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Tables of Contents for Developing Products in Half the Time
Chapter/Section Title
Page #
Page Count
BIOGRAPHIES
xiv
1
FOREWORD
xv
2
PREFACE
xvii
1 Faster and Still Faster
1
20
Many Companies Have Achieved Double Speed
1
2
Some Are Moving Toward a Factor of Ten Improvement
3
2
What Is the Limit?
5
2
WHY DEVELOP PRODUCTS FASTER?
7
5
Increase Sales
7
1
Beat the Competition to Market
8
1
Be Responsive to Changing Markets, Styles, and Technologies
9
1
Maintain a Market Leadership Position
10
1
"More New Products" Is the Wrong Focus
11
1
WHAT IS THE PRICE OF A SHORT CYCLE?
12
3
TIME-TO-MARKET IS NOT A UNIVERSAL SOLUTION
15
3
In Some Cases, Urgency Is Not the Issue
16
1
Rapid Development Is Demanding, Must Be Applied Selectively
17
1
At Some Point, Another Focus May Bring Bigger Rewards
17
1
BUILDING A HOLISTIC APPROACH
18
2
Doing the Right Product (vs. Doing the Product Right)
19
1
Development Acceleration Can Be a Good Leader for Other Organizational Changes
19
1
SUGGESTED READING
20
1
2 Putting a Price Tag on Time
21
28
THE FOUR KEY OBJECTIVES
23
2
What About Quality?
24
1
Trading-off Multiple Objectives
24
1
THE BASIC MODELING PROCESS
25
12
Create the Baseline Model
25
3
Create Variations
28
6
Assess Profit Impact and Develop Decision Rules
34
3
ADVANCED MODELING
37
8
Long Product Lives
38
1
Interacting Products
39
1
Product with High Prices and Low Volume
40
1
A Shortcut Method to Check the Model
40
5
TIPS ON MODELING
45
3
Sources of Error
45
1
Keep it Simple
46
1
Cross-Functional Involvement
46
1
Management Support
47
1
SUGGESTED READING
48
1
3 The Fuzzy Front End
49
18
WHY THE FUZZY FRONT END IS IMPORTANT
50
2
It Lasts a Long Time
50
1
It is a Cheap Place to Shop
50
2
Individual Companies Have Big Performance Differences
52
1
DRAWING ATTENTION TO THE FUZZY FRONT END
52
2
The Market Clock
53
1
The Urgency Paradox
53
1
IMPROVING FRONT END PROCESSES
54
9
Institute Metrics
55
1
Calculate Cost of Delay
55
1
Assign Responsibilities
56
1
Assign Resources and Deadlines
56
1
Capture Opportunities Frequently and Early
57
1
Subdivide the Planning
57
2
Create Technology and Marketing Infrastructure
59
1
Create a Strategy and a Master Plan
60
1
Prevent Overloads
61
1
Create a Quick-Reaction Plan
62
1
A SAMPLE FRONT-END PROCESS
63
2
Other Process Alternatives
64
1
SUGGESTED READING
65
2
4 The Power and Pitfalls of Incremental Innovation
67
18
ADVANTAGES OF INCREMENTAL INNOVATION
67
9
Financial Advantages
68
1
Marketing Advantages
69
2
Engineering Advantages
71
2
Rapid Learning
73
3
DISADVANTAGES OF INCREMENTAL INNOVATION
76
3
Marketing Disadvantages
76
1
Engineering Disadvantages
77
1
Financial Disadvantages
78
1
REQUIRED INFRASTRUCTURE
79
4
Technology Planning
79
1
Technology Transfer
80
1
Empowered Teams
81
1
Product Line Planning
82
1
Product Architecture
83
1
SUGGESTED READING
83
2
5 Capturing Customer Needs
85
20
PRODUCT SPECIFICATIONS: A VITAL COMMUNICATION LINK
86
2
The Many Views of a Product
86
1
Communicating What the Product Will Not Do
87
1
DIFFICULTIES IN WRITING SPECIFICATIONS
88
3
The Information Isn't All Available When We Write the Specification
89
1
Marketing Specifications versus Engineering Specifications
90
1
KEEPING THE CUSTOMER IN THE FOREGROUND
91
6
Involve Customers
92
2
Walk in the User's Shoes
94
2
Let Customers Tell You When You Have It Right
96
1
FOCUSING ON WHAT COUNTS
97
3
Concentrate on Product Benefits, Not Features
97
1
Use a Benefits Focus to Open Up Design Options
98
1
Involve All Functions in the Trade-Offs
98
1
Highlight the Time-Critical Factors
99
1
WRITING SPECIFICATIONS JOINTLY
100
4
Can Quality Function Deployment Accelerate the Process?
102
1
The Alternative to Frozen Specifications
103
1
SUGGESTED READING
104
1
6 Using System Design to Compress Schedules
105
14
THE KEY ARCHITECTURAL DECISIONS
106
5
Setting the System Boundary
106
1
The Degree of Modularity
107
1
Locating Functions
108
1
Designing Interfaces
108
2
Maintaining Flexibility
110
1
MANAGING RISK
111
3
Risk Concentration
111
2
Controlling System Integration Risk
113
1
Individual Module Risk
114
1
WHO SHOULD DO ARCHITECTURE
114
2
SUGGESTED READING
116
3
7 Forming and Energizing the Team
119
20
THE TEAM LEADER
120
3
Selecting the Leader
120
2
Empowering the Leader
122
1
THE TEAM MEMBERS
123
9
The Fallacy of Fragmented Teams
124
1
The Specialist Problem
125
3
The Core Team
128
1
Suppliers and Customers on the Team
129
3
TEAM FORMATION
132
3
When to Staff
132
1
Early Team Activities
133
2
MOTIVATING THE TEAM
135
3
What Motivates Developers?
135
1
Financial Rewards
136
1
Recognition
136
2
SUGGESTED READING
138
1
8 Organizing for Communication
139
24
Example: Core Teams
139
2
Communication: the Central Capability
141
1
ORGANIZATIONAL OPTIONS
141
8
Picking the Best Form
147
2
DEVELOPMENT TEAM ISSUES
149
3
Teams Are Not Meetings
149
1
Team Size
150
1
Can We Afford a Separate Team?
151
1
FITTING FAST DEVELOPMENT TEAMS INTO EXISTING ORGANIZATIONS
152
3
Teams and Support Functions
152
1
New Roles for Functional Managers
153
1
Teams and the Parent Organization
153
1
To Whom Does the Team Report?
154
1
CO-LOCATION
155
5
The Pros and Cons of Co-Location
156
2
Dispersed Product Development Teams
158
1
Virtual Co-Location
159
1
TEAM TRAINING
160
1
SUGGESTED READING
161
2
9 Designing Fast Development Processes
163
22
The Importance of Process
163
1
MOVING BEYOND THE "PHASES" MENTALITY
164
3
Tollgates and Stage Gates
164
1
What Happens at the Gate?
165
1
The Critical Path Mindset
166
1
THE KEY ROLE OF PARTIAL INFORMATION
167
3
Overlapping and Partial Information
167
1
The Link Between Teams and Overlapping
168
1
Overlapping Examples
169
1
OVERLAPPING HARDWARE AND SOFTWARE DEVELOPMENT
170
1
CREATING OPPORTUNITIES FOR OVERLAPPING
171
6
Encourage Overlapping
171
2
Watch for the Triggers
173
1
How Fast Could It Be Done?
174
1
Use Prototyping to Set the Pace
175
1
Overlapping Requires a Cultural Change
176
1
THE ROLE OF TECHNOLOGY TOOLS
177
7
Case Study: Senco Products
178
2
Case Study: Lathrop Engineering
180
3
Case Study: BroadBand Technologies
183
1
SUGGESTED READING
184
1
10 Controlling the Process
185
20
THE LOGIC OF PROCESS CONTROL
186
3
Engineering Is Inherently Unpredictable
186
1
Why We Control Product Development
187
2
DECENTRALIZING PROJECT CONTROL
189
2
Fast Decisions Require Decentralization
189
1
Decentralization Requires More Talent in the Trenches
190
1
KEY CONTROL TOOLS
191
12
Let Schedule Be the Primary Goal
191
2
Let the Team Build the Detailed Schedule
193
1
Prepare Detailed Project Plans
193
1
Create a Product Development Procedure
194
1
Establish Overall Process Metrics
195
2
Define Milestones and the Critical Path
197
2
Make Schedules Visible
199
1
Leave Excess Capacity
199
1
Formal Project Reviews
200
1
Informal Project Reviews
201
1
Frequent, Open Communications
201
2
SUGGESTED READING
203
5
11 Preventing Overloads
205
16
PROJECT DILUTION
206
2
Splitting People Between Projects
206
2
BECOMING SENSITIVE TO OVERLOAD
208
5
Some Barometers
208
4
Development Work-in-Process Inventory
212
1
THE BASIC RULES
213
5
Control the Project List Religiously
215
1
Post the Project List
216
1
Create External Capacity
217
1
TRAPS TO AVOID
218
2
The Risk of Diversification
218
1
Unanticipated Projects
218
1
The Project Loading Rule
219
1
The Fallacy of Adding Resources
220
1
SUGGESTED READING
220
1
12 Managing Risk Proactively
221
20
The Mathematics of Risk
222
1
KINDS OF RISK
223
5
Technical Risk
225
1
Market Risk
226
2
PROACTIVE RISK MANAGEMENT
228
4
Building a Risk Management Plan
229
2
Managing to the Plan
231
1
OTHER RISK CONTROL TECHNIQUES
232
7
Start with the Tough Issues First
233
1
Assume Risk Only Where It Will Provide an Advantage
233
2
Stay Flexible on Unresolved Issues
235
1
Consciously Trade off Expense and Risk Control
235
1
Provide Focus to Management's Attention
235
1
Work Concurrently on Technical and Market Risk
236
1
Maintain Backup Positions
236
1
Find Accelerated Testing Approaches
237
1
In Weak Areas, Model and Test
238
1
SUGGESTED READING
239
2
13 Bridging the R&D--Manufacturing Gap
241
20
WHY WE NEED CONCURRENT DEVELOPMENT
242
2
STREAMLINING THE TRANSITION TO MANUFACTURING
244
13
Put a Manufacturing Engineer on the Development Team
245
1
Design Strictly to the Existing Process
246
1
Design with Existing Components
247
1
Get Product Engineers onto the Factory Floor
248
1
Provide a Champion for the New Product in the Factory
249
2
Design New Processes Early
251
1
Analyze Engineering Changes
252
1
Put Assemblers on the Development Team
253
1
Enhance Data Handling and Control Systems
253
1
Get Suppliers Involved as True Partners
254
1
Take Long-Lead-Time Items Off the Critical Path
255
1
Use Prototype and Pilot Builds to Verify the Process
256
1
A BROADER CONTEXT
257
1
SUGGESTED READING
258
3
14 The Role of Top Management
261
16
New Product Development as a Core Activity
261
1
TOP-MANAGEMENT LEADERSHIP
262
3
Clarifying Strategic Intent and Time-to-Market Goals
262
2
Management Presence
264
1
OTHER WAYS OF SUPPORTING AN ACCELERATED PROJECT
265
6
Initiating a Project
266
1
Establishing an Effective Team Environment
267
1
Keeping the Team Focused on the Objective
268
1
Overseeing the Use of Resources
269
1
Encouraging Cycle-Time Improvement
270
1
SOLIDIFYING AGREEMENTS
271
3
What Agreement Covers
272
1
Making Agreements Work
273
1
THREE ESSENTIAL THINGS AN EXECUTIVE MUST DO
274
1
SUGGESTED READING
274
3
15 Making Changes Faster
277
14
THREE PATHS TO ORGANIZATIONAL CHANGE
278
3
Massive Process Redesign
278
1
Organizational Prototyping
278
1
Continuous Improvement
279
1
A Combined Approach
279
2
USING PILOT PROJECTS TO INITIATE CULTURAL CHANGE
281
5
Just Get Started
281
1
Avoid the Immunization Effect
282
1
Setting up the Project
282
2
Enabling the Team to Move Quickly
284
1
Cloning the Process
285
1
USING CONTINUOUS IMPROVEMENT TO BUILD A DYNAMIC CAPABILITY
286
3
Expect Two Deliverables from Every Project
286
1
Separate Process Reviews from Project Reviews
287
1
Review Every Project
288
1
Institutionalize the Feedback Process
288
1
Don't Expect Perfection
289
1
GET GOING
289
1
SUGGESTED READING
290
1
INDEX
291