing risks
Project management implications
• Maintain team accountability in a matrix
organization
• Close coupling of tasks with project needs
• Internal and external communications
• Keep focus on right tasks at right time
Evolutionary Products Have
Big Quality & Schedule Risks
Methods That Work Best
Lean Product
Development
Stage-Gate
NPD
p 13

14. What NPD Execution Methods
Are Not?
• Not The Same As Project Management
• Not An Automated System
• Not A Linear System
• Not A Project Control Mechanism
• Not A Bureaucratic System
Project management is required to compliment
Stage-Gate or any other method p 14

15. Methods = “What” to do PM Tools =“How” to do it1 2
Inputs
Solution
Value
Prop.
Prob.
Solution
Fit
Product
Market
Fit
On budget
Deliver Value Prop
Meet Prod. Cost
On Schedule
Meet Cust. Exp.
Results
NPD Execution
Business
Model
Market
Req.
Risks Milestones
Four pillars of execution
Project Management Addresses The
“How” In NPD
Customers
Regulations
Technology
Market Trends
p 15

16. Project Management Challenges in
Engineering NPD
NPD Execution
Challenges
Focus On Important
Actions
Team Accountability
Uncertainty
Risks
Dynamic Schedule
Visual
Communication
Changing Priority &
Needs
MS Project and Smart Sheet do not
address these challenges p 16

17. Current Tools Used In Engineering NPD Are
Not Ideal. Here’s Why?
Gaps That Current Tools Create For NPD
MS
Project
Smart
Sheet
• Project Sitting No No
• Project needs alignment No No
• Effective Communication Some Better
• Change Plans On The Fly Difficult Difficult
• Team Member Accountability No Some
• Clear focus No No
• Manage Risks And Requirements No No
• Monitor And Control Budget Yes Yes
• Task Management Yes Yes
• Collaboration Tool No Yes
Clear need for a better framework for Project
Management in Eng. NPD execution p 17

18. Achieve More By First Placing The Rocks. Don’t
Sort The Pebbles & Sand
Think-plan-do Framework Separates The Rocks From The Pebbles In
Execution. Achieve More By Focusing On What Is Important
• Rocks – Project Needs (Four
Pillars Of NDP Execution)
• Pebbles – Major Tasks Per Each
Project Need
• Sand – Nugget Sized Current
Activities
p 18

19. Entroids – Think-Plan-Do Framework
For Practical Engineering NPD
Tier 1: Strategic
Project Needs
Milestones, Risks,
Requirements &
Business Canvas
Tier 2: Tactical Planning
Execution Plan for all Strategic
needs – What to do for each
need
Tier 3: Focus On Actions
What needs to be done
now to achieve your
major tasks
p 19

20. Entroids Think – Plan – DO Framework Seamlessly
Aligns Strategic Project Needs To Current Activities
1
ENTROIDS THINK-PLAN-DO FRAMEWORK
THINK
Project Needs
PLAN
Major Tasks
DO
Current Actions
TIER
TIER
TIER
2
3
Country
Region
Street
View
p 20

21. Entroids – Think-Plan-Do Framework
For Practical Engineering NPD
Tier 1: Strategic
Project Needs
Milestones, Risks,
Requirements &
Business Canvas
Tier 2: Tactical Planning
Execution Plan for all Strategic
needs – What to do for each
need
Tier 3: Focus On Actions
What needs to be done
now to achieve your
major tasks
p 21

22. Four Pillars Of Execution Is At The Core Of NPD
Project Management Success
•Task management
•Urgent Vs important
•Visual dashboards
•Reduce waste
BusinessModel
Requirements
Risks
Milestones
Think-Plan-Do
Framework for NPD
p 22

23. The Four Pillars Of Execution That
Enable NPD Success
• Problem – Solution
Fit
• Product – Market Fit
• Business Fit w
Company Financial
Goals
• What Are The Critical
Resource & Capital
Requirements
• Requirements /
Features Which
Deliver Customer
Value
• Prioritize
Requirements Based
On Customer Value
vs. Efforts In Line w
Business Strategy
• Identify Key
Deliverables At Each
Milestone To Gauge
Progress
• Measure Of Efforts
vs. Target Schedules
• Identify Risks & Plan
Mitigations
• Optimize Resource &
Capital Usage
• Minimize “Do-Over”
Loops
p 23

24. NPD Strategic Project Need 1
Business Case / Business Model Canvas
Problem
Statement
Solution
Key Resources
Unique Value
Proposition
Unfair Advantage Customers
Channels
Costs Revenues
• Job To Be Done
• Gains
• Pains
🚚
🏬
🎁
😓
🔧
👤
💵💸
🍯
• Awareness
• Sale
• Delivery
• Types
• Persona• The secret sauce• Direct
• In-Direct
• Product &
Support
• Alternative
• Drivers
• External Support
• Total Cost Of Ownership
• Pc Price Reduction
• Gain New Markets / Leadership
• Gain Price vs. Value Created
Capture Your Assumptions In Defining The Business Model & Experiment To
Validate Them p 24

25. NPD Strategic Project Need 2
Product Requirements
Product Requirements Should Be Prioritized And Communicated In A Way That
The Product Development And Marketing Requirements Are Always In A Synch
MUST SHOULD COULD
High Priority Medium Priority Low Priority
• Critical To
Core Value
Proposition
• Cannot go
to market
without this
• Developme
nt Target
• Stretch
Targets For
Internal
Teams
• Creates
Wow or
Significant
Lead Over
Competitors
If Achieved
MUST DO DIFFERENTIATE
EVALUATE AVOID
Trivial ExtremeEFFORT
ExpectedDelightVALUE
p 25

26. NPD Strategic Project Need 3
Risk Management
NUISANCE MITIGATE
IGNORE INSURE
Trivial ExtremeIMPACT
RareVeryLikelyPROBABILTY
NPD SCHEDULEStart Launch
RISKIMPACT&
PROBABILITYLowHigh
PLAN FINANCE DEVELOP MARKET
FAILURE
SUCCESS
You Can Beat The Odds And Build A Thriving And Rewarding Venture By
Learning To Recognize And Mitigate Risks Effectively
p 26

27. NPD Strategic Project Need 4
Milestone Management
Marketing Requirements
Concept Feasibility
Launch Partnership
Business Case
Prototype
DFMEA
Jul’ 16 Aug’ 16 Sep’ 16 Oct’ 16 Nov’ 16 Dec’ 16
Priority : High
Owner: DS
Planned Dt : Sep’ 16
Estimated : Nov’ 16
Gate 1
Gate 2
Gate 2
Gate 3
Gate 2
Gate 3
p 27
The Three Pillars Of Effective Milestone Management Are Risks, Assumptions
And Deliverables. At Each Milestone The Risks Should Be Mitigated,
Assumptions Validated, And Deliverables Achieved

28. Entroids – Think-Plan-Do Framework
For Practical Engineering NPD
Tier 1: Strategic
Project Needs
Milestones, Risks,
Requirements &
Business Canvas
Tier 2: Tactical Planning
Execution Plan for all Strategic
needs – What to do for each
need
Tier 3: Focus On Actions
What needs to be done
now to achieve your
major tasks
p 28

29. PLAN Major Tasks
Cabinet Redesign Dwgs
Critical Components
Prototype Build
Lab Tests
Jul’ 16 Aug’ 16 Sep’ 16 Oct’ 16 Nov’ 16 Dec’ 16
Priority : High
Owner: DS
Due Dt : Dec’ 16
Major Task 1
Major Task 2
Major Task 3
Major Task 4
p 29

30. Entroids – Think-Plan-Do Framework
For Practical Engineering NPD
Tier 1: Strategic
Project Needs
Milestones, Risks,
Requirements &
Business Canvas
Tier 2: Tactical Planning
Execution Plan for all Strategic
needs – What to do for each
need
Tier 3: Focus On Actions
What needs to be done
now to achieve your
major tasks
p 30

31. DO Current Actions
• Identify Which
Dimensions Are
Critical
• What would be the
boundary conditions
from Marketing
Requirements
6/29 VK
• Receive Supplier
Drawings For Critical
Components
7/2 CG
• Assess Competitive
Cabinet Drawings &
provide to Engineering
6/18 VV
p 31

32. Navigate & Zoom In Through Details
Effectively
Requirement
p 32

33. • Work Smart
– Clearly Focus On What Is Important & Urgent
• Win Time Back
– Spend Less Time In Project Management
• Quick Diagnostics
– Easily Find What Slipped Through The Cracks
• Automate Accountability
– Visually See Each Team Member’s Impact
• Communicate Seamlessly
– Visual & List Dashboard For Planning & Performance Monitoring
What Does Entroids Bring To Your
New Product Development ?
p 33

34. Entroids.co
ENTROIDS Free Signup
Click Here
p.34