Randy Iliff presented the 3 Secrets to Successfully Managing Product Development Programs webinar to the ProjectManagement.com community and provided three secrets to successfully manage product development programs. Randy provided a wealth of information in his presentation. We were not able to get to all of the questions during the live session, but we have included them here.
Embedded products for automotive applications typically follow a very rigid development process. The details vary from Original Equipment Manufacture (OEM), however, the need for risk mitigation is the same. Development for vehicle systems can be quite costly. Additionally, mistakes can have a heavy impact on quality perception as well as legal ramifications.
It’s rare to read about product development processes these days without mention of the benefits of using agile methodologies, yet one might be led to believe this only works for software development. Are hardware teams left out of the agile world? Not at all. You just need to be agile and adapt.
Generating new ideas is no rocket science but requires out of the box thinking and the passion to do things differently. The article discusses about how new ideas can be generated with the help of an example.
Organizational set up has to be conducive to support new product development. Foremost companies must allocate funds for research and development, the conventional way is the percent of sales technique.
Integrated product and process development combines the product design processes along with the process design. The article looks in detail about the advantages and key factors for integrated product and process development.
Creating eLearning these days has never been easier. However, easy does not mean instant. Unfortunately, the boss heard about how fast it can be to crank out eLearning content and asked if you can have 60 minutes of content ready…
Problems emerge when a company tries to create products for external customers using processes meant for internal technology development. Here’s an explanation of the vast differences between the IT and product organization models, from mindset to metrics.
You’re a hardworking, successful business analyst (BA), and have just been told your organization is “going agile.” Perhaps you’ve heard a few details about the types of roles involved in an agile development environment, but nothing that really depicts how a BA fits into this new atmosphere. So what does this shift in your organization mean for you?
Testing at the end of a development cycle is a common practice in traditional approaches. Unfortunately, it becomes an obstacle on your path to agility, slowing down your ability to deploy to production faster. Let’s take a look at what goes on in this testing phase, some potential causes and ideas for getting unstuck.
Little thought is given to enhancing the data warehouse after production. But all of these areas would be given proper treatment during the initial warehouse development–if a clear process was followed.
We all recognize the importance of benefits realization management. But benefits are identified and derived from the business case. Without a realistic business case, benefits realization management is hardly worth the effort. A development process based upon an iterative model and the use of best practices can increase the quality and trustworthiness of the business case.
Using product quality to deliver business value in agile development is vital. This article provides a how-to for progressive change agents interested in delivering products that generate measurable business value for their customers and stakeholders. You’ll learn how product qualities differ from functions, how to identify the right ones, measure them and use improvements to drive business results.
In the webinar Eight Steps to Designing New Products for Business to Business Customers, Larry Micek took us through eight steps on how we can improve new product development success rates. The session was packed with information, and here are the questions and answers that came out of that session.
How to Develop a Product. The difference between successful products and bad inventions happens in product development. Lots of inventors have good ideas, but the ability to transition those ideas from flashes of brilliance to salable…
The 4-Hour Work Week by Tim Ferriss The New York Times bestselling author of The 4-Hour Body shows readers how to live more and work less, now with more than 100 pages of new, cutting-edge content. Forget the old concept of retirement and the rest of the deferred-life plan–there is no need to wait […]
As we make our way out of the recent recession, it is clear that the business world has changed dramatically and there will be no going back to the way things were. Yet the training and development world remains largely stuck in dated thinking, practices, and programs that are increasingly ineffective and often irrelevant….
(From The National Business Review) — The government has announced a fresh initiative to boost workplace productivity. The new ‘High Performance Working’ initiative will provide a pool of $1m per year to fund a network of specialist business consultants, who will work with businesses to promote more effective use of time and skills in the workplace. “Achieving greater employee engagement and developing sound workplace practices is crucial to growing a successful business,” Labour Minister Kate Wilkinson said in a release today. It is expected that about 70 firms per year will receive between $10,000 – $15,000 in consultant services under the new scheme, which is designed to complement New Zealand Trade and Enterprises’s new training and development voucher programme. Read more.
(From Online PR News) — According to a recent Aberdeen Group study sponsored in part by SilkRoad technology, inc., the leading provider of Talent Management solutions, 63 percent of organizations with a formal Onboarding process experienced employee performance improvements within the first year. Aberdeen interviewed 466 human resources professionals for the study, “Onboarding: The First Line of Engagement,” and concluded companies with a formal onboarding process (with a dedicated strategy and objectives) had a 60 percent greater year-over-year improvement in revenue and a 63 percent greater year-over-year improvement in customer satisfaction than those with an informal or ad-hoc onboarding process. The 466 executives identified the most important goal of onboarding as ensuring employees are engaged and assimilated into the company’s culture and to make them productive as quickly as possible. Out of the companies Aberdeen found to have “Best-in-Class” performance, 85 percent have a formal onboarding process in place. Of those top companies, 67 percent also supported onboarding processes with formal learning and development, and 66 percent evaluated its onboarding impact at least annually. Read the full release. For more information on onboarding, consider attending the session From Knowledge Hoarding to Collaboration: New Employees Lead the Wayat the ASTD 2010 International Conference and Exposition!
As organizations look to the future of business, the performance of every employee will be critical for business growth. So global talent management expert Development Dimensions International (DDI) has created a development solution to help individual contributors boost the skills that will improve both individual and group effectiveness DDI’s program, Interaction Management: Exceptional Performers (IM: ExPSM), includes eight courses to build the skills of professionals and emerging leaders, from financial whizzes to engineering gurus. “Organizations can’t afford to ignore this group of professionals that aspire to be the technical experts as well as the next generation of leaders,” said Jim Davis, Vice President of Workforce and Service Development for DDI. IM: ExP uses interactive learning experiences to build skills that result in positive behavior changes in employees, resulting in a more productive and more engaged workforce. The course list includes: Communicating with Impact, Embracing Change, High-Impact Feedback and Listening, Networking for Enhanced Collaboration, Navigating beyond Conflict, Valuing Differences, and Working as a High-Performing Team. Read more.
Sunrise, FL-July 22, 2010 – Learn.com, the Knowledge Platform company, announced today that Church’s Chicken, a major quick-service restaurant chain specializing in fried chicken, headquartered in Atlanta, Georgia, has selected the company’s knowledge platform technology to automate and standardize training for their employees in company-owned stores. Church’s main focus is restaurant operations training for team members. Utilizing the Learn.com platform in a phase-one rollout, Church’s can automate, standardize and track employee training across the enterprise with features such as built-in authoring tools to create and share content with employees and dashboard reports that align job requirements and competency for each role. In phase two, training will be extended to franchisees. “Learn.com, with its extensive quick-service restaurant experience and outstanding technology, understands the value of its products relative to our needs,” said Steve Heissner, Director of National Field Training. “We can track job and restaurant safety training while our employees take advantage of the on-demand 24/7 access of the Learn.com platform.” Read more.
MISSISSAUGA, ONTARIO–(Marketwire – June 28, 2010) – Canadian manufacturing workers and businesses will benefit from a Government of Canada investment in a literacy and essential skills development project. The Honourable Lisa Raitt, Minister of Labour, together with Mr. Bob Dechert, Parliamentary Secretary to the Minister of Justice and Member of Parliament for Mississauga-Erindale, made the announcement today on behalf of the Honourable Diane Finley, Minister of Human Resources and Skills Development. “Our government believes that working with partners to improve literacy and essential skills is a great way to help Canadians build better futures,” said Minister Raitt. “By identifying best practices and creating tools to help businesses incorporate these critical skills in their training programs, this project will ultimately help workers get the skills upgrading they need to stay safe and productive on the job.” Read more.
Social media is a force and trend that should be embraced, according to new research from the American Society for Training & Development (ASTD). A new research report, The Rise of Social Media: Enhancing Collaboration and Productivity across Generations finds that regardless of generation, workers in the United States believe that social media tools have an important role to play in workplace learning and development. The study also finds that most companies have a long way to go when it comes to implementing social media tools for the learning function. While the vast majority of respondents used social media in their personal lives, only 24 percent said their informal learning at work included social media. However, more than 80 percent of survey respondents said social media tools would become an important part of the learning function within the next three years. The findings show very strong and significant correlations between high use of social media tools at work and respondents’ opinions that the tools help them get more and better work done, learn more truly useful things, and learn more in less time. The Rise of Social Media: Enhancing Collaboration and Productivity across Generations shows that social media tools have considerable value for the learning function. ASTD President and CEO Tony Bingham says, “Understanding the huge impact Web 2.0 technologies have on how the workforce learns is critical to engaging employees and customers, and ultimately, critical for an organization’s growth and success.” The topic of social media in the learning function will be addressed by Bingham at ASTD’s 2010 International Conference and Exposition on May 17. For more information on The Rise of Social Media: Enhancing Collaboration and Productivity across Generations visit www.store.astd.org.
With a median salary of $75,000, learning and development (L&D) professionals are paid relatively well compared to other HR professionals and the general workforce, but pay levels have not increased, on average, in the last four years. Also unchanged is the gender salary gap – men continue to earn more than women in the L&D profession. These are among many findings in the just-released Salary and Compensation Report from ASTD and the Institute for Corporate Productivity (i4cp). The report is the most comprehensive analysis of salary and compensation for L&D professionals and includes detailed analysis of practitioner demographics across industry, tenure, and gender. Based on responses from 1,997 U.S. employees, it includes findings from 40 compensation and benefit data points. ASTD’s last salary survey was conducted in 2007, before the onset of the global economic recession. The ASTD Learning and Development Industry Salary & Compensation Report, 2011 contains these key findings The ASTD Learning and Development Industry Salary & Compensation Report, 2011 is the definitive salary and compensation report for the L&D industry. A whitepaper about the research is free to ASTD members. The full report can be purchased from the ASTD Store.
From Applied Performance Solutions, March 20, 2009 Contact: Grant Howard 415-945-9812 email@example.com www.appliedperformancesolutions.com Layoff Survivors and Productivity A recent survey of workers who have survived corporate layoffs in the past six months finds that 74% feel their productivity has declined. In addition, 64% feel the same about their co-workers. The bottom line: They believe the quality of their company’s products or service has suffered because of layoffs. Diane Valenti, an expert in performance consulting, helps companies maximize their investment in human capital. “There is a whole segment of the population that I call layoff survivors,” she says. A simple process can help improve productivity: 1. Ensure the mission of each job is aligned with the company strategy. 2. Identify tasks that are essential and those that can be eliminated. 3. Confirm or develop specific, measurable quality standards. 4. Identify barriers to performance. 5. Improve morale by acknowledging the difficulties of layoff survivors. Bio: Diane Valenti has more than 20 years of experience as a performance consultant. She is president of Applied Performance Solutions, Inc., and her clients have included Genentech, Nike, and Starbucks Coffee Company. Diane is the author of “Training Budgets Step-by-Step.” She appeared in articles in Training Magazine, TD&J and Learning Circuits. In addition, she wrote a professional booklet for the American Society of Training & Development (ASTD).
By investigating research from the field of neuroscience and engaging the perspectives of an organizational development practitioner, training can take on a new dimension as we investigate how brain science is helping to shape the work cultures of tomorrow. If an organization adopts the transnational power of respect, there will be improved business culture, productivity, and profitability. In this session, learn how to incorporate an environment of engagement and trust, which ignites the brain…
Gamified content, badges, and certificates, and a best-of-breed content strategy through Moodle can inspire social learning, collaboration, and friendly competition that keeps employees engaged and productive.
Video is the new flipchart. Learning and development professionals are increasingly called on to create video content that extends learning beyond the classroom; as well as to introduce more learning resources into classroom training. This program teaches learning professionals how to use consumer-level equipment to create engaging video that looks professional and reinforces learning. Participants will learn all aspects of shooting professional-looking video, from planning and pre-production, to shooting and recording sound, to editing and deployment. At the end of this program, participants will be able to confidently produce quality video quickly and affordably.
Learners are busy and want results. This issue will show you how to focus on two key components of instructional systems developmentdesign and developmentso that your design clearly gives participants what they need to know, while focusing on learning transfer, and how your training ultimately impacts the organization. The competency-based approach offers advice on design basics, instructional strategies, and course descriptions, plus pointers on the basics of developing course materials. Editor: Cat Sharpe
Product SKU: 258905 ISBN: 978-1-56286-166-7
Pages: 16 pages Publisher: ASTD Press
Instructional systems development (ISD) can be a complicated business, and sometimes you just need an overview. Heres the Infoline for you. This issue provides an ISD overview along with a short profile of each component the simple design model known as ADDIE (Analysis, Design, Development, Implementation, and Evaluation). You will find a detailed explanation of each element along with practical advice on building your next training session using the model. The issue includes a useful course design checklist to keep you on track. Author: Chuck Hodell
Product SKU: 259706 ISBN: 978-1-56286-213-8
Pages: 16 pages Publisher: ASTD Press
Creating a workforce development system that encourages and supports employee talents and motivation is difficult work without a systematic approach. This Infoline shows you how to accomplish this goal using a six-step process for creating and implementing a career system. Detailed background sections provides information on what these systems can do for an organization along with case studies to demonstrate how career systems have succeeded in other organizations and explains the components of a career development system. It outlines six steps for creating and implementing a career system. Authors: Stephen K. Merman and B.J. Chakiris
Product SKU: 259410 ISBN: 978-1-56286-195-7
Pages: 16 pages Publisher: ASTD Press
Rapid Video Development for Trainers meets the needs of companies and individuals who are thinking about or have dabbled in video production. Written specifically for trainers by a 20-year media industry veteran who has worked in Europe, America, and Asia, Rapid Video Development for Trainers explains in clear, nontechnical language everything you need to know to create exceptionally instructive, cost-effective video yourself.
Sometimes, the things we do can limit our careers without us being aware of it. The Hogan Development Survey can help you uncover behaviors that interfere with productivity, interpersonal success, and career advancement. Find out more about it here.
Customer satisfaction is achieved through development of product and service, which have all attributes required by the customer. Lets discuss the features, stages and factors affecting the product design.
From an organizational perspective, companies like – Apple, Google, Microsoft etc, stand apart from the rest in their approach to product development which has enabled these organizations to become product leaders.
Internet of Things: Setting Up Your DragonBoard™ Development Platform from University of California, San Diego. Do you want to develop skills to prototype mobile-enabled products using state-of-the-art technologies? In this course you will build …
Largest independent provider of IT portfolio management solutions expects addition of strong earned value management offering will open new opportunities in the federal government and product development markets.
Four academians have received research grants from Project Management Institute to investigate and improve project management practices in four areas: virtual teams, new product development, professional development and organizational project governance.
Have you noticed any hints that your company isn’t customer intimate? Companies and their supportive corporate culture sometimes say one thing and yet practice another. Learn how to inspire your team to be customer intimate–in part by utilizing agile, which takes this approach to heart and emphasizes customer-centric product development.
As we conclude our two-part story, we look at how the project team is assimilating a new approach to product development with the introduction of the Ruby on Rails programming framework, and how the PM practice is helping the team cope with the challenges that RoR has introduced.
Rally Software has found success with its Agile portfolio management tool, but it knew it had to actively engage its customer base in order to continue to evolve the offering. Easier said than done. Here’s an inside look at how Rally got users involved in its product development process, and what can be learned from the collaboration.
Agile principles and practices aren’t just for product development. They can also improve your effectiveness as a day-to-day manager and the performance of your teams and department. Here are seven great reasons why you should consider adding Agile to your management toolbox.
In the area of new product development, project portfolio management solutions can help bring strategic and financial control throughout the project or product lifecycle. However, an NPD process roadmap is critical to the success of these tools. This article reviews PPM offerings in the NPD arena, and outlines a best-practices methodology to implement.
From closing gaps in the product development lifecycle to uniting the entire development team, a Customer Needs Management solution can foster innovation and accelerate new product development and launch.
Linear thinking, prescriptive processes and standardized, unvarying practices are no match for today’s volatile product development environment–or any “exploratory” project, for that matter. As processes swing from anticipatory to adaptive, project management must change also. It must be geared to mobility, experimentation and speed. But first of all, it must be geared to business objectives.
Every aspect of product development can be done better or worse. That includes being a team player, writing code, communicating requirements, testing functionality…you name it. But how do you ensure that people do the best thing? And, can you even do that? That is, can you somehow force good practice? And what can you expect to happen by doing so?
New product development doesn’t get done with paper and pen any longer. Nor is the back of the napkin the preferred receptacle for brainstorming. While the creative process is still fundamentally messy (and human), managing it efficiently is vital to business success. How can project portfolio management contribute?
One manager’s clients asked him to assist with improving the effectiveness of their PMO. They made it clear that the office was only responsible for the professional services arm of the business–and they weren’t prepared to discuss extending the scope of the PMO to include the product development team. Read on for more on this unique situation…
As product development organizations with constrained resources aim to make the most of their product pipelines, they are turning to project portfolio management. And PPM vendors are taking note, adding specialized capabilities to their offerings.
Anxiety and strain on the job is normal, but in the process of using Scrum it is common to find product development groups and senior management going head to head. Here we look at some keys to its successful implementation.
In the midst of a well-documented restructuring, Sun Microsystems knew its long-term relevance would depend on new product releases. And in one division, a two-year-old PMO is playing a lead role, helping to deliver a holistic, realistic view of new product development programs. In fact, the PMO has come to be called the Ministry of Truth.
The Agile mindset can be applied to activities beyond IT and product development, but it will require important critical changes to program management methods. The biggest transition is not in reengineering processes but in a management approach that involves different expectations, working relationships, incentives, metrics and reviews.
As environmental concerns and sustainability become bigger issues across all aspects of society, there is an argument for taking a rather longer-term view of product development–the concept of whole lifecycle thinking, ensuring that the costs of the product are considered from birth to retirement. What can project managers do to help develop and implement the concept?
No organization will succeed at new product development over the long haul without a systematic approach to project selection and resource allocation. It’s all about making informed go-kill decisions, again and again. Here are 10 best practices that can help — from data integrity and triangulation, to incremental commitments and cross-functional participation.
Application development has become more challenging as the complexities of developing, operating and maintaining an application are increasing. This article views application development through the lens of flexible product development.
Who needs function? When managing your next project, make sure the nonfunctional requirements are clearly specified and well documented. This will not only help your product development team make decisions while designing the system’s architecture, it will also make possible the acceptance of the product by the customer.
Integrated roadmaps help organizations document, visualize and manage their long-term new product development strategies. The benefits include high-level alignment between portfolios and strategy, to daily support for project management efforts. Here are guidelines for building and implementing integrated roadmaps.
In the first three parts, we made a provocative case for adding value to the PMP by complementing it with specific packages of credentials. This one will go deep into the new product development option.
Product development requires a unified, collaborative team effort. A social project management framework, combined with the right social tools, helps to connect team activities to the product development process and stakeholders. The benefits include increased visibility, more accurate estimates, responsive, real-time analysis and streamlined workflows.
How to Find a Supplier in China. Suppose you come up with a product idea or think you have market channels for certain products, and you want to find a supplier in China because of the low product development cost and low production cost…