INMA (Kap. 7 / 8)
Project Management Models
The Staged / Sequential Model
The Cross-functional Team
Agile Models (software design)
Initiation-->Definition-->Design-->Development-->Implementation
Waterfall Model (software, iterations just between adjacent stages)
Managing Project Risks
Scrum Model
Customer feedback is important to improve the product (Design, Customer feedback, Redesign, Prototype, Test Trial,...)
extreme agile method, small team, short time, no project manager
flexibility, close communication and empowering individuals (how/what the work is done)
Types of Risk
Identifying Risks
Phase Gates
Management Process at the Gates
Project Learning
show-stopper
minor risks
pitfall risks
The Design Structure Matrix (simple and powerful tool for checking the order in which information is requiered (complex project)
Phase reviews with gates (milestones)
Stage-Gate Process (Idea generation --> Preliminary investigation --> Business case preparation --> Development --> Testing & Validation --> Full Production & Launch
peer review (design review)
review from a team (colleagues) from outside the project, in order to pick up any problems the team may have missed
other docs (test results, market survey reports, financial analyses, marketing plans,... (checklists)
Post-project review (PPR) project team members discuss hot the project was conducted and what could have been improved
Timing --> as soon as possible (after project)
Scope, atmosphere and moderation
Learning from success and failures
Learning at different levels -->all aspects of the project (technical, personal, infrastructure, ...)
Dissemination of the results --> show/communicate/discuss results
Linking the learning to actions --> through a project knwoledge broker
Warum Design Thinking funktioniert Liedka, Jeanne (2019)
Erfolgreiches DT (soziale Technologie)
Erstklassige Lösungen
Unterstützung der Mitarbeiter
Geringes Risiko & Kosten (bei Veränderung)
Problem in interessante Fragestellung übersetzen, nutzerorientierte Kriterien (durch MaFo), unterschiedliche Perspektiven
An der Ideenfindung beteiligen
Kundenbedürfnisse erkennen
Immersion (Empathie)
Sensemaking
Abstimmung
Gallery walk (Plakate mit Daten/Infos von Befragten -->gemeinsamer Rundgang, mit Austausch, um Erkenntnisse abzuleiten
Workshops und Diskussionsrunden "Wenn alles möglich wäre, welche Aufgabe würde das Design besonders gut erledigen?"
Ideen entwickeln
Entstehung
Artikulation
Welche Umstände und Voraussetzungen müssten erfüllt sein, damit eine Idee funktioniert?
Ideen testen
Prototyping, schrittweise Verbesserung der Nutzererlebnisse mit einem unfertigen Produkt
Vorab-Erlebnis (wichtigste Elemente des angestrebten Nutzererlebnisses)
Lernen in der Praxis (Praxistests, reduzieren bei MA und Kunden die völlig normale Angst vor Veränderungen)
The drivers of success in new-product development (Robert G cooper (2019)
Success drivers of individual new-product projects
Drivers of success for businesses: organizational and strategic factors
Unique superior products (USP)
Market-driven products an voice-of-the-customer (VoC) built in
Pre-development work - the homework
Sharp, early, and fact-based product definition
Iterativ, spiral development - build, test, feedback, and revise
The world product - a global orientation
Planning and resourcing the launch
A product innovation and technology strategy for the business
Focus and sharp project selection decisions - portfolio management
Leveraging competencies - synergy and familarity
Targeting attractive markets
The resources in place
Effective cross-functional teams
The right environment - climate and culture
Top management support
The right system and processes
A multistage, disciplined idea-to-launch system
Speed - but not at the expense of quality of execution
Building agile into traditional B2B gating systems
Effective ideation
Quality of execution