NPD Project Management Guidelines

1
NPD Project Management Guidelines
Draft

• July 21st, 2005
• V1.0

2
Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

3
Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

4
Why NPD Project Management?

• What are the key Principles of NPDP?
• The NPDP Stage-Gate process is a standard
  methodology for moving a new product project from
  Concept to the Warehouse.
• The Stage-Gate process is based on a
  predetermined set of stages.
• Between each Stage is a Gate, i.e. a decisional
  point for  GO / NO GO , to ensure the project
  is aligned with the objectives.
• The project progress is tracked by the Critical
  Path Planning
• The development time from Concept to Warehouse
  varies with project typology (A, B, C, Color,
  ) and sourcing location

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Why NPD Project Management?

• NPDP works with
• 3 parallel Processes that are linked together
• Collection Development Process, the Master
  Process
• Project Development Process, the Main Process
• Style Development Process, the Sub Process
• The main process is at the range level ( Project
  ) includes the development of all styles
• The Seal Process is the RD Process

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Why NPD Project Management?

• The NPD process is a stage gate process from
  concept to warehouse requiring a lot of
  functional contributions in a synchronized manner
  
• The key purpose of the NPDP is to ensure the
  reliability and quality of the development.
  However, missing a collection date can drive to
  loose the investment effort!

Vertical Sync.

Collection Closure
Collection Board
Business Review
Collection Kick Off
Interselection
Collection Management
Launch
Production
Gate 0 OK Concept Draft
Industrialization
Gate 5 OK Production spec
Gate 6 OK Conformity
Research
Shaping
Prototyping
Analysis
Gate 1 OK pre PDR
Gate 2 OK PDR
Gate 4 OK Material
Development
Gate 3 OK Prototype
Seal
Seal
Seal
Seal
Seal
Seal
Seal
Style Management
Horizontal Sync.
All Styles need a White Seal to get the Ok
Prototype at the Project level (White Seal is
validated by Marketing Concept Design Product
Design) All Styles need a Black Seal to get the
Ok Production at the Project level
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Why NPD Project Management?

• Critical Path Planning
• The project progress is tracked by the Critical
  Path Planning supported by a planning tool
• Information
• The Critical Path Planning is a set of Key Dates
  which change with product typology/sourcing.
  There are more Key Dates in the Critical Path
  than Project Gates and Style Seals.
• The PPM is responsible for sending the planning
  report with initial dates / replanned dates /
  accomplished dates to the Project Team twice a
  month
• The Team members are responsible for informing
  the PPM at which date activities are accomplished

This is the Only Reference Planning for each
Project
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Why NPD Project Management?
What is missing today to get an effective NPD
process?
The project management formalism and discipline
will be even more required within an outsourcing
model
9
Why NPD Project Management?
What are the key drivers to liaise effectively
with an external partner ?

• Clarity of Product Specification (Product Brief
  ?)
• Speed of Process
• No come back on decision
• Empowered Team Member to coordinate external
  stakeholders

The project management formalism and discipline
will be even more required within an outsourcing
model
10
Why NPD Project Management?
What do we need to change quickly?

• To
• Critical path planning and controlling by focused
  resources
• Structured Gate Approvals with clearly stated
  accountabilities
• Empowered cross-functional project team managed
  horizontally by a leader
• Accurate reporting performed at project level
  consolidated at portfolio level and accessible at
  anytime by stakeholders

• From
• NPD activities coordination by Functional
  departments
• Cross-functional decision process with unclear
  roles and responsibilities
• Vertical management of NPD process deliverables
• Centralized Reporting at Portfolio Level with
  limited visibility to stakeholders

Our aim is above the first time right and
reliable NPDP to reach 100 on-time and
progressively reduce New Product Development
Cycle Time
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Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

12
What are the key components?
Rigorous process (control of plan and activities)
Successful NPD Project Management
Clarified Roles Decision Process Critical Path
Planner Project Leader Project Team
Effective Technology Support (provide visibility
and synchronize stakeholders)
These components will also strengthen the
working together better with the external
contractors
13
Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

14
What are the key components? A rigorous process
P
D
C
A
Prepare Obtain Gate approval
Control Reporting
Do Collaborate
Plan critical path

• Project Management can support the coordination
  of NPD activities across the various functional
  contributions
• In particular, it can help on
• Planning the critical path to be able to
  anticipate impact of delayed activities
• Improving project team collaboration
• Providing control on scope and issues to improve
  gate convergence
• Providing visibility to stakeholders on project
  progress
• Supporting the gate preparation and ensuring
  approval

The project management process model will help
translating project leader and team
accountability into day to day job
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What is behind it ? A rigorous process
The process aims to plan and control the critical
path
Collection Management
Collection Events

• The project portfolio manager prepare the
  collection events by coordinating the pipeline
  throughput
• The project leaders (A projects) and the project
  team ..
• prepare the gate approval through the styles
  synchronization

P
A
Project Management
Gate Project i
Gate Preparation Project i
Style Development
Style 1 Seal
D
C
Style n Seal
From style development to collection management,
the process will support planning, controlling
and reporting horizontally and vertically
16
Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

17
What are the key components? An effective
technology support

• The Project Team will be supported by a new
  platform implemented progressively

P
D
C
A
Prepare Obtain Gate approval
Control Reporting
Collaborate
Plan critical path
This new technology platform will ease
collaboration with external partners and enable
instant visibility on project status for decision
making
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Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

19
What are the key components? Clarified Roles
P
D
C
A
Prepare Obtain Gate approval
Control Reporting
Collaborate
Plan critical path
This model will ease the collaboration with
external contractors as the external contractor
personnel assigned to the project will be
controlled by a project leader
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What are the key components? Clarified Roles

• For A projects, a new Project Leader role will be
  implemented
• For B and C projects, the NPD process can be
  divided into 3 major phases from concept to
  introduction where the project coordination is
  taken by the key functional leaders

• Concept
• this phase starts with innovation research or
  marketing trends and ends with an approved
  prototype at gate 3
• It is mainly driven by Marketing but also
  strongly involves RD for technological research
• Development
• This phase starts with the approved prototype and
  ends with the OK production ate gate 5
• It is mainly driven by RD with both Marketing
  and Supply Chain inputs
• Introduction
• This phase starts with OK Production and ends
  when the launch inventory is arrived at the DC
• It is mainly driven by Supply Chain but requires
  RD involvement

Gate 3 OK Prototype
Gate 5 OK Production
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What are the key components? Clarified Roles

• For every Gate Meeting, the Project Leader or
  The Project Coordinator is responsible to present
  
• How the Project fulfills the assigned objectives
• Recommendations made by project team during gate
  preparation which require approval at the gate
• The criteria which need to be fulfilled at the
  next Gate
• The Gate Keepers are responsible for the Project
  Go/No Go and the approval of the Project Team
  decisions.

Gate Keeper
Project Approval Go / No Go
Project Presentation
Project Leader
Gate Meeting
These clear gate accountabilities will ease the
team empowerment to anticipate project decisions
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What are the key components? Clarified Roles
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What are the key components? Clarified Roles
The project leader mission is to deliver project
objectives and to manage the project team
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What are the key components? Clarified Roles
The Functional leader mission is to report on
project progress for the critical path planning
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What are the key components? Clarified Roles
The project member mission is to work within the
team to deliver the project within the expected
quality, time and cost
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What are the key components? Clarified Roles
The gate keeper mission is to validate the
project deliverables for all gates (Preliminary
PDR, PDR, Prototype, Material, Production,
Quality)
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What are the key components? Clarified Roles
The Functional Manager mission is to ensure that
the project fully benefits from his functional
department expertise
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What are the key components? Clarified Roles
The Portfolio Manager Mission will be to ensure
that projects are prioritized accordingly to
their ability to meet company business strategy
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Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

30
What are the key components? A rigorous process
P
D
C
A
Prepare Obtain Gate approval
Control Reporting
Collaborate
Plan critical path

• Assess Project Progress
• Assess impact of unresolved issues on CPP
• Develop Action Plan
• Report Progress to Stakeholders

• Share deliverables
• Log Issues
• Manage Issue Resolution
• Update Activities Status
• Manage Project Team discussion

• Select critical activities within the NPD
  standard process
• Assess activities duration
• Define CPP

• Review Gate Deliverables
• Approve or reject project deliverables
• Define Next Gate objectives
• Assess team performance

Deliverables
Deliverables
Deliverables
Deliverables

• Critical Path Plan

• Issue log
• Project standards and procedures
• Project control file

• Project status report
• Approvals
• Change request log
• Issue log

• Gate Presentation
• Gate Approval
• Next Stage Objectives
• Team Performance

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Project Management Process Activities and
Deliverables
P
D
C
A
Prepare Obtain Gate approval
Control Reporting
Collaborate
Plan critical path
Issue Log
Plan Critical Path
Assess Impact on CPP
Concurrent Processes
Critical Path Impact Analysis
Project Standards Guidelines
NPD Process Steps
Critical Path Plan
Team Collaboration
Control Progress
Objectives Met ?
New Product Reviews Action Plan
Detail Plan and assign resources
Project Status
Gate Approval
Stage Activity Plan Assigned by team member
Report
Shared Deliverables (asynchronous synchronous)
Status Report
Set Next gate Objectives
Next gate objectives
32
Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

33
Project Management Process Plan critical path
O Owns, E Executes, C Contributes, I
Informed
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Project Management Process Plan critical path
Gate Keeper
Critical Path Planner
Project Leader
NPD Process Steps
Team Members
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Project Management Process Plan critical path
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Project Management Process Plan critical path
37
Project Management Process Plan critical path
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Project Management Process Plan critical path
39
Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

40
Project Management Process Collaborate

• The project team works together toward a common
  goal successful project completion.
• Team members encounter problems preventing one or
  more deliverables from being done.
• These problems are recorded as issues and
  assigned to team member for resolution.
• The team works to develop an action plan to
  resolve the issues.
• The issue owner may require the assistance of
  team members to implement the action plan.
  Project Team Site supports this relationship by
  assigning individual action ownership.
• Once the action plan is successfully executed,
  the issue can be closed, and the project team can
  move forward to complete their deliverables and
  meet the project milestones.
• This tight integration of project plan with team
  action assists the team in several important
  ways.
• The key elements of the project plan are clearly
  visible at the phase, gate, and individual
  deliverable level.
• Important problems preventing team progress are
  clearly identified and assigned ownership for
  resolution.
• The project team is able to develop and implement
  a set of actions and assign action owners to
  resolve the issue.
• All elements of the plan and challenges
  threatening its successful execution are
  automatically integrated together nothing falls
  through the cracks.

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Project Management Process Collaborate

• Central to effective project team communication
  is generation and timely sharing of project
  critical information among the team members.
• As the team members work to accomplish their
  project objectives, they produce valuable
  documents that may be of interest to their team
  members.
• Project Team Site
• helps the team share this information by
  publishing the documents to a centralized project
  information repository and automatically
  notifying the team members that new documents of
  interest have become available.
• provides the facility for Web based document
  uploads into the subject folders. Once the
  document is uploaded, the team members are
  notified by email.
• They can then access the document by clicking on
  the appropriate subject folder link to display
  the list of documents, the clicking on the
  document link to view it directly. Alternatively,
  the team member may directly save document
  modifications
• Live Meeting
• is a standard Sara Lee tool that can support
  virtual meetings between a Host and some
  attendees (up to 5/6 people)
• Live Meeting needs only Internet Connection and
  Browsers
• Features are Presentation Viewing, Application
  Sharing, Chat, White Board, Polling etc.
• There is a need to be trained on how to use and
  organize sessions for Live Meeting.
• If some interactions have been defined as a
  virtual meeting is possible the team will have
  the autonomy to use Live Meeting at anytime and
  for their own purposes !

42
Project Management Process Collaborate
Functional Managers
Gate Keepers
Critical Path Planner
Project Team Collaborative Platform (Asynchronous
Synchronous)
Team Members Location B
Team Members Location A
Project Leader
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Project Management Process Collaborate
44
Project Management Process Collaborate
45
Project Management Process Collaborate
46
Project Management Process Collaborate
47
Project Management Process Collaborate
O Owns, E Executes, C Contributes, I
Informed
48
Project Management Process Collaborate
O Owns, E Executes, C Contributes, I
Informed
49
Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

50
Project Management Process Control Report
O Owns, E Executes, C Contributes, I
Informed
51
Project Management Process Control Report

• New Product Reviews enable control and reporting
  of project status from a local and detailed view
  to a global view
• NPIR (New Product Introduction Review) is an
  example of review coordinated after gate 5 by
  Supply Chain
• It provides an update from the poles of New
  Products Introduction
• This update is then input into the CPP to analyze
  the impact
• The updated plan is then made available to all
  stakeholders
• Supply uses this new update within the SOP
  process and provides visibility to BUs

Gate 3 OK Prototype
Gate 5 OK Production
52
Project Management Process Control Report
O Owns, E Executes, C Contributes, I
Informed
53
Project Management Process Control Report
54
Project Management Process Control Report
55
Project Management Process Control Report
56
Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

57
Project Management Process Prepare Obtain
Gate Approval
O Owns, E Executes, C Contributes, I
Informed
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Project Management Process Prepare Obtain
Gate Approval
59
The Project Process Stage 0 Research
Innovation
Stage 0 Research Innov.
60
The Project Process Gate 0 OK Concept Draft
Gate 0 OK Concept Draft
61
The Project Process Stage 1 - Shaping
Stage 1 Shaping
62
The Project Process Gate 1 OK Preliminary PDR
Gate 1 OK Preliminary PDR
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The Project Process Stage 2 - Analysis
Stage 2 Analysis
64
The Project Process Gate 2 OK PDR
Gate 2 OK PDR
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The Project Process Stage 3 - Prototyping
Stage 3 Prototyping
66
The Project Process Gate 3 OK Prototype
Gate 3 OK Prototype
67
The Project Process Stage 4 - Development
Stage 4 Development
68
The Project Process Gate 4 OK Material
Gate 4 OK Material
69
The Project Process Stage 5 - Industrialization
Stage 5 Industria- lization
70
The Project Process Gate 5 OK Production
Gate 5 OK Production
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The Project Process Stage 6 - Production
Stage 6 Production
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The Project Process Gate 6 OK Quality
Gate 6 OK Quality
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The Gate Criteria Check List

• The Gate Criteria Check List is a tool that is
  provided to the Project Leaders (A Projects) or
  the Project Coordinators (B, C Projects)
• This tool is used to control that each criteria
  defined during the previous Gate Meeting is
  tracked and will be fulfilled for the next Gate
  Meeting to ensure the Go

74
Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

75
Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

76
Glossary for each Process with chronology
77
Glossary Key dates of the Critical Path in the
NPDs (1/2)
78
Glossary Key dates of the Critical Path in the
NPDs (2/2)
79
Glossary Key dates by Project Type
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Outline

• NPD Project Management overview
• Why Project Management?
• What are the key components?
• A rigorous process
• An effective technology
• Clarified Roles
• NPD Project Management in detail
• Plan Critical Plan
• Collaborate
• Control Report
• Prepare Approve Gates
• Appendix
• Glossary
• Frequently Asked Questions

81
Frequently Asked Questions?

• What is collaboration?
• What are the key elements of a successful
  collaboration?
• What are the key elements of team effectiveness?
• What are the key pitfalls of a project leader?
• What are the differences between team roles?
• Why Companies try to improve team collaboration
  within NPD process?
• What is our Critical Path Planning System?
• What is Live Meeting?
• What is Project Team Site?

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What is collaboration?

• Collaboration
• It is the basis for bringing together the
  knowledge, experience and skills of multiple team
  members to contribute to the development of a new
  product more effectively than individual team
  members performing their narrow tasks in support
  of product development.
• As such collaboration is the basis for concepts
  such as concurrent engineering or integrated
  product development.
• Effective collaboration requires actions on
  multiple fronts
• Early involvement and the availability of
  resources to effectively collaborate
• A culture that encourages teamwork, cooperation
  and collaboration
• Effective teamwork and team member cooperation
• Defined team member responsibilities based on
  collaboration
• A defined product development process based on
  early sharing of information and collaboration
• Collocation or virtual collocation
• Collaboration technology

83
What are the key elements of a successful
collaboration?

• Collaboration requires effective team work. Team
  members must trust and respect one another. There
  must be open communication and a willingness to
  accept input from others.
• There are often conflicting goals in product
  development. Therefore decision-making must be
  based on a collaborative approach. This is shown
  with the following model
• A good team includes people that have strong
  beliefs and are professionally committed
• Team members believe it is important to the
  company and the NPD project (but not necessarily
  to just the narrow functional perspective of
  their discipline).
• The key to the win-win approach is to creatively
  search for solutions that can mutually satisfy
  the needs of the team rather than focusing on
  just two competing solutions that involve
  trade-offs or are mutually exclusive.
• The NPD process must be based on collaboration
  and early involvement.
• The process defines what activities are performed
  by who, when they are performed, and how they are
  performed. Defining this process presents the
  opportunity to enhance collaboration through
• Parallel performance of activities which require
  early sharing of information and feedback
• Deliverables that require input, review and
  approval by other team members
• Early supplier involvement and less formal
  procedures that enhance collaboration
• Defined responsibilities (e.g., responsibility
  matrix) that require multiple team members
  involvement in activities and deliverables

84
What are the key elements of team effectiveness?
The Five Dysfunctions of a Project Team
85
What are the key pitfalls of a project leader?
The Five Dysfunctions of a Project Leader
86
What are the differences between team roles?
Belbin, R. Meredith (2003), Management teams why
they succeed or fail, 2nd Ed, Butterworth
Heinemann, Oxford
87
Why Companies try to improve team collaboration
within NPD process?

• Collaborative product development practices are
  recognized as critical to the development of
  competitive products in our fast-paced global
  economy.
• Product development teams, particularly when team
  members are collocated, are a critical element of
  collaborative product development practices to
  facilitate early involvement and parallel design
  of products and their processes.
• The reason for this is as follows.
• As a company grows larger and products become
  more complex, hierarchical organizations are
  established to master the increasingly large
  organization size, the technical complexity, and
  the specialization that evolves to master this
  complexity.
• This company growth also results in the
  geographic dispersion of people and functional
  departments. These factors inhibit many of the
  informal relationships that previously provided
  effective communication and coordination between
  functions. Functional departments tend to focus
  inwardly on functional objectives. This is often
  described as the functional silo or stovepipe
  syndrome.
• A hierarchical organization structure with
  enterprise activities directed by functional
  managers becomes incapable of coordinating the
  many cross-functional activities required to
  support product development as the enterprise
  moves toward parallel design of product and
  process and a focus on time-to-market.
• Product development teams are a way to address
  this complexity by organizing the necessary
  skills and resources on a localized (team) basis
  to support product and process development in a
  highly interactive, parallel manner.

88
What is our Critical Path Planning System?

• Project Planning is the basic tool to track
  advance delays in the project.
• By today, NPDS is used, but it is not a project
  planning tool that can be used on a weekly basis.
• In a short term horizon, there is a need to
  complete NPDS with a simple Excel task oriented
  plan
• Endorsed by the project team
• Based on planned and actual dates
• Updated on a frequent basis by the Project
  Leader
• In a medium term horizon, NPDS and the Excel File
  will be replaced by ARTEMIS (target is Sept FY06)
• ARTEMIS will allow the support of
• Basic information for Collection Projects
  (time, scoping, stakeholders, etc.)
• Project planning (milestones and tasks)
• Volumes, Costs and ROI
• Resources allocation
• A multi axis view for these information
  (project, services, PPM)

89
What is Live Meeting?

• Team Collaboration Reporting covers
• Synchronous working virtual meetings
• Asynchronous working communication reporting
• Synchronous working through virtual meeting
• Some defined interactions (Gates 1 or 2, etc.)
  can be executed through virtual meetings, some
  travels can be avoid and an important time can
  be saved.
• Live Meeting is a standard Sara Lee tool that
  can support virtual meetings between a Host and
  some attendees (up to 5/6 people)
• Live Meeting needs only Internet Connection and
  Browsers
• Features are Presentation Viewing, Application
  Sharing, Chat, White Board, Polling etc.
• There is a need to be trained on how to use and
  organize sessions for Live Meeting.

90
What is Project Team Site?

• Asynchronous working
• At any time and anywhere, it is important that
  all the information related to a project may be
  accessible from anyone in the Project
  Organization (a functional area responsible, the
  PPM, a Gate Keeper, the Top Management, etc.)
• InSite is a standard Sara Lee tool that can be
  used today to post and communicate information to
  the NPD community.
• InSite needs only Internet Connection and
  Browsers and corresponds to a classical web sites
  with workplaces to define (as environments)
• Today, InSite can only be used to post some
  documents.
• Our proposal is to improve InSite to support
  many other features for the NPD process
• NPD Process dedicated environment with specific
  workplaces for Gate preparation and meetings
• Issue List and Alert Management
• News and Reports (Weekly/Monthly meetings)