The world of new product development is (NPD) is an extremely challenging one, and while the output of such an endeavor is never a sureshot guarantee, the journey itself is immensely fulfilling. Edison was reportedly asked by his assistant on not being successful with his electric bulb work despite two years of efforts, something that Edison could not understandâ€¦ â€œwhat failureâ€¦we have discovered so many ways how an electric bulb wonâ€™t workâ€.Â In a corporate context, however, we all must work within boundaries of finite resources (time, resources, people, etc.) to create the next telephone, the next microwave, the next LCD television, the next Windows or the next Google. It is perhaps the dream of every professional to be part of such life-altering Greenfield projects (many times also referred to as the â€˜Version Oneâ€™ in software world) and make a lasting impact on world around us.
However, innovation doesnâ€™t only happen in such large doses. It also happens in small doses: small-small daily changes, enhancements, modifications, improvements done in thousands and millions of places in a product such that the final impact is as breathtaking as the version one. In fact, some might consider such â€˜brownfieldâ€™ effort as much, or even more, challenging than the Greenfield because in a brownfield effort, one must work around constraints and ground realities that are not up for change. Irrespective, there are adequate challenges and learning opportunities in any endeavor that creates, or improves upon an existing product or service. This is the opportunity for a technical professional to sometimes work as an artist and make her lasting impression on the canvas, while also working as a child building grand designs of lego building blocks. As a manager, the fun is little more challenging than for others J
While a traditional project manager applies all his knowledge and skills to synthesize all tasks, inputs, resources and constraints to build a plan to execute the project, a project manager working on a new product development endeavor must recognize that the work has innate challenges, and quite often the task is a wicked problem. Â There is an element of risk, a certain amount of discovery that in fact makes working on such a project worthwhile. It is not by accident that the best talent in the world gets drawn to companies that routinely engage in such work. Welcome to the world where the only objective is to create disruption ! However, traditional project management is all about applying time-tested sound principles and practices to bring a project under control and achieve all its goals. However, managing a disruptive endeavor is much more than that â€“ to begin with, not all goals might be known. Some risks might be completely immitigable, and one must simply learn to accept them. Many of the activities in an NPD project might actually be undertaken for the first time, and hence for all practical purposes is more of research work than a mere development. Â In short, one might not be able to apply all practices of traditional project management in letter and spirit and yet be able to create the right disruption that is envisaged. However, it is not an impossible problem.
In PMI NPDSIG, we are working towards creating a community of researchers and practitioners and enrich the body of knowledge by learning newer and innovative methods of problem-solving, shortening the cycle times, improving product reliability, improving the ability to manage such a project and so on. While recognizing the inherent challenges such an endeavor poses, and to an extent might be at crossroads with a very straightjacket approach to project management, we strive to explore the middle path â€“ how best to apply principles of project management to a new product development endeavor, and meet the dual objectives.
I am part of the NPDSIG team for 2009, and as Vice Chair for Communications, I have an extremely interesting and challenging role. Here is how I propose to work on them:
PMI NPDSIG publishes a newsletter, Project Management Innovations, for which I serve as the editor. It is published electronically four times a year. I propose to take up themes for each of those issues and scout for talent all over the world to share their opinion, experiences and trends in that area. The idea is to learn from different fields and understand how well practices from one area could be used to solve similar-looking problems in another. Some of the themes I am exploring are
Lean: how well Toyotaâ€™s Lean Production System is being used in creating other innovative products and services
Green: we often tend to associate green only with companies that consume hydrocarbons, but in a broader sense, several companies are making invaluable contributions by adopting green in their technologies
Innovation: while our field of work is all about innovation, how the process of innovation is managed, how are organizations able to reduce the risks and lead times, etc.
Human: we exist to serve the society, and so must our products. How do organizations create technologies that, for example, enable the poorest of the poor to become literates, acquire practical skills to earn a livelihood and become self-sufficient, how has mobile telephony changed the lives of millions of poor people around the world and empowered them as a first-class citizen of this world.
As an editor, I shall be working with potential authors and SIG administrator on planning the release, review and proof-read articles, etc.
The discussion list has over 900 members, but there is practically no activity on that list. We need to revive it by involving list members in various discussions, share thoughts and articles, etc. While this requires a team effort, the need is to identify subject experts who can initiate conversations, offer conflicting opinions, cross-pollinate ideas and involve list members by listening to their problems, their experiences. The idea is not to take the high road by proclaiming ourselves as â€˜expertsâ€™ but by facilitating thought process, we aim to serve the listmembers.
I would like to conduct one or two events in 2009 with PMI Bangalore Chapter and also with IEEE Technology Management Council (TMC) Bangalore chapter of which, I am the Chair for 2009. IEEE celebrates 125th anniversary in 2009 and among eight global cities, Bangalore is chosen as one of them and will have major events (http://www.ieee125.org/). I propose to conduct some event along with IEEE TMC Bangalore chapter that helps us build bridges within IEEE community as well as (hopefully) open doors for more membership. I don’t know if that is possible, and if yes, what would be a budget for this, but I thought of sharing my thoughts here so that you could advise on what is possible.
On the lines of PDMA and our very own PMBoK, I would like our team to undertake an effort to codify the NPD knowledge in context of project management profession. This codification could also be a reflection of the state of art in this field, and serves as a quick-learning tool into the basic tenets of NPD, tools and resources, best practices and emerging trends. This could be made freely available resource for the advancement of our field.
If you are a professional involved in the exciting world of new product development, then join us for mutual learning.