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  1. Portfolio Management Insights from Boeing: Using Strategic Roadmapping to Guide Product and Technology Development - A conversation with Duane Oda Locked

    Research | Posted: 2006-02-22

    Duane Oda is the 717 and 737 Product Development Chief for Boeing Commercial Airplanes, responsible for product development activities of Boeing’s single aisle aircraft.In this role he uses strategic roadmapping, portfolio management and project management tools in the development of Boeing products. He is also the leader of strategic roadmapping in Boeing Commercial Airplanes and co-leads a Boeing enterprise roadmapping effort with Ray Cosner (Boeing Integrated Defense Systems Director of Technology). Duane defines strategic roadmapping as the process of aligning product and technology efforts to the right market opportunities; he views the process as a necessary precursor to effective portfolio management. Duane recently spoke with MRT about his efforts to embed strategic roadmapping throughout The Boeing Company. (11 pages)

  2. Portfolio Decision Making: A Framework & Overview Locked

    Research | Posted: 2006-02-21

    This research report presents an overview of practices for making informed portfolio management decisions. It includes a definition of portfolio management, a statement of its benefits and a list of tools that enable it. The report also suggests a maturity model for portfolio management based on empirical research conducted by The Adept Group. In addition, the report covers benchmarks for portfolio management practice usage and performance as well as for the yield of product portfolio pipelines. The report ends with a brief summary of the essentials for effective portfolio decision-making. (6 pages)

  3. Portfolio Decisions:  Summary of Audio Session Locked

    Research | Posted: 2005-11-25

    Related Links: Audio - mp3 or wma | Transcript (16 pages) In this summary of an audio session (November 15, 2005) with Charles Shepherd (NCR), Bob Becker (Mercury Computer Systems) and Greg Githens (Catalyst Management Consulting), the participants discuss obtaining the right mix of projects in the portfolio; how to select the best ideas and projects to pursue, and then ensure proper resourcing; how to assess the relative value of breakthrough products versus incremental improvements; "right to market" versus time to market; going outside versus internal development; metrics for portfolio management; and how to get better top management recognition and buy-in on the importance of portfolio management. (7 pages)

  4. Portfolio Decisions: Transcript of Audio Session Locked

    Research | Posted: 2005-11-25

    In this transcript of an audio session (November 15, 2005) with Charles Shepherd (NCR), Bob Becker (Mercury Computer Systems) and Greg Githens (Catalyst Management Consulting), the participants discuss obtaining the right mix of projects in the portfolio; how to select the best ideas and projects to pursue, and then ensure proper resourcing; how to assess the relative value of breakthrough products versus incremental improvements; "right to market" versus time to market; going outside versus internal development; metrics for portfolio management; and how to get better top management recognition and buy-in on the importance of portfolio management. (16 pages)

  5. Strategic Roadmapping in Portfolio Management: Insights from Boeing Locked

    Research | Posted: 2005-11-16

    Ben Almojuela is an Associate Technical Fellow in Product Development at Boeing Commercial Airplanes. This report is a summary of a presentation by Ben regarding the process of strategic technology roadmapping and its benefits for portfolio management. Ben introduced the Technology Roadmapping concept to Boeing Commercial Airplanes in 2002. He is currently a core member of Boeing's Strategic Roadmapping Expert Team which is instituting the Roadmapping process across the entire Boeing enterprise. Ben is also a supporting member of Boeing Commercial Airplanes' Product Development Portfolio Management Team. He has over 25 years experience in developing commercial and military aerospace products. Download the summary below and then download the accompanying slide presentation (38 slides) here. (9 pages).

  6. Using Technology Roadmapping for Product Planning: Insights from Boston Scientific Locked

    Research | Posted: 2005-09-01

    Richard Traxler is Manager of Technology Planning at Boston Scientific Corporation. He has 28 years of R&D and manufacturing experience in the paper, automotive, electronics, and medical device industries. Richard has spent the past five years working in New Product Development and Portfolio Management at Boston Scientific, focusing on technology portfolio planning. This report summarizes Richard’s remarks on the essentials of implementing technology roadmapping for product portfolio management. Richard discusses efforts at Boston Scientific to roadmap technology development in order to launch products that meet market needs at a predictable frequency, using a process that has been shown to be successful in both small and large businesses. He presents tools to reduce the gap between marketing and technology development, strategic technology project prioritization and resource allocation. This report is accompanied by the presentation slides available here (44 slides). Comment headings in the text correspond with the slides.(7 pages)

  7. Strategy and Technology Roadmapping: Summary of Audio Session Locked

    Research | Posted: 2005-06-17

    Related Links: Audio - mp3 or wma | Transcript (14 pages) This report summarizes a panel discussion with Duane Oda of The Boeing Company and Rob Fielding of Domnick Hunter. The speakers focused on the benefits and challenges of strategic roadmapping, who should lead and participate in the effort, and the use (or lack of use) of generally available roadmapping tools. (8 pages)

  8. Strategy and Technology Roadmapping: Transcript of Audio Session Locked

    Research | Posted: 2005-06-17

    This report is a complete transcript of a panel discussion with Duane Oda of The Boeing Company and Rob Fielding of Domnick Hunter. The speakers focused on the benefits and challenges of strategic roadmapping, who should lead and participate in the effort, and the use (or lack of use) of generally available roadmapping tools. (14 pages)

  9. Pipeline and Portfolio Management: Summary of Peer-to-Peer Audio Session Locked

    Research | Posted: 2005-05-06

    This summary captures an exchange between MRT members regarding portfolio management and pipeline management. For the purposes of this discussion, portfolio management was defined as the process of aligning development projects and priorities with company priorities. Pipeline management referred to the process of assigning organizational resources to the product portfolio. Discussion participants, from such companies as NCR, Caterpillar, and Parker Hannifin, provide insights into pipeline and portfolio management efforts at their organizations addressing such issues as, periodic reviews of pipelines and portfolios, allocating resources by project type, and others stage-gate tolerance. A brief question-and-answer period compared methods at different companies. (11 pages)

  10. Portfolio Management Insights from Dräger Safety Locked

    Research | Posted: 2005-04-19

    In order to serve global markets, Drger Safety faces the challenges of meeting the distinct product needs of local markets as well as focusing on those areas of the greatest strategic importance. The first-to-market Drger philosophy requires a clear vision of next-generation business opportunities, alongside an understanding of the criteria required to extend existing businesses. Ralf Drews is the Director of Global Engineering for the Gas Detection Technology business unit of Drger Safety AG & Co. KGaA, with twelve years experience in engineering and project management at the company. In this interview, Ralph discusses evaluating the portfolio based on project profiles; using a form of the Ansoff matrix to evaluate risk; managing resources and change; planning for the next generation; and how Drger Safety measures pipeline and portfolio efforts. (5 pages)

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