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From R&D to Customer Service, effectively serving the Value Chain is an integral part of an organization's success when bringing new products to market. The fact is, many organizations run their New Product Development (NPD) projects in siloed environments not taking into account all of the elements that can impact a product’s success. NPD projects do not only live in the world of marketing and engineering. NPD projects in many cases need to incorporate the strategic objectives of executives, the demand of customers and the bottom line of operations and finance in order to realize their success.
With this reality, a sound Project and Portfolio Management strategy is needed to consolidate all of the business processes that drive the business. This is especially true with NPD projects that impact all facets of the businesses they serve.
In this paper, you will learn how an effective Process-Driven PPM strategy can play a critical role in streamlining your NPD projets
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For many knowledge workers, Lotus Notes is the lifeline to their team members, supervisors and clients. Unfortunately, in many cases Lotus notes is not utilized to its fullest potential beyond the use of email and calendaring. For those working in a Lotus Notes environment, the powerful collaboration capabilities, the sharing of documents and the simple extension of composite applications are never fully realized. In addition, the online and offline capabilities unique to Lotus Notes are not fully benefited by its users.
For the project management professional, when effectively implemented, the Lotus Notes platform can be the ideal environment to roll out an effective project management governance framework that will drive better results, increase visibility and provide a more collaborative environment among its project stakeholders.
In this paper, I will be highlighting how project management organizations can get the most out of their Lotus Notes investment.
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In this economy, a good R&D focus means selecting the projects that have the best chance of success, the fastest ROI and that are aligned with company policy. And that is where project management plays a critical role, keeping your R&D focused, on track, lean and success oriented.
By all accounts, we are beginning to see a light at the end of this financial tunnel and we have likely seen the worst of the economic downturn. However, now is not the time to be self congratulatory – just making it through the darkest days is not enough. Mere survival, in the short term, is not enough to ensure continued survival, much less success.
Saying that we have seen the worst only means it can only get better from here, but “here” is a long way down and we’ve a ways to go before the outlook begins to improve.
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Agile development has been around for nearly a decade. However, its popularity as the methodology of choice to develop software has only been embraced in the last couple of years. A revolutionary way of deploying software projects, Agile methodology supports rapid delivery of solutions, responds to changes at any point in the development cycle, and encourages a self-governing and motivated team of developers. Agile methodology has not only challenged the traditional methods of software development, but has challenged the ways in which software organizations look at their project management processes and the leadership teams responsible for the delivery of the development projects that directly impact their success.
In this paper, I will be discussing the new role project managers and their team members play when applying Agile methodology to their software development projects.
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Engineering and product development organizations live and die by the product development projects they select. Prioritizing and carefully choosing the best product development projects are as important to these organizations’ success as the products themselves. As this is the case, new product development selection is taken very seriously and product ideas typically need to pass through various stages before real time and money are devoted to their realization. Although most product-centric organizations are diligent in their ability to build a solid framework in evaluating product design and viability, many fall short on the human element ultimately responsible for successfully delivering a product to market. Effectively managing the people and the tasks responsible for pushing a project along the road to success requires a balanced approach. This balance between product viability and available resources can only be delivered through an all inclusive project and portfolio management framework.
In this white paper, I will be focusing on the impact resources have on new product development projects and the critical role project and portfolio management plays in providing complete visibility when deciding on your next great product idea.
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Successful new product development (NPD) projects start with a great idea and are executed with the right plan. Planning for success requires the carefully detailing of activities, staffing and risk associated with the project. From the time a project is selected until the product goes to market, every step in the development process must be carefully scrutinized and executed to deliver desirable results. The prototyping stage is critical in that it takes a theoretical concept and puts it through its paces. It’s the stage where new product development teams are identifying flaws in design, predicting market reception and analyzing profitability. Prototyping, more than any other stage in the lifecycle of a NPD project relies on the people and talent behind the product to validate theories and execute on activities that will lay the foundation for a product’s successful market launch.
Pooling resources and sharing information among stakeholders are as critical to the success of an NPD project as the project itself. The effective resource planning at this stage will serve as a benchmark to what resources will be required when moving to full production, as well as the organization’s ability to deliver on its expectations.
In this paper, I will be focusing on the impact resources have on the prototyping stage in new product development projects and the future role project stakeholders can have on the final results of a new product’s success or failure.
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Typically New Product Development (NPD) projects are recognized for their rigorous gated process that ensures every step in the development cycle passes stringent criteria and scrutiny by all parties responsible for a product’s success. Moreover, at the heart of every successful NPD project lies a talent pool and leadership with a vision and objectives that not only need to be met, but more importantly accepted by its consumers at the end of this process. With this is in mind, it is crucial that the project activities and input of the project team and stakeholder’s are aligned with the overall vision of the project. The product launch stage of NPD projects is critical in that it takes a working prototype and makes it available to consumers. It’s the stage where a product will make its debut and prove its performance in the marketplace.
Leveraging the experiences and results for the prototyping stage, the product launch stage is the most extensive phase that requires the detailing of development, design, production, distribution and marketing across the supply chain. Furthermore, this stage is the most involved including extensive participation of all resource groups. From engineering and marketing, to operations and production, the new product development project will pass multiple tests ensuring quality assurance, costs and aesthetics will meet consumer expectations.
In this paper, I will be focusing on the impact people have on the successful launch of a new product and the important role the effective planning of people and the projects they serve can impact a new product’s final acceptance in the marketplace.
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During the life cycle of a typical project, a project manager can produce up to fifty different types of documents to facilitate the planning, tracking and reporting of the project. Documents range from feasibility studies, resource plans, financial plans and project plans, to supplier contracts, post-implementation reviews, change request forms and project status reports. The fact is, the manner in which project documents are managed by project leaders can either be the driving force behind a project’s success or be the bottleneck that often places a project in despair resulting in its failure to meet its time line, budget and scope.
In this paper, I will be discussing the power behind an effective document management strategy for project managers and its pragmatic impact on improving your visibility into a project’s status to better respond to the inevitable reality of change occurring in your day to day work.
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As the practice of project management has grown, so has the demand for a systematic method of implementation. Organizations have acted quickly to acquire project-scheduling software, send employees to project management training programs, and even establish project management academic degree programs. Companies can do something else to enhance their project management: establish project offices.
In this paper, I will be discussing the importance of having a PMO and the best pratices of how to implement a PMO in your organization. I will also highlight the main benefits that a PMO can have on the projects outcome and on the company's organisation.
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