E-Book Overview
The book's premise remains solid: time is worth money, and if you quantify this value you can buy time wisely, often to enormous advantage. Rather than pursuing development speed at any price, the authors emphasize subjecting time-to-market decisions to the same hard-nosed business logic used for other management decisions. "Developing Products" is unique in providing tools for trading off schedule against other business objectives. It integrates powerful methods to manage risk and use resources effectively with proven techniques to accelerate product development.
E-Book Content
Table of Contents Title Page Copyright Page Biographies Foreword Preface CHAPTER 1 - Faster and Still Faster WHY DEVELOP PRODUCTS FASTER? WHAT IS THE PRICE OF A SHORT CYCLE? TIME-TO-MARKET IS NOT A UNIVERSAL SOLUTION BUILDING A HOLISTIC APPROACH SUGGESTED READING CHAPTER 2 - Putting a Price Tag on Time THE FOUR KEY OBJECTIVES THE BASIC MODELING PROCESS ADVANCED MODELING TIPS ON MODELING SUGGESTED READING CHAPTER 3 - The Fuzzy Front End WHY THE FUZZY FRONT END IS IMPORTANT DRAWING ATTENTION TO THE FUZZY FRONT END IMPROVING FRONT-END PROCESSES A SAMPLE FRONT-END PROCESS SUGGESTED READING CHAPTER 4 - The Power and Pitfalls of Incremental Innovation ADVANTAGES OF INCREMENTAL INNOVATION DISADVANTAGES OF INCREMENTAL INNOVATION REQUIRED INFRASTRUCTURE SUGGESTED READING CHAPTER 5 - Capturing Customer Needs PRODUCT SPECIFICATIONS: A VITAL COMMUNICATION LINK DIFFICULTIES IN WRITING SPECIFICATIONS KEEPING THE CUSTOMER IN THE FOREGROUND FOCUSING ON WHAT COUNTS WRITING SPECIFICATIONS JOINTLY SUGGESTED READING CHAPTER 6 - Using System Design to Compress Schedules THE KEY ARCHITECTURAL DECISIONS MANAGING RISK WHO SHOULD DO ARCHITECTURE? SUGGESTED READING CHAPTER 7 - Forming and Energizing the Team THE TEAM LEADER THE TEAM MEMBERS TEAM FORMATION MOTIVATING THE TEAM SUGGESTED READING CHAPTER 8 - Organizing for Communication ORGANIZATIONAL OPTIONS DEVELOPMENT TEAM ISSUES
FITTING FAST DEVELOPMENT TEAMS INTO EXISTING ORGANIZATIONS CO-LOCATION TEAM TRAINING SUGGESTED READING CHAPTER 9 - Designing Fast Development Processes MOVING BEYOND THE “PHASES” MENTALITY THE KEY ROLE OF PARTIAL INFORMATION OVERLAPPING HARDWARE AND SOFTWARE DEVELOPMENT CREATING OPPORTUNITIES FOR OVERLAPPING THE ROLE OF TECHNOLOGY TOOLS SUGGESTED READING CHAPTER 10 - Controlling the Process THE LOGIC OF PROCESS CONTROL DECENTRALIZING PROJECT CONTROL KEY CONTROL TOOLS SUGGESTED READING CHAPTER 11 - Preventing Overloads PROJECT DILUTION BECOMING SENSITIVE TO OVERLOAD THE BASIC RULES TRAPS TO AVOID SUGGESTED READING CHAPTER 12 - Managing Risk Proactively KINDS OF RISK PROACTIVE RISK MANAGEMENT OTHER RISK CONTROL TECHNIQUES STREAMLINING THE TRANSITION TO MANUFACTURING SUGGESTED READING CHAPTER 13 - Bridging the R&D-Manufacturing Gap WHY WE NEED CONCURRENT DEVELOPMENT A BROADER CONTEXT SUGGESTED READING CHAPTER 14 - The Role of Top Management TOP-MANAGEMENT LEADERSHIP OTHER WAYS OF SUPPORTING AN ACCELERATED PROJECT SOLIDIFYING AGREEMENTS THREE ESSENTIAL THINGS AN EXECUTIVE MUST DO SUGGESTED READING CHAPTER 15 - Making Changes Faster THREE PATHS TO ORGANIZATIONAL CHANGE USING PILOT PROJECTS TO INITIATE CULTURAL CHANGE USING CONTINUOUS IMPROVEMENT TO BUILD A DYNAMIC CAPABILITY GET GOING SUGGESTED READING
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This text is printed on acid-free paper. Copyright © 1998 by Preston G. Smith and Donald G. Reinertsen Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rose