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  1. Evolving Processes and Tool-sets to Drive Resource Allocation and Portfolio Management Decisions Locked

    Research | Posted: 2004-09-17

    Clint Wolfe, Global Program Manager, IMS Health This presentation gives an overview of IMS Health’s evolution of Resource and Knowledge Management processes and the supporting tool-sets within its Product Development Organization. The presentation covers the maturation from tracking simple inventories of skill sets and current projects assigned, to forecasting/assigning resource allocations across 1-24 months, and tracking resources across multiple projects. It addresses the critical inter-dependencies between resource management and portfolio, project and finance management, and the importance of resource management across the entire cross-functional enterprise. It also provides an overview of the company's evolving tool-sets. Download a text summary (7 pages) of this presentation here, and then download the slides below.(22 pages)

  2. Applying Product Platform Concepts to Services Businesses Locked

    Research | Posted: 2004-09-09

    Professor Marc Meyer’s work focuses on how technology architectures can be managed strategically across a corporation’s business units, with a particular emphasis on the development of next generation products and services. In this interview, Professor Meyer discusses how the concept of product families and product platforms apply equally well to service as to manufacturing businesses. Meyer presents a three-tiered model for new product and service development which links market segments, product platforms and core competencies. Meyer suggests that these three areas are frequently treated as completely separate processes, while in a platform-based product or service development process, they are linked. Meyer discusses this linkage, presents a precise definition of product and service platforms, and comments on the role of measurement in service industries. (7 pages)

  3. Portfolio Management: Progress And Opportunites Locked

    Research | Posted: 2004-09-09

    The 2000 R&D Metrics Survey, conducted by Goldense Group, Inc. (GGI) in association with The Management Roundtable, indicated that industry is making progress, albeit somewhat unevenly, in managing R&D investments. In this commentary, metrics expert Brad Goldense summarizes thet state of portfolio management and R&D metrics, and points out where opportunities exist to gain steady and consistent progress. Goldense finds that leading companies are well on their way to systematic product evaluation and selection, product review and portfolio management practices. However, he sees a clear division between a vanguard of R&D leaders and their many followers; the top quartile of R&D companies are as much as 10-30 years ahead of the slowest adopters of modern management science. Based on the survey findings, Goldense cites three pitfalls that teams fall into in their efforts to improve portfolio management and R&D measurement. (3 pages)

  4. R&D Productivity: Capacity Management Is Paramount Locked

    Research | Posted: 2004-07-01

    In this feature article, Brad Goldense provides a framework for Capacity Management in R&D. He presents a formula that will show,at the highest level, how much the staff is over-extended. Goldense claims that challenges arise at the level of allocating scarce functional resources across projects. Unless there is a consistent process with common milestones, used across all projects for estimating and tracking, it is difficult to attain better estimates for functional disciplines. It is also essential to have common definitions of the functional resource categories used for planning and estimating. Once a company has achieved resource and capacity planning at a function or discipline level, the only practical level of detail that remains is planning at the individual level. Goldense predicts that industry will eventually reach a point where each person in each department will be assessed against an expected and/or standardized productivity rate. (4 pages)

  5. Survey Finds Lifecycle Management is Still an Immature Practice Locked

    Research | Posted: 2004-06-11

    This report covers a 2003 survey of approximately 40 companies that found that only ten percent of respondents have fully implemented Product Lifecycle Management. Conducted by The Performance Measurement Group (a business of consultancy PRTM), the research also found that Roadmapping and Platform/Product Line Planning were infrequently used practices, suggesting that many firms may be missing an opportunity to maximize product profitability and align product and market facing activities. (4 pages)

  6. The Current State Of Portfolio And Pipeline Management Implementations Locked

    Research | Posted: 2004-06-11

    Does effective pipeline and portfolio management have a noticeable impact on product development success? Are there Best Practices in the domain of pipeline/portfolio management? This report covers a recent study of 160 companies conducted by The Adept Group which drilled deep into such questions to explore the level of portfolio management maturity and the range of benefits companies may be receiving. (4 pages)

  7. Product Lifecycle Automation Helps Lucent Technologies Continue To Improve Product Development – Uphill Against A Very Tough Marketplace Locked

    Research | Posted: 2004-06-11

    At the turn of the twenty-first century, few companies were hit harder by the crash of the Internet economy than Lucent Technologies. Despite facing disappearing markets and shrinking resources, Lucent’s senior management made two decisions that were rare for companies in their position: 1) to overhaul the product development process; and 2) to implement enterprise-wide software (MS2) to automate the process. This report catches up with Lucent one year after implementing the software to see the preliminary results of this strategy. (6 pages)

  8. Selecting R&D Projects and Loading the Pipeline Locked

    Research | Posted: 2004-06-11

    In this commentary, Brad Goldense discusses the typical project selection processes used at most companies. Drawing from three sets of survey data, Brad describes how this practice has changed over 10 years, how many steps typical selection processes take, how many people are involved and what types of meeting formats are found to be most effective. (3 pages)

  9. Corning's Critical Processes For Technology Development Locked

    Research | Posted: 2004-06-11

    Corning has increasingly leveraged its knowledge base in surface technologies, optical physics, and manufacturing research technologies to target rapidly expanding, high-growth markets. In this report, corporate innovation process owner, Bruce Kirk, describes the disciplined methods Corning uses to make sure that product development is focused on customer value, identifies and takes advantage of the most promising new technologies, and creates a portfolio that executes corporate strategy. (8 pages)

  10. Nabisco Adopts New Recipe for Managing Products/Projects Locked

    Research | Posted: 2004-06-09

    Despite enjoying longstanding market leadership in most of its major brand categories, Nabisco corporation faced stiff pressure to demonstrate strong upward financial momentum in the face of $26 billion in buyout debt. Nabisco decided that to accomplish this they needed to implement a disciplined Portfolio Management process, focusing on front-end customer research, in order to significantly improve the success rate of new products. (6 pages)

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