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MindMap Gallery NPDP3 new product development process
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NPDP3 new product development process
This is a mind map about the NPDP3 new product development process. Including: product development process comparison and summary of product development process models, product development process governance, and product innovation charter.
Edited at 2021-10-20 10:15:24
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NPDP3 new product development process
- Calendrier Annuel
Ce calendrier annuel, créé avec EdrawMax, présente une disposition claire et organisée des mois de janvier à décembre. Chaque mois est affiché dans un cadre distinct, montrant les jours de la semaine et les dates correspondantes. Les weekends (samedis et dimanches) sont mis en évidence pour une meilleure visibilité. Ce format est idéal pour la planification et l'organisation des activités tout au long de l'année, offrant une vue d'ensemble rapide et facile à consulter.
- 2026 Quarterly Calendar Overview
This quarterly calendar overview for 2026, created with EdrawMax, presents a structured and colorful layout of the entire year divided into four quarters. Each quarter is displayed in a separate column, showcasing the months within that quarter in a clear grid format. The days of the week are labeled, and each date is marked within its respective cell, allowing for easy identification of dates across the year. This calendar is an excellent tool for long-term planning, providing a comprehensive view of the year at a glance.
- Weekly Calendar 2026
This weekly calendar for 2026 is designed using EdrawMax to provide a detailed and organized view of each week, starting from January. The left side features a mini monthly calendar for quick reference, highlighting the current week in yellow. Below it, there's a section for weekly goals to help prioritize tasks. The main area is a time-grid from 6:00 AM to 12:00 AM, divided into half-hour slots, allowing for precise scheduling of daily activities throughout the week. This layout is ideal for managing a busy schedule efficiently.
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- Outline
new product process
Product Development: A “Risk and Reward” Process
Cooper (2001)
The product development process is roughly equivalent to a "risk management" gamble. The rules of the gamble are:
If uncertainty is high, bet less
As uncertainty decreases, stakes increase
A 2012 PDMD survey showed that the success rate of new products was 61% (Markham and Lee, 2013). Success rates depend largely on the quality of new product development practices and processes adopted by a company
In high-performing companies, the success rate is 82%
Other companies have a success rate of 59%
Manage the risk of new product failure
Cumulative costs of new product development
Risk decreases as costs increase
Knowledge can change decisions and reduce uncertainty
standard decision-making framework
Sources of knowledge, information and data needed to make good decisions
organizational records
Organize employees
external consultant
Published literature
patent
competitors
Customer, wait
The importance of the "front end" in the product development process (Fuzzy Front End)
This is the stage where the organization identifies opportunities and develops concepts before entering the formal product development process.
This stage includes: idea generation stage, initial concept development stage and advanced business stage
In the early days, costs were relatively low. In the later stages of prototype development and in the process of scaling up to commercialization, costs start to rise significantly. The "fuzzy front end" gives organizations the opportunity to more clearly explore the potential of new products at lower costs.
product development process
New product process definition (Kahn, 2013)
A series of structured tasks and work processes carried out by the company in order to continuously transform initial ideas into marketable products and services.
Boss, Allen and Hamilton (1982) 6 stages
Exploration
Screening
Business Evaluation
Development
Testing
Commercialization
new product development process
Stage-Gate – Cooper and Edgett (1980s)
Basic model of the gate management process
Main stages of the gate management process
Discovery
Find new opportunities and new product ideas
Scoping
Preliminary assessment of market opportunities, technology needs, and capability availability
Project Analysis (Bussiness Case)
A critical stage beyond the screening stage, including more in-depth technical, market and commercial feasibility analysis
Development
Product design, prototyping, design for manufacturability, manufacturing readiness and go-to-market planning
Testing and Validation
Test all aspects of the product and its commercialization plan to revise all assumptions and conclusions
Launch
Complete commercialization of the product, including scale manufacturing and commercial launch
The gate management process stage and quantity adjustment depend on
The urgency of new product launches. The tighter the time, the squeezed process, the fewer stages
Existing knowledge of the technology and market areas associated with the level of uncertainty or risk associated with the new product. The broader the existing knowledge, the lower the risk and the fewer stages required
To reduce risk, when uncertainty is greater, more information is required, resulting in a longer process
Simplified diagram of the gate management process
Stage
meaning
A stage is a defined area in the entire product development process
include
Activities
What the project leader and team members must complete according to the project plan
Integrated Analysis
Through cross-functional communication, project leaders and team members comprehensively analyze the results of all activities
Deliverables
Presentation of comprehensive analysis results, which is what the team must complete and ask for submission when entering the gate
Gate
meaning
A gate is a defined point in the product development process. At this point in the process, critical decisions need to be made about the future of the project
include
Deliverables
Input content for the gate review point. Deliverable success is the result of the actions of the previous phase and is implementation determined. There is a standard list of deliverables at each gate
Criteria
The yardstick used to judge projects, thereby determining whether the project passes and the priority of the project. These criteria are usually designed as a scoring sheet that includes both financial and qualitative criteria
Outputs
The results of the gate review. The gate must provide clear output content, including the decision (pass/shoot/shelve/redo) and the path to the next stage (approved project plan, date and deliverables of the next gate)
Advantages and Limitations of the Gate Management Process
Advantage
Provides guidelines and constraints for product development
Emphasis on quality decision-making
Transparent to all participants
is used in many types of organizations
limitation
Risk of becoming overly bureaucratic
Without full understanding, overly rigid and costly misunderstandings can result
Following guidelines and constraints can stifle creativity to a certain extent
Development and application of the gate management process
Cooper (2014)
Although the basic principles of the process remain the same, the application of the gate management process should be modified to fit the specific situation.
Integrated Product Development (IPD)
The concept of integrated product development was developed from "Concurrent Engineering" which was widely used in aerospace products in the 1990s.
Wenner et al. (1988)
Concurrent engineering is a systematic approach to the integrated, concurrent design of products and their associated processes, including manufacturing and support. This approach enables developers to consider all elements of the product lifecycle from the outset. From concept to implementation, from quality, cost, schedule to user needs
Basic premise of concurrent engineering
All elements of the product life cycle, from functionality, manufacturability, assembly, testing, maintenance, environmental impact to final disposal and recycling, are considered in the early design stages
Considering that parallel promotion processes can significantly improve productivity and product quality, the aforementioned design activities are all carried out simultaneously, that is, parallel
Waterfall Model
Winston Royce (1970), 21 is widely used in the software industry
5 stages
Require
Understand the required functions, uses, user needs, etc. of the product involved
design
Determine the software and hardware required to complete the project and subsequently translate them into a physical design
implement
Write actual code based on project requirements and design specifications
verify
Ensure products meet customer expectations
maintain
Identify deficiencies or errors in product design through customers and then correct them
Definition of integrated product development (Kahn, 2013)
A way to systematically and comprehensively apply the results and concepts of different functional systems to effectively and efficiently develop new products and meet customer needs.
IBM moves from waterfall to integrated product development process
Meet customer needs, comply with legal department regulations, meet safety standards, reduce maintenance costs and optimize the use of corporate resources
Product life cycle management
IBM PLM Solution (2009)
Goals
From the application of basic product development tools to the application of project management, and then to the voice of customers and strategic connection, we finally build a learning culture based on knowledge acquisition and management.
Hierarchy of organizational practices based on integrated product development systems
Features
Special focus on learning and continuous improvement
Lean development (Lean)
What is Lean Product Development (Lean Product Development is about Productivity) (Mastelli, 2011)
Profit generated per hour or unit
Effective use of designers or developers
Shorter time to market
Complete more projects per unit of time
Accumulate more satisfied customers, more time
less waste
potential sources of waste
Chaotic work environment
lack of available resources
Lack of clear priorities
There are barriers to communication between different functions
Poor product requirements definition
Lack of early consideration of grammaticality
Overdesign
Too many unproductive meetings
too many emails
Suggestions for new product development
Build customer-defined value and eliminate waste that does not add value
Invest more energy on the front end of product development, fully explore all possible solutions, and maximize design space
Create a high-level product development process
Implement rigorous standardized processes to reduce variability, create flexibility, and produce predictable results
Establish a chief engineer system, who is responsible for the integration of the development process from beginning to end
Balance functional expertise and cross-functional integration
Develop the capabilities of every engineer
Fully integrate suppliers into the product development system
Establish the concept of learning and continuous improvement
Create an organizational culture that supports excellence and continuous improvement
Employ technology that matches people and processes
Align your entire organization with simple visual communication
Make good use of effective standardization tools and organizational learning tools
Advantages and Limitations of Lean Product Development
Advantage
The focus of the process is on the smooth flow of information rather than strict control
Simplify collaboration and optimize design with an event-driven approach
Emphasis on proactive management and control of risks to schedule, cost, performance and quality
Suitable for projects of all sizes
Tools for documenting and progressing, prioritizing, and solving problems are often simple and visual
Bureau phenomenon
The people involved must be quite dedicated and experienced. Only in this way can we make suggestions for system improvements and respond positively to system changes.
There is a need to change the structure and culture of the organization. In particular, the organization should have a unified and committed project culture and an appropriate supportive organizational structure
Strong supplier management is required. Lean product development or on-time delivery requires synchronization and good communication with suppliers
The organization is willing and able to accept changes in project goals and direction
Core Concepts of the Lean Product Development Process
Agile development (Agile)
agile
Agile methods are a process of iterative product development by freely organized teams in a collaborative environment.
Through progressive iterative work steps, the team can respond to future expectations, which are also called sprints.
Agile development is widely used in the software industry
In February 2001, 17 software developers met in Utah to discuss lightweight development methods and issued the Agile Development Manifesto.
Although in each sentence, the items on the right do have value, we think the items on the left are more important and valuable.
Individuals and interactions trump processes and tools
Working software is better than comprehensive documentation
Customer collaboration trumps contract negotiation
Change accordingly is better than following a plan
Key principles of agile product development
Our priority is to satisfy our customers through early and continuous delivery of valuable software
We welcome changes in requirements even late in development. Agile processes turn these changes into competitive advantage for customers
Deliver working software frequently, every few weeks or months, the shorter the better
Business people and developers work together during the project
Recruit motivated people to develop projects, provide them with the environment and support they need, and trust them to do their jobs well
The most time-saving and effective way to transfer information in the development team is face-to-face communication
Working software is the primary measure of progress
Agile processes are conducive to sustainable development. Sponsors, developers and users should always maintain a fixed pace of progress
Continue to focus on advanced technology and excellent design to improve agility
Simplicity - the art of minimizing the backlog is the foundation of everything
Only self-organizing teams can produce the best architecture and design
The team regularly reflects on how to improve work efficiency and adjust work processes
Key elements of the agile product development process
Product Backlog
The product backlog is a prioritized list of requirements for a system, including functional and non-functional customer requirements, as well as technical team requirements.
While the Product Backlog comes from many sources, prioritization is the sole responsibility of the Product Owner
A product backlog item is a unit of work that is small enough that the team can complete in a sprint iteration
Agile process (Scrum)
Meaning - (Sutherland, 2014)
Agile is a process created by Jeff Sutherland in 1993 and inspired by the rugby team's "scrum" scrum.
Agile process is the most process-oriented agile implementation framework. With this approach, software generation proceeds at a regular pace, with a series of fixed-length iterations developing new products
Sprint
meaning
A sprint is a period of time in which specific tasks are completed so that the development phase can enter the review phase.
planning meeting
Planning meetings are the starting point for every sprint. In the planning meeting, the product lead (the person who assigns work) and the team developers discuss and determine the work to be completed for the sprint. The sprint cycle is determined by the agile coach
sprint planning meeting
sprint
After the sprint starts
The product manager pauses work, and the development team takes charge of the work
at the end of the sprint
The team hands over the completed work to the product lead. The product lead will in turn decide to accept or reject the work based on the criteria set at the sprint meeting
Product Owner
who is it
The product owner is the person who represents the customer’s interests and has the final say when it comes to prioritizing and listing requirements in the product backlog.
Task
He must be accessible to the team at all times, especially during sprint planning meetings
After the sprint begins, the product leader should no longer manage the team, nor should he change tasks
The Product Owner’s primary responsibility is to balance the interests of competing stakeholders
Agile Coach (Scrum Master)
The Agile Coach is the facilitator between the team and the Product Owner. His job responsibility is not to manage the team, but to help the team and product lead
How Agile Coaches Help Teams and Product Leads
Remove barriers between teams and product leads
Stimulate the creativity of the team and empower the team
Improve team productivity
Improve engineering tools and practices
Ensure that information on the team's progress is updated in real time and visible to all members
Agile Team (Scrum Team)
Agile teams usually consist of 7 people, but can increase or decrease by 2 people
To achieve the sprint goal, team members are usually composed of people from multiple functional departments and non-professionals (cross-functional teams)
Software development team members include software engineers, architects, programmers, analysts, quality experts, testers, UI designers, etc.
During a sprint, the team self-organizes to achieve the sprint goal
Teams have autonomy over how to achieve their goals and are held accountable for those goals
Break down the agile process
Advantages and limitations of agile product development
Advantage
Agile processes bring new and viable opportunities to product development where business requirements are difficult to quantify or succeed.
By splicing agile methods together, cutting-edge developments in rapidly changing environments can be quickly coded and tested. If a problem occurs, it can be easily corrected
Provide frequent updates on work progress through regular meetings. Agile is a lightweight management and control method, so project development has obvious visibility
Like any other agile method, it is iterative in nature and requires continuous feedback from users.
Due to the short sprint cycle and timely feedback, the team can more easily respond to changes
Often daily meetings can assess individual productivity, thereby improving team member productivity
Daily meetings allow problems to be identified in advance and then resolved quickly
Agile methods are compatible with any technology or programming language, especially fast-moving Web 2.0 projects or new media projects
Minimal operating costs in terms of process and management, so projects move faster and cost less
limitation
Agile is a major cause of the "scope creep" problem. This is because, unless there is a clear deadline, project management stakeholders will ask the team to deliver new functionality regardless.
If tasks are not clearly defined, estimates of project cost and time will be inaccurate. In this case, the task can be spread over multiple sprints
If team members do not give their best effort, the project award will never be completed or will fail
Because agile methods can be completed by small teams, it is suitable for small projects that change quickly
Agile methods require experienced team members. If there are newbies on the team, the project may not be completed on time
Agile methods and project management will work better together if the agile coach trusts his team. If the agile coach exercises too strict control over team members, it will bring great frustration to the team members, leading to a lack of motivation in the team and leading to project failure.
The departure of any team member during the development process will have a huge negative impact on the project development.
It is difficult for project quality managers to implement and quantify implementation unless the test team can perform regression testing after each sprint
Design Thinking
Comparison and summary of product development process models
A certain model may be appropriate in some specific situations, but most scenarios require the appropriate combination of multiple models
Agile and Lean
Lean
Lean aims to reduce waste and improve operational efficiency, especially for repetitive tasks common in manufacturing processes
The real value of the Lean approach to product development is that its focus—a set of core principles or guidelines—serves as the foundation for the new product development process.
Lean Step is a defined process, not one that focuses on the specific behaviors and tasks required to successfully develop a new product
agile
The original intention of agile design is to perform tasks in a short time, interact frequently with customers and respond quickly to changes
Agile structures, processes, and roles are clearly defined when applied to the development of products or product components. In short, Agile embodies a time-centered iteration philosophy - building products in a step-by-step manner and delivering products in small pieces
One of the advantages is the ability to adapt and change at any stage (depending on feedback, market conditions, corporate obstacles, etc.) and to only offer market-relevant products
Lean and agile are essentially unrelated. You don’t need to pursue lean when developing new products, nor do you need to pursue agility when improving operational efficiency.
Agile and gateway management
gateway management
Doorway management process
The gate management process is not a project management or perimeter planning model. On the contrary, it is a comprehensive and complete system from the idea to the launch stage. It is a macro planning process that is cross-functional (involving technical product developers, as well as sales, marketing and operations departments)
Pay close attention to the gateway
Gates form the basis of an investment decision model, and key questions need to be answered at gates.
Are you working on the right project?
Are you doing the project correctly?
agile
Agile is designed for rapid software development
In practice, the development phase consists of a series of sprints, each sprint or iteration producing a work product (running code or software) and the work product can be demonstrated to stakeholders (customers)
An iteration may not add enough functionality to the product or meet release requirements with the product, but at the end of each iteration there will be a potentially usable version, which is the goal of the iteration
To launch a product or new feature, multiple iterations are often required. A sprint usually lasts 3 to 5 weeks
subtopic
The relationship between agile and gateway management
Cooper (2015)
Agile and gateway management are not substitutes for each other. Rather, Agile is an effective peripheral planning tool and project management tool that can be used within a gate management process to speed up certain phases - perhaps Phases 3 and 4.
Gateway management and agile
The role of agile in doorway management during software development (Cooper, 2015)
Integrate product development with other process management
Integrated product development
Integrated product development provides a framework for integrating functions, roles and behaviors in product development
definition
A way to systematically and comprehensively apply the successes and concepts of different functional systems to effectively and efficiently develop new products and meet customer needs.
The macro-planning characteristics and decision-making basis of the gate management model, the micro-planning and flexibility of the agile model, the emphasis on reducing time and energy waste in lean, and the comprehensive integration of product development in the learning organization are potentially complementary, not mutually exclusive. of
The integration of elements in each model into a model that truly fits the product development process, with a focus on learning and continuous improvement, is the hallmark of truly advanced product development practices.
Governance of the product development process
The term “governance” is often used to describe the work of a board of directors, where the focus is on thinking about strategic issues rather than the day-to-day running of the business
Definition (Project Management Institute)
The framework, functions, and processes used to guide activities in project, program, and portfolio management. In an organization's project management, governance provides guidance, decision-making, and oversight for the organization's strategic execution framework for project management.
Questions to answer from a governance perspective
Is the product development process aligned with needs related to the organization and its products or services? Is the process well communicated, understood, and embraced throughout the organization?
Do the results of the new product or service need to meet measurable goals? Are these goals understood and accepted by all involved in product development?
Are there process-related metrics such as actual spend versus budget, timing of milestones, and overall development cycle time? Are these metrics the basis for learning and continuous improvement?
Do you appropriately balance administrative authority and personal responsibility?
Do decision-making protocols and processes enable effective and timely decision-making? Are there any significant, unnecessary obstacles that could lead to failure and delays?
Is the product development process regularly reviewed based on input information, output information, and process metrics across cross-functional parts of the organization?
Product Innovation Charter
The product innovation charter is a key strategic document that puts the organization at the heart of the process of commercializing new products. It covers the project’s reasons, goals, objectives, criteria, and boundaries. He answers the 5 questions of “who, what, where, when, why” in product development projects
Contents of the Product Innovation Charter
background
Confirm the project - the purpose of the project and its relationship with business strategy and innovation strategy. Why do organizations do entire projects?
Scope of the project – How broad or narrow is the focus of the project?
The role of the project team in implementing project objectives
Project constraints - resources, funding, manufacturing, marketing, any form of factors that may affect the success of the project
Any existing and future key technologies
Environmental, industry and market analysis, able to explain the context in which the new product is situated - customers, competitors, laws and regulations, etc.
key stage
The word arena mainly refers to the place where sports or literary and artistic performances are performed. This meaning has been extended to the commercial field to indicate the place where business activities are performed and completed.
The key stages of the product innovation charter include
Target market (where the performance takes place)
Key techniques and marketing methods (how to perform)
Key technologies and market size to support project success
Competitor strengths and weaknesses (other performances) – technology, marketing, branding, market share, manufacturing, etc.
goals and objectives
Specific goals that contribute to business strategy
Such as: share in new markets, growth in local market share
Business goals - profits, sales, cost reduction, productivity increase
Project related goals – financial budget, time to market
Each goal or goal should be associated with specific, measurable success criteria—performance indicators.
special guidelines
Working relationships within the project team – how and when meetings are held
Project reporting – frequency, format, stakeholders
Budget Support Responsibilities
Involvement of external agencies
Such as: regulatory agencies
Special regulations related to time to market or product quality