Produktutveckling Johann Packendorff Dagens disposition Produktutveckling varför och vad Projektinitiering och beslut Produktutvecklingsprocessen Modeller för produktutveckling Något om leverantörssamverkan Produktutveckling varför? Ökad förändringstakt Kortare produktlivscykler Produkterna mer komplexa och avancerade Time-to-market livsviktig variabel i många branscher Externa samhällskrav Innebär ökade krav på styrning och effektivitet i produktutvecklingsprojekten! 1
Snabba och långsamma företag Projektinitiering och beslut Produktutveckling innebär svåra strategiska beslut - Vilken är vår strategi egentligen? - Prod utv kontra andra behov i företaget - Prioritering av projekt - Risknivå - Egen kapacitet & historik Resursfördelningsprocessen 2
Projektvalsmetoder Finansiella metoder och index - Nuvärdesmetoden - Internräntan - Pay-back-kalkyler - Finansiella nyckeltal Sannolikhetsbaserade metoder - ECV (maximera kommersiellt värde av projektet givet budgetbegränsningar) - Dynamic Rank-ordered list (ett slags BSCprognos för varje projekt) The Symptoms We Regularly See Arising From Poor Portfolio Management Situation Leads to.. Leads to.. Results in.. Results in.. Lack of Strategic Focus Reluctance to say no to projects Too many projects Over budget Projects Late Projects are sold on emotional basis -- not selected No strong review process Overemphasis on Financial ROI No clear strategic criteria for selection Can t kill projects Underestimation of risks and costs Quality of execution suffers Projects not aligned to strategy Business needs not met Benefits not received Lack of confidence (in IT) Projektportföljshantering Balansering - risknivå - tidshorisont - marknadstäckning - teknikområdestäckning - grundforskning/produktutveckling Konkurrent-benchmarking 3
Volvo - produkutvecklingsorganisation Volvo - beslutsmodell Astra Xeneca projektval 4
Produktutvecklingsprocessen Förstudie Produktkrav Kravspecifikation projektbeskrivning (mål, tidplan, kostnadskalkyler mm) Konceptutveckling Identifiering av kundbehov Målspecifikation Konceptgenerering Konceptval Koncepttest Slutlig specifikation Projektplanering 5
Kvalitetstesta tidigt! Saab - konceptanalys QFD 6
Systemutveckling & slutkonstruktion Olika delsystem i produkten utvecklas Delsystemen sammanlänkas funktions- och layoutmässigt Produkten som helhet definieras Prototyper byggs/tas fram Industrialisering förbereds Utvecklingstratten projektet som konvergerande system Teoretiska utvecklingsmodeller Stage-gate princip - Sekventiell stage-gate - Överlappande stage-gate Iterativ princip - Evolutionär produktutveckling - Prioriterad iteration 7
Sekventiell stage gate Överlappande stage-gate Iterativ utveckling - principskiss 8
Evolutionär produktutveckling Prioriterad iteration Concurrent engineering Från sekventiellt tänkande till parallellt tänkande Syfte: Snabbare time-to-market Problem: Betydligt mer komplex kommunikation Konstruktionsgenomgångar Rejält med initial diskussionstid krävs! Sedan går genomförandet desto snabbare 9
Simultaneous arrangement of the stages in the design activity First Stage in the Design Activity Second Stage in the Design Activity First Stage in the Design Activity Third Stage in the Design Activity Second Stage in the Design Activity etc. Third Stage in the Design Activity Communication between stages etc. Applying the traditional wastes to software development projects But there is more to it than just applying the 7 wastes to project management! Individual effectiveness Wheelwright & Clark (1992) 10
Activity classification Value activities: Necessary activities creating direct values for customers Institutional activities: Necessary activities not directly adding value for the customer Opportunity activities: Not adding value, but there is room for improvement Waste: Not adding value Lean Project Management Do not start projects ASAP (push), start them when there is available capacity (no time waste when started, less collisions with other projects) Pull principle: Reduce queues, optimize development batch size Decisions and information flows between project and line should be JIT (stage-gate thinking can imply waste) Critical chain Buffer management Bottlenecks on portfolio level identify and adjust capacity You do not have to finish each task on time to finish a project on time. Starting a project sooner does not mean it will finish sooner. Adding buffers reduces project duration and cost. Critical path thinking Identify logical task flow in order to see what path of activities is the longest. By making sure all activities on the critical path is performed on time, the project as a whole will be delivered on time. Problem: Resources often forgotten, high risk of delay when overloading resources 11
Critical chain thinking After identifying the critical path, one must also consider the resources necessary to perform these activities. The critical chain is the longest path through the project after resource leveling, i.e. making sure that each resource are used no more and no less than its availability. In the critical chain, buffers are used to handle variations if not you must estimate each activity at its worst case duration. Otherwise there will be collisions => bottlenecks => delays The Relationship between Stages in the Development Process late RESOURCES COMMITTED early single upstream cycle upstream cycle downstream cycle downstream cycle INFORMATION TRANSFER upstream cycle upstream cycle continuous dialogue downstream cycle downstream cycle Vanliga problem i produktutvecklingsprojekt Multipla mål, olika funktioner har olika dagordningar Fokus på nuvarande kunder, förvirring om framtida kunder Teknisk elegans viktigare än problemlösning och tidsramar Tendens att skjuta ändringar framåt i projekten Specialister i funktionella skorstenar Oklar ledning, oklar ansvarsfördelning 12
Delay in Time to Market of new products and services not only reduces and delays revenues, it also increases the costs of development. The combination of both of these effects usually delays the financial breakeven point far more than the delay in the Time to Market Cash Sales Revenue Cash flow Delayed Sales Revenue Delayed Cash Flow Time Development costs Development costs of delayed project Delay in Time to Market Delay in Financial breakeven Where should the management attention be? KNOWLEDGE CONCEPT ACQUISITION INVESTIGATION BASIC DESIGN INITIAL TESTS PILOT MANUFACTURING LAUNCH PRODUCTION RAMP-UP ABILITY TO INFLUENCE OUTCOME MANAGEMENT ACTIVITY PROFILE TIME Sorting out problems early saves greater disruption later in the design activity Low Slow Time to Market Degree of Agreement Over Design Decisions and Changes in Design Fast Time to Market High Early Stages of the Total Design Activity Later Stages of the Total Design Activity 13
Leverantörsmedverkan i produktutveckling Traditionell produktutveckling - sen leverantörsinvolvering - lägsta pris-strategi - långa ledtider Modernt synsätt - långsiktiga samarbeten - sammanhängande kedjor - kvalitetssäkring - kapitalrationalisering - minskad risk för sena ändringar Low involvement High involvement 14
Involveringsfaktorer att begrunda Anpassningar Komplexitet Långsiktighet Ömsesidiga beroenden Konflikter och samverkan Kunskapsdelning Förtroende Vinstdelning 15