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MDI Oktober Exam > Exam L8-L9 > Flashcards

Exam L8-L9 Flashcards

1
Q

STAGE GATE PROCESS

A

Stage-gate = breaking a large project into a series of stages with gates between them. Before going to the next phase at each gate you check whether you should continue.

  1. Stage 1: Scoping
  2. Stage 2: Build Business Case
  3. Stage 3: Development
  4. Stage 4: Testing & Validation
  5. Stage 5: Launch

Every stage is Cross-Functional

Stage Gate is a ‘rational planning’ approach
o More rigid + less adaptable
o Changes in requirements affect second generation products

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2
Q

STAGE GATE PROCESS

Strengths:

A

Strength of STAGE GATE PROCESS

  1. Quality of execution
  2. Focus and prioritization
  3. Cross-functionality
  4. Parallel processing & spirals
  5. Better front-end homework
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3
Q

STAGE GATE PROCESS

Weaknesses

A
  1. Overemphasis on the execution of stages
  2. Rigidity
  3. Linearity
  4. Same process for all types of projects
  5. Use as project control system
  6. Bureaucracy
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4
Q

NextGen Model

Emphasize:

A
  • Coupling, iteration, and feedback
  • Cross-functional collaboration
  • Integration with external actors (ex. open innovation)
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4
Q

Added Service Layer

Products x Service

A

Added Service Layer:

Products
* are durable
* are often tangible
* their ownership can be exchanged

Service
* are co-produced by consumer
* are perishable
* are intangible
* are produced and consumed simultaneously
* are heterogeneous

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5
Q

Servitization =

A

Servitization =
Shift towards ‘service’ (value, experience) that products offer (job to be done)

Shift toward pay-for-use instead of pay for ownership
o (e.g., ‘pay per lux’, ‘power by the hour’, ‘product as a service’)

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6
Q

Digital product life-cycle services =

A

Digital product life-cycle services
= Services to facilitate the customer’s access to the supplier’s good and ensure its proper functioning during all stages of the life cycle

Examples
o Repair Services
o Remote product status update
o Remote vehicle inspection

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7
Q

Asset Efficiency Services =

A

Asset Efficiency Services
= Services to achieve productivity gains from assets invested by customers

Examples
o Remote condition monitoring to ensure specific guaranteed uptime of the product
o Program to preemptively replace parts that are likely to fail soon
o Fuel saving advice to a driver
o GO BEYOND ‘A DEED’ (ex. single inspection)

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8
Q

Process Delegation Service =

A

Process Delegation Services
= services to perform processes on behalf of the customers

Examples
o Management in behalf of the company

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9
Q

How to use data for Servitization?

A

How to use data for Servitization?
DATA DENSITY PROCESSES

1_ Pattern spotting
= Identify data-driven solutions for improving services
* Service Process Innovation

2_Real-time decisioning
= Predict likely future states where value can be generated through a fast, targeted response
* Customer Experience Innovation

3_Synergistic exploration
= Using data to identify new service innovations (input for product updates)
* Service Concept Innovation

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10
Q

Consequences of developing Digital Innovations

How has it changed?

A

Product characteristics have changed: (the ‘what’)
1. Updatability, product continues to evolve after launch
2. Product-Service combinations
3. Using data in product development

Stakeholders involved have changed: (the ‘who)
1. Cross-functional integration: New role of IT and product development processes; increasingly firms collaborate with heterogeneous actors.

Development work has changed: (the ‘how’)
1. Influence of agile work practices
2. Design thinking
3. Digital affords probing and experimentation

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11
Q

Changing role of IT Department:

A
  • IT components (portals, data warehouses, data analysis, real-time data)
  • From ‘business enabler’ to being involved in innovation process
  • Existing NPD practices are confronted with typical IT practices
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12
Q

CHALLENGES FOR INCUMBENTS

Product-Centric incumbents need to balance:

A
  1. Existing versus new innovation practices
    * Develop new capabilities without hampering existing practices
  2. Product versus process focus
    * Design products for continuous evolution; rather than annual “one-off” incremental innovations Internal versus external collaborations
  3. Internal versus external collaborations
    * Has been efficiency-oriented (based on well-defined interfaces, roles and and tasks)
  4. Control versus flexibility in governance
    * E.g., Freeze designs prior to production?
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13
Q

Digital innovations

Characterized by

A

Digital innovations is characterized by =

Vast uncertainty, increased solution complexity, shorter time to market, which require more flexible and adaptive ways of managing the front-end of innovation.

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14
Q

A front-end path is characterized by:

A

A front-end path is characterized by:

High uncertainty as it is not fixed and instead may change as new information becomes available

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15
Q

Agile =
&
Benefits + Main Components

A

Agile = a product development designed for software design. Releases the most valuable features of a product first, then Agile teams go back and update those features frequently.
* Agile models’ methods are not only applicable to software development.

Benefits of Agile:

  1. Brings agility, adaptability, and speed to innovation processes
  2. Breaks the innovation process into a series of short, iterative, and incremental sprints, each typically of 1-4 weeks long
  3. Main Components:
    1.) sprint planning meetings
    2.) stand-up meetings
    3.) demo presentations
    4.) retrospective meeting
  4. Focuses on micro-planning, so that the development teams can execute in a focused, efficient manner, while still planning and building on the fly
16
Q

Hybrid model

Challenges

A

Hybrid Model:

Challenges
1. Scarcity of resources for dedicated teams
2. Management skepticism
3. Handling fluid definitions of work done and products

17
Q

Hybrid Agile-Stage-Gate Setting

A

Transfer Management
o Interdepartmental collaboration
o Champions
o Customer
o Cross-functional teams

Transfer Scope
o Business models
o KPI’S
o Definition of done
o Technologies and Systems

Synchronization
o Processes
o Resources
o Timelines

18
Q

Agile-Stage-Gate Hybrid Model:

Benefits:

A

Agile-Stage-Gate hybrid model:

Benefits:

  1. They bring both benefits
  2. Agile methods give the stage-gate model powerful tools for micro-planing, day today work control, and progress reporting.
  3. More responsive to changes – requirements and customer needs
  4. Better team communication
  5. Integrates customer perspective effectively
  6. Addresses resourcing issue (ex, staffing) directly
  7. Reduces cycle time and is more productive
19
Q

Adjustments using the Agile-Stage-Gate hybrid model for physical product development.

A

Adjustments using the Agile-Stage-Gate hybrid model for physical product development.

  1. Defining a “Done Sprint” the done sprint is important, as it is something tangible by which progress can be measured.
    o Software development is infinitely divisible, hardware development usually isn’t. Therefore the “done sprint” should be redefined
  2. Resource Allocation: a dedicated, co-located project team is necessarily.
    o Physical product development demands the use of a cross functional team.
  3. Integrate Traditional-Model Planning into Sprint Planning.
    o During the development stage the process evolves sprint by sprint, planning each sprint on the fly and in real time.  both the product and the development plan evolve over time.
20
Q

When to Use Agile-Stage-Gate?

A

When to Use Agile-Stage-Gate?

Agile-Stage-Gate adds the most value when:
o there is high uncertainty and great need for experimentation and failing fast,
o For radical new product innovation projects (rather than incremental)
 More uncertainty
 Need for quick, iterative learning

21
Q

3 EMERGING APPROACHES:

A

EMERGING APPROACHES:

  1. Agile-Stage-Gate Hybrid
  2. Lean Start-Up
  3. Experimentation Through Prototype Testing
22
Q

AGILE APPROACH: SCRUM

Principles:

A

Agile-Scrum:
* Time-boxed sprints: Short sprints (2-4 weeks that result in potentially releasable/ working software
* Daily scrum meetings (15 min: past 24h, next 24h, problems)
* Retrospective review meetings (evaluate result per spring, goals for next)

Tools:
* Sprint backlogs (list of product features to be developed in the time frame) based on Product backlog (constantly updated, prioritized list of features for the final product)
* Scrum board (visual display of the status of activities)
* Burndown charts (compares expected progress against actual progress

Roles (sometimes called differently):
* Product owner (manages stakeholders, responsible for project)
* Scrum master (responsible for project team’s daily activities)
* Development team

23
Q

LEAN START-UP

Core Principles

A

LEAN START-UP

Core Principles
1. Search of a for a scalable and repeatable business model
2. Test hypothesis (early on, with customers)
1. incremental changes (make small adjustments/iterations)
2. or pivot - go to a completely different, fundamental changes
3. Develop MVP  through agile development approach

24
Q

PROTOTYPE TESTING

A

EXPERIMENTATION THROUGH PROTOTYPE TESTING
* “Protocepts” versus product/service in actual use
o differences for physical products, services, software

  • Software can be launched early and often
  • Hardware needs to be assembled in a (partially working) prototype
  • Services can be ‘played out’
  • All these are enabled by digital tools such as CAD/CAM modelling, 3D printing, software compilers
25
Q

ITERATIVE PROTOTYPING:

A

Runs on -> Concept of Intelligent Failure = Learn about what doesn’t work early on to avoid costly failures Early and quick iterations are more effective and efficient
* Identify what success and failure would look like before launching the test
− Compare actual results with expectations
− Fight confirmation bias Organizations should not punish failure Share what is learned

26
Q

Rapid Validity Testing (RVT) =

+ Who benefits
+ Performance benefits shaped by

A

Rapid Validity Testing (RVT)
= Associated with higher performance in front- end innovation processes
o Front-End Innovation associated with uncertainty

Who benefits: Organizations facing technological turbulence benefit more

Performance benefits shaped by:
o culture elements:
- Risk-averse organizations benefit more from adopting RVT than risk-affine organizations.
- Organizations with long-term orientation benefited less from adopting RVT

27
Q

Experimentation through analysing USE DATA

A

Use data in prototyping
Digital trace data can tell what users are actually doing
* Clicks; which features are (not) used;

When products are launched in the market, they continue to generate use data
* Continuous development processes that are supported by agile approaches

Examples:
o A/B testing - enabled by digital trace data

28
Q

DESIGN THINKING

A

Problem Exploration
= Emphasis is on exploring the problem before attempting to solve it

Problem exploration and ‘structuring the problem’
o Collect additional information to map the “problem space
o Structure the elements of the problem space
o Reframe the problem (problem in context; look ‘behind’ the problem)

29
Q

Design Thinking & Organization Culture

A

Design Thinking & Organization Culture

Deploying design thinking tools shapes the organizational cultures,
o Contributing elements of
* User-focus
* Openness, risk taking, and collaboration
* Openness to failure, experimentation

Organizational cultures are supporting or impeding design thinking tools

30
Q

Double Diamond Model

A

Discover
- Problem insight

Define
- Area of focus

Develop
- potential solutions

Deliver
- solutions that work

MDI Oktober Exam (4 decks)

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