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I.
Where is
your company on the roadmapping maturity model? |
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Roadmapping can be a stand alone activity in a single
department; it can bridge many units in your company or even
link with your supply chain. Understanding how roadmapping
matures is the first step to developing a roadmapping plan.
In this session, participants will examine Dr. Petrick’s
roadmapping maturity model and the implications of the
various stages.
Exercise: Individual
participant identification of which stage his/or her company
currently occupies. Participant brainstorming about
challenges of moving to the next level.
Benefits:
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Clear understanding of
roadmapping maturity as seen by practitioners and
experts in the field.
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Check sheet for individual
participants to gauge their own roadmapping maturity.
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Each participant will
identify a future state roadmapping goal to focus on for
the remainder of the workshop.
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II. What does it mean to go
beyond the basics in roadmapping? |
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Articulating product evolution with technology evolution and
market trends is a critical first step in roadmapping – and
a major first benefit. Since roadmapping changes the way
that organizations communicate, it can add substantial value
to the decision-making process.
Exercises: Introduction
to the basics of roadmapping, a refresher. Presentation of
the extended enterprise and what it means for roadmapping to
support it. Group discussion on enterprise integration
challenges and decision-making processes.
Benefits:
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III. From roadmapping to
R&D
project planning |
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A key
dimension of roadmapping value is its ability to support
project planning and portfolio management. The GOTChA Method
(Goals, Opportunities, Technical Challenges and
Approaches) helps distill product goals into more
discrete technology projects,
ensuring that the multiple needs of current and future
products are supported.
 Case
Presentation: Ben
Almojuela, Associate Technical Fellow, Product
Development, Boeing Commerical Airlines, will discuss
Boeing's use of the GOTChA method, results achieved and
lessons learned.
The strategic roadmapping process is an excellent way to
understand the environment around an organization, and to
develop the strategies and goals that define how the
organization will interact with that environment over time
to generate value. However, the development of a living
portfolio of projects from those strategies and goals is not
trivial. Ben Almojuela will share the Boeing Commercial
Airplanes' approach to developing a living portfolio of
projects that is periodically reviewed and adjusted to align
with the changing environment defined by roadmapping.
The strategic roadmapping process is an excellent way to
understand the environment around an organization, and to
develop the strategies and goals
that define how the organization will interact with
that environment over time to generate value.
However, the development of a
living portfolio of projects from those strategies and goals
is not
trivial.
The heart of this portfolio
alignment is the GOTChA process
that decomposes the goals and
strategies and then re-groups them into
"sensible work packages" that can be organized into a
project portfolio.
Exercises: Mini-case
analysis – participants will explore the GOTChA method to
decompose a series of project
goals into technology projects and then reconfigure these
technology projects elements to
match the goals.
Benefits:
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IV.
Successful
roadmapping
begins with good data |
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The GIGO
(garbage in – garbage out) philosophy of
information systems management also applies to
roadmapping. Learn to successfully ask questions of
your roadmaps and play scenario games with alternative
options to make sure that the data underlying the
roadmapping elements is robust.
Exercises: Presentation
of information flows to support roadmapping. Small-group
discussion and report-out of key data elements needed to
accomplish different types of decision-making. Participants
will collectively develop a template that can be used
to track data flows.
Benefits:
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Data
flow template which can be customized to participant
home company.
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Matrix of decision-making targets and needed data flows
to drive these.
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Clear appreciation of the value that roadmaps play in
scenario development.
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V. Devising multiple views of
the roadmap |
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Depending on the focus, a
roadmap can look different. For roadmaps targeted to new
product development in an emerging market, the market
drivers might be emphasized.
Conversely, for roadmaps targeted to new product development
based on technology, R&D projects might be more visible.
The format of the roadmap must reflect the emphasis.
Exercises: A mini-case example to enable small
group preparation of roadmaps that have different emphases.
Small group report-out of approach, emphasis, and
design/presentation trade-offs.
Benefits:
- Individual participants
will leave the workshop with a set of roadmaps that are
all related to a common new product development problem,
but that have different emphases. This set will be a
valuable template for use at the participant home
company to illustrate this multi-view approach.
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VI. Supplier
roadmapping—
driving the extended enterprise |
With the
complexity of today’s products, few companies have the
ability to control all aspects of the design, development,
production and distribution process. How can individual
companies combine their knowledge to create situational
awareness for the entire supply
chain?
Exercises: Presentation
of supplier roles in developing situational awareness,
including emerging data from
national studies. Large group discussion of the roles that
suppliers might play in
roadmapping. Small group discussions – segmented by company
position in the supply chain – of unique challenges for
companies at different positions in the supply chain.
Benefits:
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VII. Using roadmapping
to support (and help determine) strategic initiatives |
Roadmapping
offers a picture of the here-and-now and a glimpse into the
future. What lies in between is
generally a gap where the specific activities to support the
future are unknown. Roadmapping helps define activities to
bridge this gap, including technology investments,
capability building, and channel development.
Exercises: Small-group
brainstorming and report-out of the path forward for a
mini-case example. Large group assessment of the best ways
to develop and enhance “gap management” with roadmaps.
Benefits:
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VIII. Maturing the
roadmapping process
in your company |
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Building on
the roadmapping future state goals that participants
identified on Day One, this session will allow participants
to consider additional goals. Dr. Petrick will examine
typical challenges to achieving these goals, the importance
of phased implementation as well as how to reach the
champions, agnostics and detractors in your company or
organization.
Exercises: Presentation of approaches to phased
launch, linking the organization’s current processes to the
maturity model. Introduction of a model to identify
individual interest in and support of roadmapping activities
with the organization. Discussion of individual participant
challenges will set the stage for afternoon sessions. |
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IX.
Gaining buy-in
and participation |
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Getting
buy-in for roadmapping is the first step in maturing your
company’s roadmapping practices. In this session,
participants will consider ways that their
organization can expand roadmapping activities to
improve decision-making at multiple levels.
Exercises:
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Large group exploration of issues that impact individual
buy-in.
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Individual brainstorming of strategic benefits of
expanding roadmapping for their company.
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Small-group discussion of ways to expand roadmapping
practice
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X.
Roadmap planning & reflection—
how do I know when my company is successfully roadmapping? |
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So how do we
put this all together? Review of the templates provided
throughout the workshop and discussion about how and when to
use each of them.
Exercises: Presentation of metrics used to gauge
roadmapping progress. Brainstorming about
when the metrics might be used. Small group
discussion of leading roadmapping
activities, with report-out to the larger group.
Benefits:
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Set of metrics that can
be used to assess roadmapping progress
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Appreciation for the
challenges of leading roadmapping activities
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Individual participant
next steps
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