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The Product Development System - Coggle Diagram
The Product Development System
Product Life Cycle
Development Stage
Market's needs - product
Introduction Stage
Product launching
Growth Stage
Growth in sales and profits
Maturity Stage
Mantaining the market it has built up
Decline Stage
Market start to shrink
¿How does my PDP compare to this?
¿Does it encompass the whole product lifecycle?
Product Development Process
Set of activities
Refinement process
Particularities
¿How these affect your own company?
¿How these affect each center?
¿Are they undestood by my development team?
Uncertainty
Desired quality criteria
Acceptable design within the span of time
Acceptable design within a given budget
Capability of the resources and technology to provide performance benefits
Utility or value to the market
Political, economic, laboral, societal and other factors in the buisness environment
Search
objective information and
answer specific questions
People-Based
Own cluture, values, personality, etc.
Ambiguity
Multiple conflicting interpretations of the information
Search
the meaning of things
Non-linearity
Iteration
Planned
(Iterative process)
Unplanned
(rework)
Interruption
Critical design issues, unplanned communication, trivial question, etc.
Changes
Nothing ever happens exactly as planned
Complexity
Product
Processes
Organization's Structure
Product
Results from PDP
¿My product is pulled or pushed?
Concentrate in the value it is going to deliver
Product Development Performance Drivers
¿Presence in my particular development project?
External Environment
Issues originated outside the PDS
Market
Consumer decision, globalization and product lifecycles
Buisness
All external factors except from market itself
Internal Environment
Outside of the PDS but still within the parent organization
Organization culture
Values, beliefs, assumptions, behavioral norms, artifacts and patterns of behavior
Corporate strategy
Objectives, purposes or goals, main policies and plans for achieving those goals
Organizational structure
Responsibilities, authorities and relations
Buisness functions
Relation between product development and other functions
(human resources, sales)
Supporting processes
Processes that permeate several functions
(training, knowledge management)
Project Environment
All the product development management and execution activities
Initiation
Defines and authorizes the development
Planning
Defines and refines objectives and pans the course of action to attain the objectives
Execution management
Integrates people and other resources to carry out the plan
Development control
Measures and monitor progress to identify variances from original plan so that corrective actions can be taken when necessary
Communication
Issues that could interfere with effective exchange of information
Development execution
Effective engineering
Requirements development, technical solution and integration, and verification and validation
Resources
People
Proper knowledge, experience and skills
Tools
Adequate to each task and integrate between themselves
Standards
Good
Reduce variability of development process, increase quality of each task and the development success as a whole
Bad
Provide misguidance and confusion by requesting wrong deliverables or by suggesting a non-coherent or badly defined set of processes
Apendix A
Product Development Metrics
How to measure the system
Product quality
Product buisness case
Keeping track of how strong your buisness case is through the development project
Product cost
Development productivity
Level of resources required to take the project from concept to commetcial product
(hours worked, materials, equipment, services)
Development capability
Accumulated knowledge/ experience from previous projects that increase the productivity of future projects
Development time
How quickly the company can move from concept to market
Development cost
When choosing metrics
SMART criteria
Apendix B