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ASME Product Development Cycle
ASME Product Development Cycle
1. 2. 3. 4. 5. OVERVIEW Explain the product development cycle Define project management processes Relate #1 and #2 Discuss the tasks behind each process Suggest simple communication tools Bob Carson March 11, 2004
Product Development Cycle and Project Management Process
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Expected Outcomes
Individuals will recognize the value of effective project management skills in todays product development cycle
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Common Definitions
Product Development Cycle: the period of time Cycle: needed to complete the set of events that develops an idea into a quality product Process: Process: the ordered set of events required to achieve a quality result and ensure robust, repeatable results Project: Project: the organization of the team s commitment to deliver a product Project Management: the control of team Management: behaviors across the Product Development Cycle
Product Development Cycle and Project Management Process 3
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Motivation
Engineers should learn about todays development practices An engineers skill set should parallel industrys expectations Efficient individuals develop effective project management skills
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Phase 0 - Generate Idea Phase 1 - Plan Phase 2 - Develop Phase 3 - Validate Phase 4 - Qualify Phase 5 - Produce
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Plan the Engineer work for Functional the Team Models Gantt Chart
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Present an idea Plan the work Work the plan Learn from experiences
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STEP 1
10
Quick
STEP 1
13
STEP 2
15
STEP 2
16
STEP 2
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Link deliverables
Match deliverables to milestones by phase. Plan for deliverables that are not tied to key milestones. What are some examples of key deliverables?
STEP 2
New parts or components Module prototypes System prototypes Marketing collateral New test equipment and rework systems New manufacturing equipment or machines
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Define tradeoffs
Showstoppers need defined before finalizing the plan Establish tradeoffs to give the team clear direction should known risks develop This task avoids wasted time later in the project. It shows the decision-makers a decisionteams due diligence to project success
STEP 2
19
STEP 3
22
Report routinely
Report project progress using data Communicate project status to all decisiondecisionmakers and stakeholders with Quality, Performance, Cost and Schedule metrics Suggest recommendations when negative data identifies a need for change. Never report a problem without a recommended solution
STEP 3
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Date: 11MAR04
GREEN RED Quality Performance Schedule Cost
Project Start Date:10DEC04 Current Phase: Validation Original End Date: 2APR04 Current End Date: 27APR04 5MAY04
Start Date
Upcoming Activities UACT 1 UACT 2 UACT n Completed Activities CACT 1 CACT 2 CACT n
% Over Budget
_____
Completion Date
Team Member
Summary of current weeks activities Finalized the test fixtures for Proto3A Modified the test code for UL testing platform Modified test fixtures for Proto4A Build self locking fixturing for Mfg Qualification tests
Status
Andersen
Zeller Issue
Summary
Schedule Comments:
HILL
15MAR
Low risk item: Mfg Engr has high confidence that Production tests will still meet schedule
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Cost of Changes
Cost
1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
$1,000,000
$500,000
$250,000 $50,000 $5,000 $500 Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
HYPOTHETICAL
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Communicate change
Never surprise anyone Over-communicate when change happens Over Ensure all decision-makers and stakeholders decisionagree with any new tasks or plan changes
STEP 3
27
Process Step 4. Learn from experience Phases 0-5 0Professionals use well-documented wellevents to reinforce good behaviors and discourage bad ones. Continuous improvement discipline demands everyone to learn from past experiences shed the bad and share the good.
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Document events Train the positive Toss the negative Teach your world
STEP 4
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Document events
STEP 4
Every event during a project is an opportunity for improvement. Eliminate these events from practice by modifying processes and work recurrence. instructions to prevent recurrence. Live the NMI discipline
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STEP 4
NMI Discipline
NameIt: NameIt: If a process is not defined the you do NOT know what to do MeasureIt: MeasureIt: You cannot measure a process unless you have defined it ImproveIt: ImproveIt: A process cannot be improved unless you can measure it
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STEP 4
Every event during a project is an opportunity for improvement. Incorporate these events into practice by modifying processes and work instructions to ensure recurrence. Live the NMI discipline
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STEP 4
Proactively share the Lessons Learned across the organization. Educate others of possible benefits in other areas of the organization.
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STEP 4
Conclusions
Process Phase 0 Phase 1 Ideas Plan Steps 1 Develop Ideas 2 3 4 Plan the work Work the Plan Learn from positive and negative events
Phase 2 Phase 3 Phase 4 Develop Validate Qualify Phase 5 Produce
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