20% of the projects generate 80% of the benefit. We see the Pareto Principle at play over and over again as we model NPD project portfolios with clients. Many times, 20% of the projects (i.e. the $'s) generate 80% of the benefit towards reaching an organization's objectives. This means that 80% of the projects fall on the “diminishing returns” part of the cost-benefit curve. Why still do them?
Read MoreProject Portfolio is a discussion of how to prioritize projects, when resources are finite and you need to select the best portfolio of projects to maximize benefit, or in other words, “Those projects that give you the biggest bang for the buck.” How do you prioritize projects when resources are finite?
Read MoreIn this screencast called “Part B” I will show you the third constraint type using Resources. We’ll deal with the same problem statement, “How to prioritize projects based on a limitation of resources.” We need to select the best project mix to maximize benefit in order to meet our objectives.
Read MoreIn this screencast called “Part C” I’ll introduce the time dimension to the modeling process.
Read MoreConverting strategy to portfolio mix/priorities; It's the job description and competency "set" for an organization's CPO.
Read MoreA consistent and fundamental problem we see in our practice is too many projects and not enough resources (people, materials, equipment, and money). Why?
Read MoreWhat is the cost of delay? It grew out of our best-practice research, where we observed successful new product development teams using various methods to quantify the cost of schedule delay.
Read MoreIt seems odd to ask this question, Why accelerate?, since it’s obvious in the technology business that you die if you don’t release new products faster than your competition. Fast teams know this reality and communicate the “need for speed” to the engineering teams. In slow environments, this critical information is insulated from the technical teams and only reserved for marketing, finance, and leadership forums.
Read MoreThis is the FTTM Model we use with clients that have a portfolio of products in development. The driver is to accelerate “Time-To-Break-Even.” The fastest teams we’ve worked with measure success by quantifying the complete life-cycle of development from team formation to break-even.
Read MoreWhen implementing improvement systems that impact business processes and require methodology and tools; you must first define the problem you are trying to solve. Often we see organizations start with possible solutions without first define the business problem they are trying to solve.
Read MoreDuring a recession, it can be difficult to manage your business effectively when things are in a spiral. This post describes how to select which projects to keep given your constraints.
Read MoreControl versus Speed; control systems don't generate speed. In fact, we know from fast organizations the opposite to be true. Then one would think that less control would be fast, like in a start-up which has very low management overhead.
Read MoreIn the technology business, growth comes from new products that satisfy the customer. New product innovation is the key to growth, be it in mature segments when taking share from competitors or in growing markets where time-to-market is the driver. We work with clients to create a customer-focused culture to produce the right products at the right time.
Read MoreCausing projects to finish on time, or even making them faster is the “back-end” of the new product execution system. Deciding what projects to do, and then aligning them with business strategy and available resources is the “front-end.”
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