Engineering and Technology Management ETM 5391 – New Product Development and Commercialization Fall, 2003 Instructor: Mr. C. Michael Carolina Date: September 9, 2003

Engineering and Technology Management ETM 5391 Web site:

Engineering and Technology Management Recap of Lecture 3 Concept of Functional Strategies and Maps to Other Strategies Wheelwright and Clark, “Revolutionizing Product Development,” Chapter 3, page 63. Four Types of Development Teams –Functional –Lightweight Heavyweight –Autonomous Wheelwright & Clark, “Revolutionizing Product Development,” Chapter 8, page 191.

Engineering and Technology Management Recap of Lecture 3 Roles and Responsibilities –Senior Management Team –Middle Management Team –Functional Team Keys to Success –Creating Value –Results/Speed Focused –Flawless Execution –Continuous Improvement

Engineering and Technology Management Purpose Connectivity Relevancy Application Science: “what is” Engineering: “creating what has never been”

Engineering and Technology Management The Four Disciplines of a Healthy Organization Build and Maintain a Cohesive Leadership Team Create Organizational Clarity Over-Communicate Organizational Strategy Reinforce Organizational Clarity Through Human Systems Source: Patrick Lencioni, “The Four Obsessions of an Extraordinary Executive.”

Engineering and Technology Management Video “Guest” Lecture Clayton Christensen, The Opportunity and Threat of Disruptive Technologies

Engineering and Technology Management Summary of Living on Internet Time: Product Development at Netscape, Yahoo!™, NetDynamics, and Microsoft™ Common Each Aware of/Engaged in Competitive Benchmarking Each Used Effective Prototyping/Beta Models (Microsoft’s Approach More Internally Focused) Aware of Interoperability

Engineering and Technology Management Summary of Living on Internet Time: Product Development at Netscape, Yahoo!™, NetDynamics, and Microsoft™ (cont’d.) Differences Philosophy, Culture, and Development Process Size of Development Staffs and Resources Microsoft’s Total-System-Solution Mindset Microsoft Sought to Expand Competencies/Respond to SIPs Heavyweight Team Structure (Microsoft) vs. Lightweight (Yahoo!)

Engineering and Technology Management Summary of Living on Internet Time: Product Development at Netscape, Yahoo!™, NetDynamics, and Microsoft™ (cont’d.) NetDynamics’ Philosophy of Open Architecture Based on Standards Netscape’s Heavy Focus on Early Releases Before Feature Release Note: Netscape Acquired by AOL NetDynamics Acquired by Sun Microsystems Based on (SEC) 10-k Filings: 1) Microsoft, 2) Netscape; 3) Yahool!, 4) NetDynamics

Engineering and Technology Management LINKAGE Wheelwright and Clark, Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality. Competing Through Development Strategy The Concept of a Development Strategy Maps and Mapping: Functional Strategies in Pre- Project Planning The Aggregate Project Plan Structuring the Development Funnel

Engineering and Technology Management LINKAGE (cont’d.) Wheelwright and Clark, Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality. A Framework for Development Cross-Functional Integration Organizing and Leading Project Teams Tools and Methods Prototype/Test Cycles Learning From Development Projects Building Development Capability

Engineering and Technology Management HBR Jan.-Feb The Balanced Scorecard – Measures That Drive Performance Robert Kaplan and David Norton

Engineering and Technology Management ECO’s BALANCED SCORECARD Page 99, “The Balanced Scorecard…” by Kaplan and Norton (HBR, Jan.-Feb., 1992).

Engineering and Technology Management A Model for Product Development $’s R&D New Product Tech Transfer IP Publication

Engineering and Technology Management Structuring for NPI and Continuous Performance Improvement Mission/Values Baseline/Benchmark Metrics Document the Lessons Learned Adjust the Process

Engineering and Technology Management Assignment 3 Case Study 2 (HBR ) – McAlasdaire Imaging, PLC: AE-1 Project In 400 words or less, characterize the development of the MI AE-1 Project. - Successful Intro? Why? - Introduction Failure? Why? Due By: 9/15/03