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  1. Aligning Product Development and Technology Activities to the Right Market Opportunities – Strategic Roadmapping Locked

    Research | Posted: 2004-10-14

    Duane Oda, Product Development Chief, Commercial Airplanes, The Boeing Company The commercial airplane business is highly cyclic and full of uncertainty. Product development cycles are long and require huge financial investments and resources. The success or failure of this business, like other businesses, is dependent on several key factors such as understanding internal and external market and business influences, identifying the right market opportunities, and aligning product and technology development activities to these opportunities. One approach that enables these key factors is Strategic Roadmapping. Strategic Roadmapping is being established at The Boeing Company to help understand and dynamically align technology development plans, product development efforts, market needs, and high-level company strategies as they evolve and change over time. This presentation provides a summary of Strategic Roadmapping and how it is being utilized at The Boeing Company. (26 pages)

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  2. Resource Planning and Metrics Along the Stage Gate Process Locked

    Research | Posted: 2004-10-14

    Brad Fevold, Director, R&D, Marvin Windows & Doors Do you set goals for how your resources are being utilized? How do you use historical data to better plan future projects? Is accuracy an issue when predicting project deliverables? This presentation focuses on how to set-up, manage, and leverage resource tracking software tools while moving from the ideation stage to commercialization. It presents a practical approach that leverages technology to gain greater data accuracy while reducing the bureaucracy involved in tracking resource hours. If you ever wanted to better understand how to implement resource tracking tools, this presentation provides a step-by-step methodology including details on the software developed internally by Marvin’s R&D department. (35 pages)

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  3. Intellectual Property Considerations in Technology Development Locked

    Research | Posted: 2004-10-05

    Tanya K. Moore, Senior Director, IP Licensing, Microsoft CorporationIn this presentation, Microsoft’s Tanya K. Moorediscussedthe most importantconsiderationsgoverning IP and Technology Development. First, Moore presents the various types of IP, which include much more than trademarks, patents and copyrights. Shethenaddressed various strategies for leveraging IP includingbudget andthe business plan considerations,make vs. buy valuation scenarios, patent cross-licensing for freedom of action, and outbound technology licensing as part of a go-to-market strategy. Moore also discussed concepts related to IP valuation and encumbrances,as well assome of the organizational implicationsof IP management. This document includes presentation slides and a text summary of Moore's remarks.(14 pages)

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  4. Study: Senior Managers Of Innovative Firms Focus On R&D; Characteristics of Innovative Companies Revealed Locked

    Research | Posted: 2004-09-22

    A research wing of consulting firm Accenture, has conducted it fifth annual survey of senior executives focusing on the impact of Information Technology. The global study found that the most innovative firms placed new product and service development among their top priorities and gave more attention to their research and development groups. In addition to emphasizing the importance of R&D, the study also details a several characteristics of innovative companies in an uncertain marketplace. (5 pages)

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  5. Measuring Collaborative Development: New Tool Helps Firms Assess Alliance Capability Locked

    Research | Posted: 2004-09-21

    Perceiving a need for firms to quantify collaboration, as a corporate capability, Product Development Consulting, Inc. (PDC, Boston, MA) has developed a Collaborative Assessment tool. This tool allows firms involved in co-development, and other collaborative projects, to measure their progress against proven leaders in this domain. Based on empirical research, interviews, and a benchmark database of best-in-class companies, PDC's Collaborative Assessment allows firms to develop an objective and comprehensive view of the strengths and weaknesses of their co-development capabilities. The assessment enables firms to gauge their collaboration processes in such dimensions as, collaborative design flow, partner relationships, supplier selection process flow and mutual identity. (5 pages)

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  6. Benchmarking Best Practices in Product Innovation: The Role of Senior Management Locked

    Research | Posted: 2004-09-21

    This report by product development experts Dr. Robert G. Cooper, Dr. Scott J. Edgett and Dr. Elko J. Kleinschmidt details the findings of an American Productivity & Quality Center (APQC) benchmarking study which researched 125 businesses and 17 best-practice topic areas, ranging from new product strategy through to climate and culture. This summary targets two major topic areas: the New Product Development (NPD) performance results achieved by the sample of businesses, and the role of senior management. The study examined the most commonly used performance metrics, new product success rates and adherence to schedules and budgets. The research also found that, in many businesses, top management does not include new product metrics in their personal annual objectives in many businesses, and that, overall, there is a lack of senior management commitment to NPD. (5 pages)

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  7. Study Examines Links Between R&D, Corporate Metrics Locked

    Research | Posted: 2004-09-21

    This research summary contains findings from the second biennial study of product development metrics conducted by Goldense Group Inc. (GGI). The study gathered data on, among other topics, the linkage between measurements of R&D performance and corporate-wide metrics. The GGI study of 121 advanced users of product development metrics introduced an innovative, new metric: "% R&D Metrics in Company-wide Portfolio." This metric is an indicator of the linkage between R&D and overall corporate strategy. The study also provides benchmarks on Portfolio Management Metrics; Product Selection Metrics; Product Success Rates;and R&D Metrics Used in Industry. (6 pages)

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  8. Corporate R&D Metrics: Barometers Of Process Maturity Locked

    Research | Posted: 2004-09-21

    In this report, based on a 2000 study of product development metrics, Brad Goldense claims that less than 40 percent of companies have either a commonly used suite of corporate-level metrics or a commonly used set of R&D metrics. On average, Goldense found that those companies that do employ metrics in each category, have about 16 metrics in the corporate set and about 6 metrics used to manage R&D. The research found that “R&D as a percent of Sales,” “New Products Released,” “Total Patents Filed/Pending/Awarded” and “Sales Due to New Products” were the most commonly used R&D metrics. Goldense holds that, just as the Distribution and Manufacturing functions have developed a commonly used set of metrics over the past several decades, so, too, will R&D. (3 pages)

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  9. Metrics Expert Offers Four Steps to Predictive Process Metrics You Can Use on Monday Morning Locked

    Research | Posted: 2004-09-20

    Metrics expert Wayne Mackey (GM Hughes Electronics, Product Development Consulting, Inc.) offers four steps for creating a metrics program that will predict positive results. "If you can master four things,” writes Mackey, “ you will know more about setting process improvement metrics than 90 percent of the people in your place of business – and you can implement next Monday." Mackey suggests the following steps: define the improvement goal; measure what gets the organization to that goal; align metrics with the appropriate level within the organization; manage the timing of metrics. Mackey presents key questions and action steps that clarify how measurements can lead to predictable improvements. (3 pages)

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  10. The Metrics Dashboard: An Interview with Chris Meyer Locked

    Research | Posted: 2004-09-20

    If you want fast and effective business decisions, those who do the measuring should also do the analysis, and act on that analysis, argues metrics “Dashboard” originator, Chris Meyer. In this interview, Meyer describes his “dashboard” concept as a means of subverting a prevalent trend where measurement is merely a covert form of command and control, that avoids the application of human judgment. Meyer emphasizes that measurements are best used to guide decision-making and should enable the team as much as inform senior management. Since the team is closest to the task, Meyer advocates allowing the team to create its own dashboard. The team then tests its dashboard with senior management for alignment to corporate goals and cross-team learning. In addition to describing the essence of his theory of measurement, Meyer also discusses how an operational mindset hampers innovation. (6 pages)

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