Quiz 4

Reducing Social Loafing

Make individual efforts identifiable and accountable. Emphasize valuable contributions of individual members. Keep group size at an appropriate level.

Risks of Championing

May cloud judgment about project May suffer from escalating commitment (due to too much optimism) Others may fear challenging senior executive

Benefits of Championing

More power and authority to fight for project Resource availability- able to allocate human and capital resources

Issues with Diversity in Teams

Perception can be "self-reinforcing" May be more difficult to reach shared understanding. May be lower group cohesion. Extended contact can overcome some of these challenges. Shared similarities exercise may also help

Project Charter

encapsulate project mission and articulates exact and measurable goals. May also describe: • Who is on team • Length and percentage of time members will be on team • Team budget • Reporting timeline • Key success criteria

Identity

In large teams, it's hard to foster a shared sense of _______________________.

Large Teams

can create more administrative costs and communication problems-costly delays

Benefits of a Small Team

close contact between team

Lead Users

customers who face same needs of general marketplace but face them months earlier than bulk of market and benefit disproportionality

Contract Book

defines in detail the basic plan to achieve goals laid out in charter. It provides a tool for monitoring and evaluating the team's performance. Typically provides: • Estimates of resources required • Development time schedule • Results that will be achieved • Team member's signatures: establish commitment & ownership

Frog Design Team

each project was assigned a multidisciplinary team

Involving Customers

help focus efforts on projects that better fit customer needs o Customer is often best able to identify the requirements of new product. o Customers may be involved on NPD team.

Frog Design Expanding

identifying new products and services for existing and new markets (ex: Disney's line of consumer electronics)

Frog Design Case

large global design firm

Management

lean organization (many projects & outsourcing)

Biggest Challenge

managing 3 development cycles simultaneously

Cross-Functional Teams

members are drawn from multiple functional areas in the firm, resulting in a number of advantages: 1. Broader knowledge base and increased fertilization of ideas 2. Allows project to draw on wider mix of information sources 3. Wider mix of resources-outside contacts 4. Better problem solving-multiple view points

Functional Teams

members remain in their functional departments and report to their regular functional managers Meet periodically to discuss the project Usually temporary and time spent on project is less than 10% No project manager or liaison (Members report to functional manager) Structure provides little cross-functional communication opportunity Team members may have little commitment Likely to be appropriate for derivative projects.

Autonomous Teams

members removed from functional department and dedicated full-time (often permanently) to the development team Team member collocated with project managers (very senior person) Don't conform to operating procedures of rest of org-own policies Members dedicated full-time (and often permanently) to team. Project manager is typically very senior manager. (Given full control over resources contributed from functional departments and has exclusive authority over evaluation and reward of members.) Likely to be appropriate for breakthrough and major platform projects. Can be difficult to fold back into the organization.

Heavyweight Teams

members removed from the functional department so that they may be collocated with the project manager Project managers-typically senior management (significant authority) Core group dedicated full-time to the project (often still temporary) Strong cross-functional coordination and communication Members are collocated with project manager. (placed next to) Likely to be appropriate for platform projects.

Lightweight Teams

members reside in their functional department and supervisors retain authority over evaluation and rewards Project managers and dedicated liaisons who facilitate communication and coordination (typically junior or middle management employees) Members still report to functional manager. Temporary and members may spend less than 25% of time on it Likely to be appropriate for derivative projects.

NDPP Maximize Fit with Customer Requirements

must offer more compelling features, greater quality, or more attractive pricing than competition

Heavyweight & Autonomous Teams

need senior manager with high status, good at conflict resolution, & capable of influencing engineering, manufacturing, & marketing functions.

What are the cost implications of Minimizing Development Cycle Time?

o Development costs directly related to time o Obsolete technology is slow to the market o Short Developmental time-ability to quickly revise or upgrade o Negative costs associated with shortening development time?

Advantages of Minimizing Development Cycle Time

o Helps firms build brand loyalty o Preemptively capture scarce assets o Build customer switching costs o More time to develop complementary goods (likely to have installed base and complementary good advantages)

Team Administration

o used by heavyweight and autonomous teams

Beta Testing

"beta version" (early working prototype) released to users for testing and feedback (used to get customer input early)

Measuring Performance Can Help

1. Identify which product met their goals and why 2. Benchmark compare to competitors or to own orgs prior performance 3. Improve resource allocation and employee compensation 4. Refine future innovation strategies

Five Myths about Project Championing

1. Projects with champions are more likely to be successful in the market 2. Get involved because they are excited about project rather than from self-interest (in Mousa's experience this is true!) 3. More likely to be involved with radical innovation projects 4. Champions are more likely to be from high (low) levels in firm 5. Champions are more likely to be from marketing

Design For Manufacturing

1. a way of structuring the new product development process by articulating a series of design rules • Purpose: to improve product quality and reduce costs • Advantages: • Can shorten development cycle time • Can increase product fit with customer requirements

Failure Modes and Effects Analysis

1. firms identify potential failures in a system, classify based on severity, and put plan to prevent reoccurrence • Risk Priority Number=Severity x likelihood of occurrence x inability to control defects

Control Development Costs

1. if too high, it may be impossible to recoup development expenses (must be effective and efficient) o However, these three are not positively correlated

Decentralized Self-Coordination

All R&D conducted by decentralized divisions that coordinate loosely with each other.

Commercialization and Design refinement

CAD files used to create protoypes • Used SLA versions to solicit customer feedback (betatesting)

Core Team as System Architect

Core team takes lead role in R&D activities while also coordinating the R&D activities of the decentralized divisions.

95%

Despite the intense attention paid to innovation, failure rates are still very high. (________ of all new product development projects fail to result in returns)

5

Firms depend on products developed in the last ____________________________ years for more than 50% of sales.

Junior or Middle Manager

Lightweight teams need what type of manager?

System Integrator as Coordinator

Most R&D activity conducted by decentralized divisions, but each coordinates with central integrator.

Involving Suppliers

NPD team or consulting (alliance partner) can improve design & development efficiency. (Suggest alternative inputs: cut costs or improve functionality)

Centralized Venture Team

R&D resources transferred to centralized venture team, which then conducts all R&D activities.

No Clear Sense of Features Customers Value Most Overestimate Customers' Willingness to Pay For Features Difficulty Resolving Heterogeneity Demands

Why is maximizing the fit with customer requirements so difficult to achieve?

Team Composition

a lack of cross-functional communicated can result in many issues.

Team Size

bigger is not always better (average size is 11 people)

Stage-Gate Process (R.G.Cooper)

blueprint for moving projects through different stages of development (5 stages) • Proceeding each stage= "Go/Kill Gate" (3 components) established in development process where managers evaluate whether to kill project or allow it to proceed (60% of firms use some form of this)

Tooling

process of building mold used to mass produce the product

Frog Design Deliver Process

refines and documents chosen solutions (all product specifics, models, tools, etc. are turned over to the client)

Frog Design Evolving

reinvigorating company's existing assets (ex: Lufthansa seats)

Team Leader

responsible for directing team activities, maintaining project alignment goals & serving as communicator between team & senior mgmt. May impact team performance more directly than senior management or champions

Frog Design Envision

rethinking the brand (ex: Motorola of the future)

Performance

rewarded through recognition at monthly meetings

Project Champion

senior member of a company assigned to champion a new product development project

Partially Parallel Development Process

shortens overall development time, & enables closer coordination between stages. • In some situations: a parallel process can increase risks. -all or some of development activities at least partially overlap (aka: simultaneous engineering) o EX: product design commences before concept development is completed o Can sometimes increase the risks or costs of development process

Frog Design Process

stretched from idea stage through sale of product (3 phases)

Quality Function Deployment

takes managers through organized problem solving process ("House of Quality") • Matrix that maps customer requirements against product attributes (completed in a series of steps) o Advantage: provides common language and framework for project team interaction

Frog Design Discover Process

team members do significant research to understand client. Findings are accumulated to identify goals, opportunities, and critical success factors

Homophily

tendency for people to interact with others whom they perceive as being similar

Minimize Development Cycle Time

time elapsed from project initiation to product launch, usually measured in months of years

Developing Ultimate DJ Headphones

tough ear pads, headphones worn righty or lefty, sound quality not to clear/bass/muddy, coiled cord & straight cord options Create headphones that didn't look like headphones

Frog Design Design Process

transform intangible inspirations and ideas into tangible solutions that can be used and evaluated

Computer Aided Design

use of computers to build and test product designs (mfg-implementation of machine controlled processes)

Social Loafing

when an individual in a team does not exert the expected amount of effort and relies instead on the work of the other team members (human tendency: put forth less effort in group than when working alone)

Virtual Teams

• members may be a great distance from each other but still able to collaborate intensively via advanced information technologies o Videoconferencing, groupware, email, and Internet chat programs. o Enables special skills to be combined without disruption to personal lives. o Losses of communication- lack of proximity and direct, frequent contact. o Requirement: comfortable with technology, strong interpersonal skills and work ethic, and can work independently.