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Case Study Presentations
"Information received in just one session was worth the cost of
the entire conference."
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Roland Bouchard, Director, Product Development, Smiths
Industries
Agile Pipeline and
Portfolio Management Approaches
Balancing
Strategies
for Program Management 
Curt Raschke, Texas Instruments, Inc. &
Gregory Githens, Catalyst Management Consulting
This case study will discuss a
program management tool kit
that can handle a number of seemingly conflicting requirements:
-flexibility (since each project outcome by definition is
new and uncertain) and project predictability (to achieve
portfolio financial goals).
-centralization and standardization of tools and methods
(for efficiency) versus decentralization (for flexibility
and responsiveness in the pipeline).
Curt and Greg will describe how distributed program
management helped achieve measurable improvements in NPD
efficiency. They will also introduce a simple tool, polarity
mapping, to help reconcile the balancing decisions that
organizations must make.
Implementing
constraint-based
program and resource
management at LSI Logic
Linda Blauner,
Director of Program Management
(ASIC technology)
Linda will share her experience of implementing
constraint-based program and resource management in LSI Logic's
ASIC Technology Division. This division is responsible for
development of the LSI Logic's libraries,
design tools, and methodologies. Linda will discuss how applying
constraint-based program and resource management has helped LSI
Logic address the problems in multi-project environments. She
will discuss the steps taken, the challenges, and the lessons
learned.
Resource Management and Allocation
Telecommunications Service
Development Pipeline Management –
"Just Say No"!
Paul Sapenaro,
Vice-President of Sprint NCO Product Management, Product
Development and Broadband Operations
Paul Sapenaro will describe how
NCO learned to get a handle on the resources involved in product
and system development, make difficult tradeoffs to balance the
pipeline, and just say "no" to development projects. He will
also discuss how putting fewer projects into the pipeline
resulted in more projects getting to market, the role of
portfolio management in pipeline decisions, and how Sprint NCO
will apply these concepts to the next frontier: c ross-divisional
development.
An Integrated
Approach to
Pipeline Management:
Linking
People, Processes
and Data 
Mark Kleinle, Director of New
Product Development, Shure, Inc.
As a mid-sized company with more
opportunities than resources, Shure recognized that true
pipeline optimization requires an integration of people,
processes, and data. Mark will discuss how Shure overcame the
challenges of implementing an integrated system. He will review
how Shure institutionalized a common planning language and
Shure's approach to increasing the accuracy and visibility of
its portfolio and resource data. Mark will also discuss how
culture, organization structure, and access to data all impact a
company's ability to maintain a balanced portfolio.
Anticipating
Change:
Optimizing Resources
at Cisco
Bob Frazier,
Customer Solutions Senior Manager,
Internet Business Solutions Group
Cisco Systems
This case study looks at how
Cisco manages the portfolio process that includes a focus on
the customer and continued awareness of technology advancements
in the market. Find out how Cisco teams anticipate market needs
and continuously changing customer requirements. Also learn how
Cisco uses the Internet, both internally and with business
partners, to create efficiencies in resource management, enhance
project teams, and optimize the cl osed
loop new product introduction processes.
Platforms, People and Information Flow
Optimizing a
Portfolio
Across an F2B Product
Development Architecture
Noo Mangat, Manager,
Technology and Development Processes, Hercules Corporation &
Paul O'Connor, Managing Director, The Adept Group
Many organizations focus on
optimizing the mix of projects in their stage-gate process and
on allocating resources across these projects (pipeline
optimization). But expertly prioritizing and managing only those
projects in the stage-gate process is not sufficient to
optimizing the speed, scale and strategic impact of NPD. A
front-to-back (F2B) product development architecture recognizes
that what’s in the "front-end" and what’s in the "back-end" or
market has enormous influence over portfolio performance.
In this case study, Dr. Mangat
and Mr. O’Connor will cover:
- Specific portfolio objects
needed to drive a F2B architecture
- Key knowledge components that
support F2B architecture
- Why product innovation
charters are more important than product development
projects
- Integrating predictive metrics
into a full F2B portfolio
- IT support to speed and
facilitate the use of portfolio objects
- Designing and implementing a
full F2B portfolio approach.
Implementing
Lean
Project Management
Chris Couch, Manager, Toyota
North America
This case study will look at how
the principles of lean thinking (i.e., focus on value, reduce
waste) guide the management of multiple product development
projects. Learn how these concepts are being applied — find out
how they are working and what is necessary to successfully
suppor them.
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