S-72.124 PRODUCT DEVELOPMENT OF TELECOMMUNICATION SYSTEMS

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S-72.124 PRODUCT DEVELOPMENT OF
TELECOMMUNICATION SYSTEMS

• I Elements of Telecommunication Product
  Development Process
• II Tools for Generating and Cultivating Ideas

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S-72.124 Product Development of Telecommunication
Systems

• Objectives To understand modern, high-tech
  product development process by theory and
  practice
• Lectures discuss dominant elements of product
  development process Handouts www.comlab.
  hut.fi/opetus/124
• Workshop (fall term) deals with practical cases
  takes full-day work of 4-5 days
• Lecture Diary (optional) Guides available at the
  course homepage. Return Diary within one week to
  the mailbox (E-wing 2th floor). Max length 1 page
  of A4.
• Grading based on Exam, Workshop report 50/50.
  Lecture Diaries can increase your grade max by
  0.5 (pass/failed).

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S-72.124 Product Development of Telecommunication
Systems

• Workshop tasks report prepared in groups
• Group tutoring by joint effort of Communications
  Lab. industry partner(s)
• Earlier Workshops arranged by Elisa, Telia,
  Ericsson, Satama Interactive, Sonera, etc.
• Workshop topics Prepaid Calling Cards, Wi-Fi
  Networks, Company Customer Relation Management
  (CRM) system design ...
• Join to listen lectures and make your own notes
  questions
• Writing a Lecture Diary is a splendid tool for
  making systematic notes. (guides available at
  http//www.comlab.hut.fi/opetus/124/writing_lectur
  e_diary.htm).

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Topics Today

• Telecommunications product development
• Role of vision, mission and strategy
• Defining modern product development process
• Project plan
• Industrial product development
• Telecommunications business environment
• Tools for idea cultivation and project management
• How to produce ideas
• How to select applicable ideas
• How to sketch a project plan and recognize
  time-critical events

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High-tech Product Development
Financing
Quality
Products
Production Process
Usability
Leadership
Productdesign
Strategic management
Commercialization
Marketing
Project management
Business Plan
Innovations
IPR
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Vision, Mission and Strategy
Vision

• Vision
• A view of the future development
• Mission
• A recognized way to distribute know-how,
  resources and results in
• Own organization
• Partner networks
• Strategy
• A way to work, to acknowledge, achieve, maintain
  update information flows and goals

Mission
Strategy
market leader after five years
Values/Attitudes
provide our customers with products and
solutions that increase their competitive edge,
open up new business opportunities and enable
cost savings
success factors for the company are technology
competence within telecommunications and ICT
and familiarity with telecommunications operators
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Challenges and Rewards in Product/Service
Development
Manifestation of creativity
Trade-offs
Timetables
Dynamics
Economics
Satisfaction of social individual needs
Details
Team spirit
Team diversity

• Recognizing, understanding andmanaging key
  challenges is an elementary factor to create a
  successfulproduct/service development process
• A successful development team is
  multi-disciplinary, motivated and cooperative

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Industrial Product Development Process
Theoretic functionality?
Firstdemo
What about in practice?
Practical proto
Sub-unit functionality?
Mass production proto
Functionality of the whole process?
Mass production
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Realizing Units of Industrial Product Development
Electronics designers
Marketing Team
Mechanical designers
Design
Purchasing engineer
Marketing
Industrial designers
Manufacturing
Team leader
Legal
Central factors of a project
Manufacturing engineer
Patents
Financial
Teams to design an electro-mechanical product
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Conventional Product Development Process
MARKETING
-Lead users -Competitive products
Identify -market opportunity -market segments
-Promotion materials
-Early production with key customers
-Marketing plan
-Product options -Pricing strategy
DESIGN
-Regulatory approvement -Performance testing
-Tolerances -Components -Part geometry
-Feasibility studies -Experimental prototypes
-Subsystems -Interfaces
-Evaluation of early product outputs
-Identify new technologies -Consider product
platform
MANUFACTURING
-Production constraints -Supply chain strategy
-Estimate manufacturing costs
-Suppliers for key components
-Quality assurance processes
-Fabrication and assembly process
-Follow-up product system (OM)
CONCEPT DEVELOPMENT
SYSTEM -LEVEL
DETAILED DESIGN
TESTING
RAMP-UP LAUNCH
PLANNING
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Maturity of Project Control
Vision Mission Actions Measurements
MATURITY OF ORGANIZATION

action integration
repeatable defined
add-hoc
MANAGEMENT AMBITION
management optimization
synchronization overview
control supervision
Reference T. Korhonen, A. Ainamo Handbook of
Product and Service Development in Communication
and Information Technology, Kluwer Academy Press,
2003
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Binary Organization Developed Organization
(High-tech product development)

• Focus on
• interactions
• excessive feedback
• rapid development speed
• overflow of potential ideas (at least, no lack of
  them)
• competitors are customers
• customers are extensively educated
• fashion (product/organization) changes fast and
  unpredictable way
• Developed way to measure working of
  organizational body to keep it in good update
  shape
• Globalization is a potential
• Salary is a function of performance

• Fixed organization
• Clearly defined roles
• Known customers
• Known competitors
• Known products
• Known, traditional pricing
• Fixed, slowly increasing market size
• Hierachial or matrix organization
• Slow information flow, especially in feedback
• Quality measuredin cash flow
• Globalization is a threat
• Salary is a function of luck

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High-tech Product Development

• constant product improvements
• high development velocity
• knowledge sharing from suppliers, competitors,
  and customers
• feedback on demand from customers

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High-tech product development process
Customers Competitors Profitability
Hard Constraints

• FUZZY FRONT-END
• Vision driven Tension
• Values
• Targeting

• REALIZATION
• PROCESSES
• Talents Skills
• Strategies Mission

Outputs
CONCEPT DEVELOPMENT
RAMP-UP LAUNCH
Quality Control
Measurements
DETAILED DESIGN
Measurements
Customer interfaces
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Measurements for Quality
Technical Design
Return of Investment
Follow-up of specification
Subsystem interface design
return of investment
Quality/price
Making measurement for quality becomes easier
Customer satisfaction
Early identification of triggers
Target Pricing
Aesthetical Design
Tracking critical fault conditions
CONCEPT DEVELOP
SYSTEM -LEVEL
DETAILED DESIGN
RAMP-UP LAUNCH
TESTING
Development phases

• Good quality indicators
• commonly agreed fair simple
• followed updated
• generally acknowledged
• keep workers informed of all the relevant
  aspects of process goodness
• keep customers willing to use products again and
  support company branding

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Information Society -Force Fields -
- Immediate, personalized, mobile access to
services -
Politics, legislation regulation
Technology
Rapidly evolving services applications
New lifestyles fashion
GLOBAL NETWORKING ECONOMY
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Factors in Telecommunications Business Framework
New methods of working _at_-businessmobile tech
Multimediacontents tools
Systems services
Essential technologies infrastructure
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Example Telecommunications in Home/Office Access
Device manufacturers
DVB-S
Mobile access 2G GSM 2.5G GPRS, HSCSD, EDGE 3G
UMTS
DVB-Terrestrial (DiGi-TV)
-TV/MOVIES -GAMES -broadcasting
INTERNET services - unicasting -
multicasting - peer-to-peer ...
DVB-C, Cable TV
Copper (2 way)
ADSL/ ISDN cable- modems
Wi-Fi/ Bluetooth/ Ethernet
PLC
Network operators Service providers Content
providers
ENERGY
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Telecom Market Players Interoperable Hierarchy
End-Users
Individuals, companies
Content and Service Providers
Paramount pictures, MTV..
Service operators/ Telecommunications Netw.
Solutions
Elisa,TeliaSonera.
Physical Telecommunication Networks Terminals
Nokia, Motorola ...
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Telecommunication Service Environment is Complex!
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Example Targets in Mobile Services
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Example Add2Phones Value Network (a mobile
marketing company)
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1
3
1. Companies/products to be advertised/
sponsored 2. Renting advertisement space 3.
Buying content (protected by IPRs)
Add2phone was industrial partner in S-72.124
Workshop in spring 2000
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Practical Value Networks are Complex
For more discussion see http//www.sveiby.com/arti
cles/Allee-ValueNets.htm
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II Tools for Generating and Cultivating Ideas
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Personal Process of Creativity1
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A Cycle in The Process of Creativity

• Creativity cultivation requires different talents
  in different phases
• System contains in practice extensive feedback
• Best workgroups are multidisciplinary (Developed
  communication skills required!)

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Some Creativity Tools

• Critical Path Analysis
• Force Field Analysis
• Decision Tree

concept testing, decision making

• Mind Maps Fish Bones
• SWOT-method

associative mapping

• Lateral Thinking Synetics
• The Six Thinking Hats

filter modifications

• Random pictures/words/sentences
• Reinforced pictures/words /sentences (doodles)

idea generation
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How to Select the Cultivation Method?

• A tool is applicable when there is information
  for its usage!
• Some methods are primarily targeted for mapping
  the current status (eg SWOT), other for decision
  making (eg Force Field Analysis) and some are
  general purpose tools to assist project
  management (Critical Path Analysis).
• Methods work well when they are used
  simultaneously in-series or in-parallel, as for
  instance brainstorming SWOT
• Successful product development requires that one
  should have sufficient information about
• customer's requirements
• competitors product launches
• markets
• latest technology
• Vision of future trends is very important!

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Tools Focused Today

• Concept formation Decision making
• Force Field Analysis
• Critical Path Analysis

• Idea cultivation
• Brainstorming
• Mind Mapping
• SWOT

• Filter modifications
• Six Thinking Hats
• Synetics

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Brainstorming

• Objectives Bring about creative solutions (even
  for unidentified!) problems
• Take solution candidates one after another until
  unusual solutions are generated
• For a start take a word or words, from a
  dictionary at hand to feed the process and apply
  associations
• Generate ideas without critics! Thus
• many potential solution candidates are generated
  
• whole problem dilemma may change!
• For concluding the session
• analyze results for instance by SWOT, FFA and/or
  Mind Mapping
• Condensed and classified ideas can be used to
  support new sessions or other applications

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Brainstorming - Leader and Group Tasks

• Session leader
• definition of the start-up point
• gives limits to the problem
• gives limits to discussions (These limits must be
  very broad)
• minute amount of critics
• encouraging and enthusiastic
• follows (the fixed) session time table!
• Takes care that idea jamming is only temporary!
  
• Session participants
• have diverged orientations related to the problem
  at hand
• their background is as different as possible
• good communication skills
• substance should be known preferably by everybody
  (at least by somebody!!!)

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Individual vs. Group Brainstorming

• Individual BS
• many ideas
• tendency to jam into fixed trails
• easy to find unresolved questions
• Group BS
• ideas develop themselves into more elaborated
  form
• ideas develop more efficiently
• there might be less ideas (group follows the
  group behavior laws!)
• One may mix individual and group barnstorming
  For instance each member might first BS of his
  own and then one may have a meeting based on each
  individuals BS sessions

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Getting more fruitful Brainstorming

• Methods of Six Thinking Hats (Edward de Bono) or
  Six Eyes (Rodney King) can be used to get
  Brainstorming to work better

facts figures, information needs and gaps
intuition feelings and emotions
creativity alternatives, proposals, what is
interesting, provocations and changes
logical negative judgment and caution
logical positive why something works
meta-cognition creativity process control
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Understanding process outputs a different way

• Themes can be seen from different perspectives
  by using Synetics

Gordon, W.J.J., Synetics The development of
creative capacity, 1961.
Fig Axon 2002, http//web.singnet.com.sg/axon200
0/index.htm
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Synetics questions explained

• Substitute/Simplify (What would you do in my
  place?)
• Combine (Think about software being capable of
  evolving and
• reproducing?)
• Adapt (Think what would happen if you would have
  wings?)
• Modify/Distort (What if cars would sometimes be
  used upsidedown?)
• Put to other purposes (Think your mailbox as a
  kite!)
• Eliminate (What would you end up by removing the
  batteries?)
• Rearrange/Reverse/Scale (Reverse the order of
  blocks?)

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Mind Mapping

• Mind Mapping is a technique to organizing
  information in its natural associative way, that
  is multidimensional.
• Procedure
• List the main topic, subtopics and facts. Search
  short expressions for them all.
• Identify the main connections between themes
• Set the main theme in the middle of the paper and
  arrange the sub-themes to surround the main theme
• Recognize idea groups (for instance by colors)
• Indicate interdependencies as the cause and
  consequence by arrows
• Use symbols and figures and even sub-maps to give
  to total picture

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Example of a Mind Map
Mind Manager (www.mindman.com)
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Mind Mapping Summarized

• A Mind Map is an associative structure. Therefore
  its topology contains a lot of information.
• Mind Map allows to identify the essential
  features and links of the problem at glance.
• Mind Maps can be an extremely compact way to
  present information.
• A problem of mind mapping is that the chart may
  up to be so messy that it can even hide the main
  themes. Therefore Mind Map can, and should be
  cultivated after it is formed by pruning less
  important branches
• Mind Maps can be created by computer program (as
  MindManager or eMindMaps) or by using simple
  detachable notes on a blackboard.

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Alternate Mind Mapping

• Fishbone diagram Enables to focus onto the
  problem and perceive the causes and its relative
  importance
• After drawing the diagram the next step is to
  analyze the magnitude of each of the identified
  causes

http//web.singnet.com.sg/axon2000/index.htm
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SWOT analysis

• SWOT is applicable for sorting unorganized
  knowledge bases and analyzing current status
• Successful SWOT yields structured mapping of the
  problem at hand
• For instance in product analysis
• identify strength and weaknesses of the product
• search through possibilities and threats (for
  instance for product launch)
• Realization List all the relevant properties and
  sort them into SWOT boxes!

inside
outside
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A case of SWOT WAP-based Knowledge Base Service
Strength Expandable, flexible, easy to use,
dynamic, easy to personalize, bypassing of
telephone exchange, more effective graphics,
utilization of location information
Weakness Need for WAP terminal managing, search
routines require dedication
Opportunity If first at the market may be a
killer-kind app. Due to usage of
immediatelocation info by GPS or GSM location
technology
Threats No popularity, one applies terminal
specific catalogs, competitive techniques may
hit markets
S-72.124 spring 99
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Force Field Analysis

• FFA is a method to analyze factors for and
  against an act
• Objective To create an unified description of
  the factors forming the problem. This is used to
  alter the process state to the wanted direction!
• Benefits
• Describes all the relevant forces
• Allows to plan
• contra strategies for negative forces
• supporting strategies for positive forces
• The FFA method Identify, Sort and Grade the
  different forces and illustrate the problem by a
  diagram including the forces!
• The first result of this method describes the
  current state
• Alteration of forces can change the current state
  to the objective state!

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Force Field Analysis Example
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In Conclusion...

• We had an overview on Telecommunications Product
  Development Process
• We discussed the following mind- and process
  mapping techniques
• Brainstorming
• Mind Mapping
• SWOT analysis
• Six Thinking Hats
• Synetics
• Force Field Analysis
• The best way to learn these methods is test and
  use them!