Case Studies &
Featured Presentations
CASE
STUDY
Improving Product
Development Through Pipeline Management
Paul Aspinwall
Process Architect
IBM
An IBM business
unit suffering from projects missing committed launch dates (and
revenue shortfalls). Believing that resource overloads, particularly
on key people, were a major contributor, the unit invested in a
resource management system that integrated product strategy and
plans with resource planning. This ensured agreement on the right
projects, prioritized allocation of resources, and a management
ability to better work through dynamic changes. This case study will
discuss the management approach and tools used to get better
results.
Key learnings:
- What are the prerequisites to operational
success in resource management?
- How do you design tools and
management systems with checks and balances?
During 35 years with IBM, Paul
has been a salesman, market planner, business strategist for
software, manager of product forecasting and business planning for
software in Europe, manager of technology planning for internal use
of IT, manager of systems education, program manager on National
Language Support and Information Development, and currently a
process architect for IBM's Integrated Product Development process.
In 1999, the book "Business Process Engineering" included a chapter
he co-authored on "IBM Reengineering from a Development
Reengineering Perspective." Paul haspresented on IBM's reengineering
efforts at the International Association for Product Development
workshops and at Management Roundtable and PDMA events.
CASE STUDY
A Framework for
Integrating Resource Management with Critical Decision Making
Processes in NPD
 Paul
R. Bunch,
PhD
Manager of Capacity Planning and Management
Eli Lilly & Company
In NPD organizations, the resources
required to complete all attractive projects exceed the available
resource pool. However, Resource Management (RM) in NPD has
typically been viewed as something that must be done after other key
processes have been completed. For example, Portfolio Management is
a cyclical process that helps the organization decide what to work
on and how to prioritize its projects. Business Planning is a
process in which organizations set functional budgets and headcount
targets. Resource management is typically viewed as an operational
process in which functional groups decide how to apply their
resources to optimize the portfolio output given
the portfolio selected from Portfolio Management and given
functional budgets. This approach separates what an organization
intends to work on from the resources required to complete the work
and makes resource management a reactive rather than proactive
process.
Resource management is a process that
should anticipate resource constraints and inform portfolio managers
and business developers of potential resource deficits in time to
develop risk management plans. This can provide tremendous benefits
to the organization including driving alignment across functions and
focusing resources on the critical constraints. This presentation
will cover the following key areas:
- A framework for describing resource
management in NPD
- How resource management can be
integrated with Portfolio Management and Business Planning
- Critical capabilities, tools, and
processes required for the integration
- Case studies describing how resource
management processes have been integrated with critical decision
making processes in NPD
Paul Bunch works
in Lilly Research Laboratories (LRL) as Manager of Capacity Planning
and Management. In his current assignment, Paul is involved
developing processes and information to integrate capacity
information into key decision processes, especially those involving
significant resource allocations. Prior to his current assignment,
Paul has held several management and technical assignments in
Project Management and Discovery research. Most of his work has been
focused on the development of decision support systems, capacity
management and productivity improvement initiatives. Paul has also
held positions in manufacturing, where he focused on implementing
planning and scheduling systems to optimize capacity in Lilly’s
production facilities.
FEATURED PRESENTATION
Key Pipeline Practices
Drive Effective Capacity Management
 Bradford
L. Goldense
President
Goldense Group, Inc.
The techniques, touch points, and
management steering approaches that companies use for pipeline
management have a larger impact on profit and loss than the systems
and tools used to manage detailed capacity and scheduling.
Focus on being effective before worrying about being efficient.
Learn how seven practical best pipeline practices improve capacity
utilization. Mastery of the subtleties of ideating,
concepting, selecting, balancing, starting, ramping, and obsoleting
projects and/or products will improve yield.
Brad Goldense, President of GGI,
has been assisting engineering and manufacturing companies for the
past twenty years in assessing, developing, and implementing
competitive business changes. Mr. Goldense has consulted to over 75
Fortune 1000 companies and has done work in well over 250
manufacturing plants. He specializes in several areas including:
strategic planning, reengineering, product development,
manufacturing management, and engineering/manufacturing
design/information systems. For the past five years, Mr. Goldense
has concentrated his efforts in the concurrent engineering and
engineering automation areas to reduce cycle times product
development and manufacturing functions.
CASE
STUDY
How HP Optimizes the
Use of Scarce R&D Resources
Michael Menke
Business Strategy & Technology Consultant
Business Innovation & Transformation Services
Hewlett-Packard
&
Ralph Morales
Finance Team Lead
IPG New Business Creation
Hewlett-Packard
Despite spending nearly $4 billion
annually on R&D, HP can’t possibly cover all of its fields of
business interest. Therefore, one of its core strategies is to
innovate where a difference can be made and partner for the rest.
Given this approach, how do we determine the best places to focus
our scarce resources? The answer is portfolio management. This case
study will explore how HP:
- integrates business portfolio
management with investment portfolio management
- ensures data integrity between
planning and investment analysis
- determines where to focus its
limited R&D resources
- responds quickly and intelligently
to unavoidable budget cuts
- leverages a common portfolio process
across all business units
- improves and extends portfolio
management in the future
Portfolio management is fast becoming a
process that guides decision-making at the highest levels of the
corporation. A case study will show how HP generates high quality
inputs for portfolio management in one of the most risky areas, new
business creation.
CASE STUDY
Active Business
Portfolio Management
Paul D. Ries
Senior Portfolio Manager
Dow Polyurethanes
Actively managing a portfolio requires integrated decision making
and business planning. Among the areas to be considered are
business strategy, opportunity analysis and selection, product
planning, resource management, financial forecasting, project
planning, and performance tracking. Taking a holistic approach to
analyzing the strategic and tactical portfolios is the first step
toward managing risks and driving performance. This presentation
will discuss the underlying risks associated with a development
portfolio and various techniques for managing them
FEATURED
PRESENTATION
Managing the Impact of
Portfolio Shifts on Resource Management
 Peter
Dierauer
Emerging Technology
Leader
Sensing and Control
Honeywell, Inc.
In situations where major portfolio
shifts are necessary, such as moving a business from a harvesting to
a growth mode, the link between resource management and portfolio
management is essential; resource management can be especially
difficult and critical for success in this situation. This
presentation will cover an example of a drastic portfolio shift and
its impact on resource allocation management. Several portfolio and
resource management tools that are useful for such instances will be
presented and discussed.
Peter Dierauer is
the Emerging Technology Leader for Honeywell’s Sensing and Control
business unit. He graduated in 1988 from the University Biel/Bienne,
Switzerland with a MSEE. He held several positions in Honeywell
Europe before he moved to the United States in 1995. Since then he
has focused his activities in the Technology Management field. Over
the past three years he was involved in the development and
deployment of the portfolio management system within a division of
Honeywell Control Products. He facilitated the Automotive on Board
Product Approval and Portfolio Management Committee and developed
and deployed the Automotive Technology Portfolio Management Process.
Today, Peter Dierauer is managing the Honeywell Sensing & Control
Technology Portfolio.
CASE
STUDY
Improving NPD
Execution - Resource Capacity Planning and Management
 Emery
Powell
NPD
Manager
Texas Instruments
A primary cause of time to market
delays for new product development (NPD) is inadequate management
of resource capacity versus the demand, particularly with respect to
critical path tasks on a project's schedule.
Marketing and sales are driven by the
desire to capture every new product opportunity they
find. Management is driven by the desire to increase NPD throughput,
release as many new products as possible, and capture the revenue.
The typical response to these needs is to rapidly feed new product
opportunities into the pipeline. The expectation is: More IN = More
OUT. Yet, exceeding throughput capacity all too often leads to a
clogged pipeline. So how can we manage NPD capacity 3, 6, or 12
months in the future? How can we know what the critical path demand
is for a particular type of resource or for a single resource,
months in advance when NPD is inherently a highly variable
environment? How can we measure and assess the impact of the
resource demand and our capacity constraints on execution success?
Enterprise and portfolio level tools
that can provide this management capability are now available for
new product development. This presentation will present the on-going
status and findings of recent pilots effort to use these types of
tools in Texas Instruments, the implementation difficulties, and
the preliminary improvement gains.
Emery is currently the New
Product Development Manager for one of Texas Instrument's billion
dollar businesses. Previous experiences related to this presentation
have included the merger and integration of the NPD capability of
multiple large businesses, and large scale cycle time, six sigma,
project management, and enterprise performance management
improvement initiatives. He has managed many R&D and NPD Projects
over his career for multiple companies, and he has been a principle
in launching two new companies.
CASE STUDY
Dynamically
Optimizing Global Resources
Bill Branan
Director
of Strategy
Global Subscriber Products
Motorola, Inc.
In our global, constantly changing,
environment it is difficult to efficiently manage resources and
projects across changing priorities, timelines, multiple locations
and multiple business units. The use of common processes and tools,
consistently and frequently applied, in both early and late stages
of project selection and development enable an objective framework
for ensuring the portfolio of projects best aligns both with
business strategy and resource availability. This paper will discuss
the nature and types of processes and tools which not only
facilitate this alignment, but which also earned the Malcolm
Baldridge National Quality Award.
Bill Branan is currently
Director of Strategy for the Motorola Commercial Government and
Industrial Solutions Sector (CGISS), Global Subscriber Product
Division. He is responsible for global technology planning and
coordination. Bill has held increasingly responsible positions in
Product Development Engineering, Manufacturing, Advanced Technology
Development, and Marketing. He is a Motorola distinguished innovator
with 17 U.S. Patents. He earned a BSE from University of Central
Florida and a MBA from University of Miami.
CASE
STUDY
Evolving Processes
and Tool-sets to Drive Resource Allocation and Portfolio Management
Decisions
Clinton J. Wolfe
Global
Program Manager
IMS Health
This presentation will give an overview
of IMS Health’s evolution of Resource and Knowledge Management
processes and supporting tool-sets within its Product Development
Organization. The presenters will discuss their maturation from
tracking simple inventories of skill sets and current projects
assigned to forecasting/assigning resource allocations across 1-24
months, and tracking resources across multiple projects. They will
address the critical inter-dependencies between resource management
and portfolio, project and finance management, resource management
and the importance of resource management across the entire
cross-functional enterprise. They will also provide an overview of
their evolving tool-sets (from a paper-based, Access-supported
system on a single desktop, to a homegrown web-based interface and
now exploring the potential benefits of an off-the-shelf tool).
Take-aways:
- The importance of creating process
before adopting tool-sets
- The benefits of starting with skills
inventories as the "lowest common denominator" for resource
decisions & allocations
- The value of allowing the resource
perspective to drive critical budget planning cycles
- Strategies to integrate and align
resource management with portfolio, project and financial
management
- The critical underlying role that
the resource management function plays in ensuring that all
stakeholders to resource decisions are on the same page
Clint Wolfe has
been with IMS Health for nearly four years, focusing on process
design and improvement. The resource management processes Clint
refined at IMS Health in the US mapped as corporate best practice
through a 2002 external benchmarking study. He is currently managing
a global program through which IMS is leveraging best practices to
standardize process in the areas of resource, project, portfolio and
metrics management in five major regions around the world.
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