S-72.124 Product Development of Telecommunication Systems

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S-72.124 Product Development of Telecommunication
Systems

• Workshop 2003

These slides at http//www.comlab.hut.fi/opetus/1
24/workshop2003.ppt
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Agenda

• - Workshop objectives
• - Workshop methods
• - Deliverables
• - Timetable

Case descriptions (HUT/Bitlips)
Innovation process - Mind and creativity
- Ideation techniques

• Opening the Workshop
• Objectives
• Timetables
• Methods
• Ideation Innovation Space
• Deliverables
• Company Presentation Bitlips Ltd
• Overview to Innovation Techniques
• Case Overviews and Problem Framework Descriptions
  (Bitlips / HUT)

Innovation space
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Workshop Objectives

• To get acquainted with real-life product
  development processes
• Early-phase product development problems are not
  well defined there is a problem framework that
  is a description of interconnected elements
• Development teams strive to find applicable
  solutions examine and validate the most
  promising solution(s) - in detail as possible
• In workshop group formation objective is
  creativity boosting groups should be
  multidisciplinary! Group participants need not to
  know each other beforehand
• Note dont forget to map risks relating to your
  solution and tell why you selected the particular
  solutions

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Workshop timetable 2003
Between compulsory sessions groups can decide
where and when they do their "home tasks"
(teamwork). Com. lab. offers some work premises
in Otakaari 8 for the groups on Monday Tuesday
(1.12-2.12).
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Methods

• Modified Satama Interactives Innovation Space
  Innovation in a week!
• To cultivate your work apply Brainstorming and
  various other methods of ideation as Mindmapping,
  Fish bones etc. as explained later (see also
  lecture 1 handouts)

Mon
Tue
Thu
Fri
Wed
Innovate the problem
Innovate the problem
Develop
Develop
Present
Decision
26.11
27.11
3.12
2.12
1.12
customercheck points
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Innovation Space Summarized

• Wednesday 26.11 first focus on problem
  understanding the problem framework - don't
  discuss about solutions
• Thursday 27.11 continue innovating the problem
  - double teams. Thursday afternoon groups
  generate long list of solutions
• Friday 28.11 select the most import solutions to
  focus on and prepare for customer check points.
  Start preparing idea document business case
• Monday 1.12 focus on gathering all together and
  presenting them in customer check points
• Tuesday 2.12 evaluate solutions and prepare
  presentations
• applicable solutions - check point conclusions
• risks and how to get quality outputs - focus on
  development/production target product/service
• degree of innovations - market potential long
  run business vision
• Wednesday 3.12 group presentation show
  feedback discussions

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Deliverables
Case
Business Case
Idea
What, why, context
How a solution is used in practise - example
Business effects and reasoning
Concrete deliverables are necessary to evaluate
the concept!
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Deliverables

• Group reporting summarizes workshop results
• idea document context who, where, why and when
  will use the innovation
• case cartoon or story one example that explains
  the core idea - How solution is used in practice
• business case analyze business case efficiency,
  production timetables, if this changes
  something, what happens in business list
  assumptions and how and why the figures were
  obtained
• Group submits two reports
• Companys report solutions, application
  guidelines, bases for solution, solution risk and
  quality estimate
• Innovation workflow problem framework,
  identified key issues, usage of ideation methods,
  rejected ideas, (rejection) arguments,
  discussions

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An Overview to Innovation Techniques
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Human Mind and Creativity
T. Korhonen, A. Ainamo Handbook of Product and
Service Development in Communication and
Information Technology, Kluwer Academic Press,
2003
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Process of Creativity
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Cycle of Creativity
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Cycle of Creativity for High-quality Outputs
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Brainstorming

• Used especially to introduce you to problem
  framework - Dont discuss about the (best)
  solutions too early!
• Method
• Collect problems to Post-It notes (or use a
  program)
• Group/associate problems
• Collect more data for each problem
• Grade problems
• Group members Session leader, Secretary,
  Tool-assistant, Customer representative, Social
  facilitator, Technical facilitator, other Group
  members

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Group Members

• Session leader
• guide and facilitate
• not to interfere with own opinions
• track time
• encourage the participants
• Secretary
• documentation
• assist to track the session flow

• Tool-assistant
• aware of ideation tools
• tools include
• computer programs
• independent methods (as Fish bones
  diagram,SWOT-analysis )

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Group Members (cont.)

• Customer representative (Check Point phase)
• -Practical perspectives of the brainstorming
  objectives
• -Interferes only after substantial amount of
  ideas have been mapped and there seems to be not
  many new ideas appearing
• - Responsible to carry in customer's objectives
• initial opinions of company's executives
• practical constrains as
• - money
• - time
• - personnel resources

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Group Members (cont.)

• Social facilitator
• has formed himself a framework of the
  brainstorming themes
• should not decide what the solution is, or even,
  what the problem is
• He is aware of the laws of group dynamics and
  human personality
• Well prepared to boost group creativity based on
  this framework

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Group Members (cont.)

• Technical facilitator
• technology related matters as
• product development tools
• production technology
• general commercial aspects
• Group members
• open attitude
• communication skills
• able to visualize their ideas
• fluent oral presentation
• wide range of disciplines and cultures

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Double Team
Discussion

• 1. Present the problem
• 2. Innovate solutions in the teams of two
• - a pair selects five ideas to present
• 3. Pairs explain their ideas shortly
• 4. Ideas are grouped into logical categories
• 5. Pairs innovate more ideas into categories
• - Pair selects two ideas they present
• 6. Pairs explain their ideas
• 7. Grading of each idea with scores 1-3
• 8. Select the best ideas so far
• 9. Discussion
• 10. Select the best idea after discussions

Grading
Grouping
Recommended for generation of long list of
solutions on Thursday
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Fish Bones
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Mind Mapping
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Five Whys ( Hows)
Ask WHY-HOW 5 times (at least)
Problem A machine does not work!
Why Fuse blown! How Voltage spike? something
got jammed? overload? etc Why Why
overload? How Component malfunctioned! high
resistance! no maintenance! etc Why Why there
was no maintenance? How Pump malfunctioned! a
spare part was old a spare part was
wrong! etc Why Why did the pump
malfunctioned? How Pump has overheated! electric
ity problems? etc. Why Why did the pump
overheated? How Cooler filter was jammed! So,
We replace the filter and check in regularly .
Why and how this can be reassured in the future
.?
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Getting More out of Brainstorming

• Method 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
Axon 2002 - program 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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Special Notes in Reporting

• Make documents of the methods used when obtained
  your solutions
• Document intermediate steps in your path to final
  solution - this is required especially for
  Innovation workflow - report
• Strive to verify quality and risks of your
  solution
• Report especially
• why final solutions were selected!
• report/analyze your solution as in-detail as you
  can to verify your claims!

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Case Power Line Communications (PLC)
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Power Line Communications- an application example
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Case Overview Power-Line Communications

• Team overview A four person team - some
  expertise in electronic design,
  telecommunications business aspects
• Work done so far
• PLC channel measurements
• Modem investigations (modeling/alternative
  realizations)
• Outputs
• Service/product scenarios??
• Expected product customer profiles??
• Marketing aspects
• Technology??
• Risks - can they be minimized??

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PLCs Problem Framework

• Market
• Costs, ways to reduce them? Where to invest?
• Technology
• Interference/radiation - others?
• Services
• Home networking / Internet distribution ...
• Healthcare .
• Low voltage
• cars, ships, bicycles ...
• Usage in different countries and environments
• Special application
• PLC with general lighting LEDs
• Advanced applications?
• Potential in market technology?

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PLC Practicalities

• References ISPLC03 Proceedings (paper copy),
  FCC 03-100 Notice of Inquiry, C.N.Krishnan, et
  al Power - Line As Access Medium A Survey, N.
  Povlidov et al Power Line Communications State
  of the Art and Future Trends, Communications
  Magazine, April 2003 , IeeExplore (Available via
  Internet in HUTs library)
• Group subtasks (Reference Up-front homework,
  phase 1, next slide)
• G1 PLC in home networks
• G2 PLC in low voltage applications
• G3 PLC in Internet distribution
• G4 PLC in monitoring/control/surveillance
  applications
• G5 PLC and general lighting LED applications
• Contacts during workshop Ms Liu Er
  (liuer_at_cc.hut.fi, 040 8333 706)

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Up-front Homework The First Phase
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The Second Phase
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The Second Phase (cont.)