From Technology to Product

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From Technology to Product
Technology Center VP Ari Tolonen
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Change of Environment
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New Technologies and Markets
Coverage

Time
-
Product substitution
Break even
Market launch
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Demand Various content through various access
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Successful product development project
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Cornerstones of successful product
development according to Dr. Robert Cooper

• high quality product development process
• product innovation strategy for the business
• sufficient and competent RD resources
• Of the three, having a high quality product
  development process had the strongest impact on
  businesss new product performance

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Stable Processes Needed in Unstable Markets
Unstable Market
Stable Market
desirable
necessary
Stable Processes
possible
impossible
Unstable Processes
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Sonera process map

• Markkina
• mahdollisuudet
• tarpeet

Markkinaprosessi Uusien tuotteiden tuottaminen
markkinoille ja tuotteiden hallinta
Kilpailu- kykyiset ratkaisut/ tuotteet

• Asiakas
• tarpeet

Asiakasprosessi Asiakkaan tarpeiden tyydyttäminen
Laadukkaat tuotteet ja asiakas- suhteet
Johtamisprosessit Tukiprosessit
Hyvin kehittyvät liiketoimintatulokset Tehokas
liiketoiminnan tuki
yhteistyökumppanit
Soneran yhtiöt ja yksiköt
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Conventional SW development model
Requirement analysis
Design
Implementation
Integration verification
Installation validation
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Example of CBSE process
S100066U-XIII 10(14)
Customer
Analysis
Architecture Design
Component Design
Implement.
Requirement elicitation
Architecture Specification
Component Specification
Component Composition
Business Component Evaluation
Integration and Verification
Architecture Evaluation
Component Evaluation
Business Component Search
Architecture Search
Component Search
Component adaptation
Component Vendor
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Flexible Development Model
Traditional Approach
Sensing the Market
Project start
Concept freeze
Market introduction
Specification
Design Implementation Integration Verificatio
n
Concept development
Implementation
Concept time
Response time
Stabilization / Ramp-up
Total lead time
Flexible Approach
Project start
Concept freeze
Market introduction
Flexible approach is based on
Concept development
Implementation
Concept time
Response time
Total lead time
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Product and Cycle-Time Excellence - PACE
Phase 0 Go / Redirect / CancelConcept
evaluation Strategic issues Marketing issues
Inexpensive and fast qualitative measures
Phase 1 Go / Redirect / CancelSpecification and
planning Functional Specification Evaluate
development plan
Build business case, detailed market analysis,
and financial analysis
Phase 2 Go / Redirect / CancelDesign and
development Complete product design Make
sure that testing is ready to start
Product is developed and prototype is produced
Pilot production, customer field trials, test
marketing
Phase 3 Go / Redirect / CancelTesting and
evaluation Complete product testing Carry
out pilot production
Phase 4 Go / Redirect / CancelProduct release
Check that sales support is in place Release
to volume manufacturing
Tooling and full productionLaunch Develop market
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Decision Procedure
Preparation of DP input data
Decision
Revision according to request
Termination
Go on according to the original or revised plan
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Definitions

• A decision point is a meeting at which the
  steering group makes a formal decision concerning
  the execution of the project or study.
• The steering group considers the status of the
  project or study, its use of resources, and its
  costs and benefits. After this analysis, a
  decision is made either to
• continue the project or study,
• postpone the decision point, or
• terminate the project or study.

A milestone is an important and measurable
control event in a project or study. It
represents a result that must be achieved at a
given point of time.
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Sonera RD Process Model
Project Execution
Pre - Study
Feasibility Study
Design
Implement. Verification
Piloting Validation
Conclusion
Demos
Design
Prototypes
Design Implement.
Ideas
System req.
User req.
Architecture
Component intg. tests
Pilots
Release
Project spec.
System tests
Accept. tests
DP0
DP1
DP3
DP4
DP5
DP2
MS
MS
MS
MS
MS
MS
MS
MS
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WORK MODELS AT SERVICE DEVELOPMENT
Demos Prototyping
Development
Development Support
DP2
DP3
DP4
IDEAS
VENTURES
BUSINESSES
EXPERIMENTS
BDP1
BDP2
BDP3
BDP4
BDP5
BDP6
Screening the idea
Experiment
Venture launch
Business launch
Start check
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Business Requirement Validation by Fast Track
Project (Experiment phase)
4-6 week project realization
Experiment scoping
Requirement capturing analysis
Protodesign 1
Protoimplemen-tation 1
Prototype deployment1
Customer feedback analysis
Experiment scoping
Requirement capturing analysis
Protodesign N
Protoimplemen-tation N
Prototype deploymentN
Business requirementspecification
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Product Development by Quality-Track Project
(Venture Business phases)
2- 3 month project realization, depending on
re-usability level
Experiment project req. analysis
System design
Component Design
Component Implemen-tation
Component Deployment
Project technical planning
System Integration
Component Design
Component Implemen-tation
Component Deployment
Component Design
Component Implemen-tation
Component Deployment
System deployment
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Example RD Process in iterative sw development
1 2 3 4
5 6
Iteration
DP2
DP0
DP3
DP5
DP1
DP4
Req. collection Req. analysis
Prototyping Architecture design
Design Implementation Integr
ation component test System test Acceptance test
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Roles in product development
System Analyst / Technology Specialist
Business Analyst
Software Architect
Patent Engineer
PROJECT MANAGER
Chief Designer
Documentation Specialist
Software Designer
Verification Engineer
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Resource Profiles in Product Development
Product Implement. Verification
Production Pilot
Prestudy
Feasibility Study
Design
Release
Prod.mgmt
Product Support and Supply
System Engineer
Business Analyst
System Analyst
DP0
DP1
DP3
DP5
DP4
DP2
MS
MS
MS
MS
MS
MS
MS
MS
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Project Framework
Budget
Time schedule
Processes
Goals
Resources
Quality
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Different Process Levels
General RD process
Specified for Sonera
Applied RD process
Applied for a specific unit
Adapted RD process
Adapted for a specific project
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TC Product Development Process
RFS
SCR
RFM
RFP
CF
GA
Prestudymanagement
Feasibility studymanagement
Project management
Requirement capture
System capability transfer to system support
Idea process
System concept
System pilot and validation
Design and implementation
Testing and Verification
System and customer documentation development
DP0
DP3
DP4
DP5
DP1
DP2
Information, document and data management
Configuration management
Subcontracting management
RFSReady for sales CFConcept fixed
RFM Ready for marketing SCRService concept ready
RFPReady for piloting GAGeneral availability
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Requirement capture Activities
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Requirement Catalogue
Evaluate feasibility, add possible
technical requirements. Agree the requirement
set with the customer.
Feature sets are frozen. Requirements can be
specified after DP1 if necessary.
DP1
Collect, group, and prioritize requirements.
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System concept Activities
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The Design and Implementation Process Activities
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Testing process Activities
Defining the Test Strategy
Test Manager
Test case design
Test Designer
Test environment management
Test Environment Expert
Testing management
Test Manager
Integration and System Testing
Test Engineer
Reporting
Test Manager
DP3
DP5
DP2
DP1
DP4
DP0
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Project Management Activities
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Project Management Planning
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Example Change management
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Process Information Distribution
http//xxx.yyy.xxx.fi/
Toimintaohjeet
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Process Information Distribution (cont.)
prosessikartta
tiivistelmä
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Example of R D Metrics

• of work on strategic projects
• of projects finished on time according to
  plans
• of sales from new products
• and of patent applications filed and
  accepted / strategic area
• of products based on cross organisational
  platforms
• Organisation capability Project Management,
  Requirement Management, Configuration Management,
  Sub-contracting Management

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Project Measurement

• The success of the project is measured according
  to the following main criteria
• The project is on timeMeter the achieved
  milestone dates compared with the dates on the
  baselined project plan.
• The project works in a cost-effective
  manner.Meter the actual and incurred costs
  compared with the budget of the project.
• The project is not reserving unutilised
  resources.Meter the actual amount of work done
  by project members compared with the planned
  amount.
• Project outcome is verified and ready for
  validation in DP4.Meter the outcome fulfils the
  set requirements.
• The project follows the process
• Meter Process audit results

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Example / Duration and Intensity
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Example / Amount of work
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Example / SW Quality
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SPICE arvioinnin tulos syksy 2000

• F-taso saavutetaan tasolla yksi 69-
  prosenttisesti. Tämä luku on jonkin verran Suomen
  tilastollista keskiarvoa parempi. Ykköstason
  vahvuus on vahvin yksittäinen osoitin
  saavutetusta kyvykkyydestä. F L- reittaukset
  olivat yhteensä 98 ykköstasolla arvioituista
  173 käytännöstä. Tämä osoittaa, että ammatilliset
  perustehtävät tunnetaan ja tehdään hyvin.
• Kakkostason F L on yhteensä noin 80
  arvioiduista 206 käytännöstä. Tilanne on hyvä,
  mutta kuitenkin jonkinlainen osoitus prosessien
  käyttöönotto-ongelmista ja laatukäytäntöjen
  ohuudesta joissakin projekteissa.
• Kolmostason F L on hieman yli puolet
  arvioiduista 231 käytännöstä. Mittarien
  puutteellisuus on selkein tasoa heikentävä
  seikka.