View
4
Download
0
Category
Preview:
Citation preview
© RG Cooper & Associates Inc.Private and Confidential
48 Brant StreetOakville ON L6K 2Z4 Canada
P: +1 905 845 7273RG Cooper & Associates Consultants Inc.www.bobcooper.ca
Agile-Stage-Gate
Using Agile in Manufacturers’ New-Product Development
Processes
Agile + Stage-Gate
ISBM Members Conference
Marketing Excellence Roundtable
With: Dr. Robert G. CooperCreator of the Stage-Gate® System
ISBM Distinguished Research Fellow, Penn State University, USA.
Professor Emeritus, McMaster Uni, Canada
2© RG Cooper & Associates Inc
Private and Confidential
Why Agile for Manufacturers?
q Accelerate the development processq Get the product right… first timeq Was already giving good results in IT departments since 2000
4.2
4.2
4.2
4.4
4.4
4.5
1 2 3 4 5
Improved focus on the project-- better prioritization
Higher morale on team
Better fit between the workprocess & methods
Improved productivity
Improved teamcommunication &…
Flexibility of design -- fasterresponse to change
Benefits ExperiencedTo a small degree
To a high degree
Early Case Study of 5 EU Firms (2014)
3© RG Cooper & Associates Inc
Private and Confidential
Another Reason: Digital Transformation
q Smart products with embedded software q Embedded software now 29% of manufacturers' new productsq Example: Volvo Construction
q How to handle these projects with IT people & engineering peopleØ Each using a different system, different cultures
q One option: Split the project, run as two separate projectsq Another option: a hybrid model → Agile-Stage-Gate
4© RG Cooper & Associates Inc
Private and Confidential
WOW! Performance Improvements with Agile: Actual Vs. Expected Results
(2018 DE Study of 228 EU Manufacturing Firms – Mostly Engineering)
3.1
2.9
2.7
3.0
3.0
3.0
3.1
2.6
2.4
2.8
2.5
2.5
0 1 2 3 4
Increased flexibility toreact to changes
Increased productivity ofdevelopment project
Reduced project risk (techfeasibility; project failure)
Improved teammorale/motivation
Improved adherence toschedule
Shorter productdevelopment (time to
market)
Value of Agile
Actual Value
Expected Value
Hardly Any Value
Very Large Value
Source: Schmidt, Weiss & Paetzold, “Agile Development of
Physical Products”, 2018
5© RG Cooper & Associates Inc
Private and Confidential
Let’s Look at Agile Methods
q Agile for software relies on:1. A focus on the customer – understand the customer’ s problem2. Welcoming change – learn something with each iteration
• A time-boxed iterative approach – sprints: 2-4 weeks • Deliver something of value after
each iteration: test & learn• Evolutionary development (Product
Definition changes as development proceeds)
• Adaptive planning: rapid & flexible response to change: the Plan changes
3. People interacting (vs. following a process)
• Align with objective & the solution• Empowered team – autonomous
q A dedicated team: 100% working on this one projectØ Co-located (all people in one room )
•
24 h
2-4 WEEKS
IDEASPRINT
24 h
2-4 WEEKS
CONCEPTSPRINT
24 h
2-4 WEEKS
DEVELOPMENTSPRINT’
Design ThinkingVoC Models
SimulationsVisualizationsVirtual Reality
ProtoceptsPretotypes
6© RG Cooper & Associates Inc
Private and Confidential
Traditional project: defined target, fixed planAgile-Stage-Gate: Target = Evolving product definition
Plan is fluid & changing
7© RG Cooper & Associates Inc
Private and Confidential
Agile-Stage-Gate: Scrums, Sprints, Demos & Retros
q A sprint is the basic unit in Agile-Scrum:Ø Sprints last 1-4 weeks Ø Are a "time-boxed" (i.e. restricted to a
specific duration) effort of a constant lengthq Each sprint is starts with a team meeting
Ø The Sprint Planning MeetingØ Agree on sprint goalsØ Map out sprint tasks
q Daily “stand-ups” or scrumsØ 15-20 mins to organize each day Ø Set priorities, shift responsibilities, knowledge management, learning
q And followed by a demo & retrospective meetingØ Demo: Where completed work (e.g. a model) is demo’d to stakeholdersØ Retrospect: Where progress is reviewed & lessons are identified.
A daily scrum meeting. This choice of location lets the team start on
time
8© RG Cooper & Associates Inc
Private and Confidential
Now Used by Manufacturers: Example – Chamberlainq Uses sprints & scrums for physical & IT developments
Ø Daily scrums, about 20 minutesq Build in design reviews into some scrums
Ø Bring in peers (peer review) & outsiders too
q Scrum Master in placeq Sprints:
Ø About 2 weeks in length, now 3 weeksØ Must show something physical, the
result of a completed task (not just a PPT show, but for example, design drawings)
q Project teams have dedicated team members per projectq Only use for larger, major revenue generator projects – about 20% of totalq Working well, 6 years intoq Problems: project leader & team loses sight of ultimate goals, just focused
on the next 2 weeks
9© RG Cooper & Associates Inc
Private and Confidential
Field Trails, Customer Tests, Trial Operations:
• Technical (RD&E)
• Production• Marketing/Sales
Customer/User Iteration & Feedback
Stage 4: Testing
G5
Go to Launch
VoC & Customer/
User Feedback
Build Business
Case:• Technical• Marketing• Production
Stage 2: Business
CaseG3
Go to Development
VoC & Customer/
User Feedback
Generate Ideas:
• Technical• Marketing• Others
Ideation G1
Idea Screen
Post Launch: Product, production & marketing/sales improvements
Start Production& Selling:
• Technical (RD&E)
• Production• Marketing/Sales
Customer/User Adoption &
Use
Stage 5: Launch PLR
Post-Launch Review
Go to Business
Case
VoC & Customer/
User Feedback
Stage 1: Concept G2
Concept Developme
nt & Scoping:
• Technical• Marketing• Production
Agile sprints (green) and feedback loops to customers (red)built into each of the 5 stages
Go to Test
Customer/User
Iterations & Feedback
Create the Product:
• Technical (RD&E)
• Production• Marketing
Stage 3: Develop-
mentG4
10© RG Cooper & Associates Inc
Private and Confidential
Demos with Protocepts
q Protocepts can be…Ø Simple, easy-to-build models (paper,
cardboard, clay, wax)Ø Drawings and sketchesØ CAD drawings & 3-D CAD drawingsØ A series of MVPs (something that actually functions)Ø Rapid prototypes, 3D printedØ Crude working modelsØ Early prototypes, pretotypesØ Computer simulations, computer animationsØ Virtual & Augmented Reality
q Anything to test the proposed product before & during DevelopmentØ Technically – can we develop and/or
make it?Ø Market-facing – does the customer like it? GE Tests 3-D Printed Turboprop
11© RG Cooper & Associates Inc
Private and Confidential
Examples
q Fed Ex tests protocept drop-boxes (cardboard) using VRØ Quickly, low laborØ In users’ own home environment…. much more realistic than in the Lab
https://www.invisionapp.com/inside-design/vr-user-testing/
q Volvo trucks tests new construction vehicles that don’t yet existØ A real driver drives the off-highway vehicle in a simulatorØ “A lot cheaper & faster to develop the software than the truck”
12© RG Cooper & Associates Inc
Private and Confidential
Example: Agile-Stage-Gate at LEGO-Education
LEGO Education:• Software & physical products for education for children• Began highly innovative NP project, “Story Starter” in 2011
Project managed using LEGO’s tried-and-proven stage-and-gate model
• Did not fit well with the design iterations – moved slowly
Decided to incorporate a digital documentation software tool• Digital Solutions group already used Agile methods for Software• Joined the Story Starter team, brought Agile with them
Story Starter team decided to try new Agile approach for managing the entire project
Management did not want to lose the strategic benefits of SG • Kept SG while implementing Agile within the gating system. • Agile-Stage-Gate hybrid emerged – for software & physical components
Source: Cooper & Sommer, JPIM, 2016
13© RG Cooper & Associates Inc
Private and Confidential
q Began using this new Agile-Stage-Gate hybrid modelØ SprintsØ 15-minute daily stand-up meetings (scrums)Ø Visual scrum boardØ Daily activity logs A prioritized project backlogØ Sprint planning meetings
q A-SG used during Development phase &continued into the Implementation phase in LEGO’s gating model
q Result:Ø Story Starter project saw a remarkable accelerationØ Immediate increase in productivityØ Much better team communication & a decrease in misunderstandingsØ Improved work-flow each day – problems solved at the next morning’s scrum
meetingq Resulted in the launch of this highly successful & innovative new
product just 12 months later!
Agile-Stage-Gate Hybrid at LEGO Education
14© RG Cooper & Associates Inc
Private and Confidential
Summary for Manufacturers: The Team, Tools & Procedures
q Stages broken down into sprints: 2-4 weeks long q Sprint works from a Sprint Backlog:
Ø Lists the tasks: priority features, knowledge gaps to be filled, or tasks to be completed in the sprint
Ø Created at the Sprint Planning Meeting (start of sprint)q Regular scrums or stand-ups – daily, or 2-3 times/week
Ø 15-minute time-boxed event for the Development Team Ø To synchronize activities & create a plan for the next 24 hours
q Sprint progress is monitored via a burndown chartØ Tasks versus timesØ On a scrum boardØ Also may show Kanban board & Backlog chart
q Agile-Stage-Gate teams are dedicated (ideally, or ‘focussed’)Ø Only working on this one project.
q Co-located in a dedicated project room (ideally)Ø Where the team is physically located
15© RG Cooper & Associates Inc
Private and Confidential
More Recent References, Additional Reading & Sources: 2016-20191. Cooper, Robert G., “Beyond Stage-Gate: What’s Next in New-Product Development”, CIMS Innovation Management
Report, May/June 2016, pp. 4-8.2. Cooper, Robert G., “Agile-Stage-Gate Hybrids: The next stage for product development” Research-Technology
Management, Jan 2016, 59, 1, pp 1-9.3. Cooper, R.G. and Sommer, A.F., “The Agile–Stage-Gate Hybrid Model: A Promising New Approach and a New
Research Opportunity” Journal of Product Innovation Management, 33, 5 Sept 2016, pp 513-526.4. Cooper, R.G. and Sommer, A.F., “Agile-Stage-Gate: New idea-to-launch method for manufactured new products is
faster, more responsive” Industrial Marketing Management, vol 59, Nov 2016, pp 167–180.5. Cooper, Robert G., “Next in New-Product Development: Agile-Stage-Gate Hybrids”, CIMS Innovation Management
Report, Nov-Dec 2016.6. Cooper, Robert G., “Idea-to-Launch Gating Systems: Better, Faster, and More Agile,” Research-Technology-
Management Jan-Feb 2017, 60, 1, pp 48-52 7. R.G. Cooper, “Meeting the Challenges of Agile-Stage-Gate – Part I”, CIMS Innovation Management Report, Sept-Oct
2017, pp 6-10.8. R.G. Cooper, “Meeting the Challenges of Agile-Stage-Gate – Part II”, CIMS Innovation Management Report, Nov-Dec
2017, pp 7-12.9. Cooper, Robert G. (2018), “Best Practices and Success Drivers in New-Product Development” in Handbook of
Research on New Product Development, Peter N. Golder and Debanjan Mitra, editors, Edward Elgar: Northampton, MA, USA.
10. Cooper, R.G. & Sommer, A.F., Agile–Stage-Gate for Manufacturers – Changing the Way New Products Are Developed”, Research-Technology Management, March 2018
11. R.G. Cooper, A. Dreher & P. Fürst, “How Agile Development Works For Manufacturers”, Parts 1 and 2. CIMS (Center for Innovation Management Studies) Management Report, March & May 2019.
12. R.G. Cooper, Winning at New Products: Creating Value Through Innovation, 5th edition, New York, NY: Basic Books, Perseus Books Group, 2017. On Amazon
Recommended