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Workshop Description 1 2009-2013, All Rights Reserved, pmNERDS LLC
Product innovation for
customer satisfaction
Contents Overview ................................................................................2
Market Sensing.......................................................................3
Problem Definition .................................................................5
Feature Definition ..................................................................8
Requirement Definition ........................................................11
Workshop Deliverables .........................................................14
Index ....................................................................................17
pmNERDS Workshops
version 1.3
Workshop Description 2 2009-2013, All Rights Reserved, pmNERDS LLC
Overview Through this workshop, attendees will learn a systematic team approach to product
innovation that is repeatable, defendable, and maintainable. Many times the
organizations’ product innovation effectiveness is heavily dependent upon the
capabilities of team members and their heroics. When team members change or a
team is newly formed, the results are hard to predict and the ramp up time for
members is very large. As buyers are demanding increasingly more product capabilities
and interaction among products, product-lines are becoming harder to manage. The
need to standardize process and centralize data to leverage enterprise, customer, and
market information and assets has dramatically increased the need for better visibility
and communication, not only between product innovation team members, but across
other internal and external stakeholders as well.
By leveraging leading practices in change adoption and our patented deployment
process, our workshops help transform ad hoc communities into formalized communities
of practice that support continuous innovation thru tightly integrated learning &
innovating practices. The product innovation workshop educates attendees on
practices, provides skills mentoring, and performance coaching around the following
activities: market sensing, problem definition, feature definition, and requirement
definition. The product innovation methods in this workshop are gated continuous
processes that can support waterfall, agile, iterative, and spiral methodologies. These
methods have hooks for more robust methods, which can be used to break process
constraints of the product innovation team.
Members of the product innovation team who will be directly responsible for or involved
in creating or managing the specific product innovation assets of market evidence,
ideas, problem statements, product features, and market requirements should attend
this workshop.
Workshop Description 3 2009-2013, All Rights Reserved, pmNERDS LLC
Market Sensing
Intro to DANCE
Market sensing is about establishing relationships that make everyone look good. We
use the acronym DANCE to teach the concepts of market sensing.
Differentiation: Evidence of Norms, Equivalent Comparisons, Perceived Value
Anticipation: Co-Synthesis, Trends, Relationships
Nudge: Contact, Covert Change, Planned Sequence
Cost Position: Our Effort, Balance, Decreasing Trend
Echo Chamber: Unfriendlies, External Perspective, Super Sonic
By continually managing the relationship between the firm and the market through the
principles of DANCE, product innovation teams will gain higher customer loyalty.
Through this relationship the product innovation team can create market driven
products that are responsive to market needs, and uncover extraordinary opportunities
that lead to business breakthroughs. Market Sensing with DANCE uncovers needs or
ideas that will allow the product innovation team to differentiate through its ability to
provide value to the customer. This method helps the team to anticipate the needs of
customers, and enables the customers to anticipate what the product innovation team
will deliver next. With Market Sensing, the team has the ability to nudge the market
towards future offerings while doing market research and interacting with them. Using
the analysis of the competitive landscape, organizations can estimate future relative
Workshop Description 4 2009-2013, All Rights Reserved, pmNERDS LLC
cost-positions. This method prevents the Echo Chamber effect where the product
innovation team only hears their message being repeated back as opposed to true
market needs.
Intro to Ideas
An idea is a documented request to the product innovation team from end-users,
buyers, and/or stakeholders for new features, products, services, capabilities, or
improvements to existing or new offerings, expressed in the voice of a specified person.
The idea template is used to capture and define ideas at the same level of detail so
that they can be compared and refined efficiently. Using this template the product
innovation team can really uncover the needs of customers that are driving the idea
request.
Idea Gathering Activities
The first step in this market sensing method is capturing feedback or ideas. This
workshop introduces many market sensing activities that generate ideas and
categorizes them into three groups: those methods focused on Market Analysis,
Competitive Analysis, and Customer Satisfaction. Depending on the business objectives
driving market sensing different methods are appropriate. This workshop drills into the
details of the method of capturing ideas and feedback through customers and sales
force requests, which is a Customer Satisfaction method.
Customer Interviews
Interviewing is used to investigate the perceived value of an idea and determine what
competing solutions exist that is similar to this idea. This is used to establish an initial
concept of the ideas differentiation and cost-position.
Pugh's Refinement
The workshop teaches how to use Pugh’s Method of Refinement to improve and refine
ideas. This is one of the major opportunities for innovation in the market sensing process.
Ideas are improved, and new ones are created by synthesizing multiple ideas into one.
Portfolio Balancing
The set of ideas are treated as a portfolio and market segment balancing techniques
are used to eliminate bias and ensure that all target segments are represented. Through
portfolio balancing the impact of loud customers is minimized, and the voice of quiet
customers is solicited.
Tangible Output
A balanced idea portfolio is the end result of the market sensing process. The set of
ideas that are captured, defined, partitioned, refined and ranked throughout market
sensing are treated as a portfolio that is partitioned, optimized and balanced.
Workshop Description 5 2009-2013, All Rights Reserved, pmNERDS LLC
Problem Definition
Intro to FORCE
The problem statement provides the force required to deliver customer satisfaction. We
use the acronym FORCE to teach the concepts of problem definition.
Familiar Form – Location, Format, Style Original Perspective – Technology, Stakeholder, Market Perspective
Relevant Progression – Performance Readiness, Change Risk Impact, Innate Roadmap
Carat, Color, Clarity, Cut – Categorize, Current, Comparison Enlightened Service – Customers’ Value Chain, Leadership, Validation
The problem statement provides the force required to deliver customer satisfaction. The
problem statement highlights the conflict that exists between today and the customer’s
desired state. The resolution of this conflict is the driving force of product innovation and
will require change. Just as change requires force, to identify and resolve this conflict,
the product innovation team will need FORCE. Problem Definition with FORCE, focuses
on being able to provide enlightened service. This method focuses on helping to define
problems that can deliver what customers need, not just what customers want. With
enlightened service, the product innovation team discovers customers’ goals, and
anticipates their needs, in order to provide them with empowerment to overcome
obstacles.
Workshop Description 6 2009-2013, All Rights Reserved, pmNERDS LLC
Intro to Problem Statements
A problem statement is the documented conflict between the existing or current
situation and the desired situation. The problem statement uncovers the source of
perplexity or conflict, both implicit and explicit; using the voice of the end-user in non-
technical terms.
5W’s & H
This workshop teaches the 5 Ws and H method from Ikujiro Nonaka to uncover and
define problem statements. When speaking about getting an original perspective of a
market problem, we want to step back and look at its origin. Before trying to define
how to solve it, we want to understand where it’s coming from and what is truly driving
both the conflict and the desire to resolve it. The product innovation team must break
away from their current biased opinions and narrow perspective and establish a new
original perspective.
Categorization
The problem statement process first associates each selected idea into one of three
sub-portfolios: Maintenance & Utilities, Enhancement & Improvements, and
Transformational. When writing a problem statement you can write it so that it leads to
different levels of innovative solutions. By categorizing and routing problems into these
portfolios we can drive the innovation process to create solutions that are new to the
world, new to the industry, new to company, or that leverage existing capabilities.
Problems must be relevant to customers, and build up the customer readiness with
each subsequent product launch. Relevant progression ensures that customers’
readiness is steadily increasing. This enables the customers to get engaged, anticipate,
and make the products progression relevant.
Standard Format
This method not only teaches the use of a standard format, but also quickly illustrates
the conflict driving the problem along with the customer’s desired situation. The
principle of familiar form is critical to be able to compare, analyze, and select problem
statements. Problems need to contain the same type of information and written in a
similar format. Using templates and process steps, this method establishes a format for
problem statements and multiple review gates to ensure all the information is captured.
4Cs & GIA Diamond Grading System
The four ‘C’s are used in problem definition to compare, evaluate, and rank problems.
The carat or weight of the problem is based on its market demand. This helps determine
the potential return or opportunity size of addressing this problem. The problem
statement’s color refers to the level of detail included in the description of the problem.
When evaluating problems based on clarity we look for inclusions such as internal bias,
obsolete and incomplete information, or external blemishes such as poor
Workshop Description 7 2009-2013, All Rights Reserved, pmNERDS LLC
communication, overpowering and aggressive clients, misrepresentation, and
manipulation. The cut of a problem statement is a measure of its market attractiveness.
The higher the population desiring a solution to a problem statement is the finer the cut.
Tangible Output
A balanced problem statement portfolio is the end result of the problem definition
process. The set of problem statements that are defined, categorized, refined, and
ranked throughout problem definition are treated as a portfolio that is partitioned,
optimized, and balanced according to desired thresholds.
Workshop Description 8 2009-2013, All Rights Reserved, pmNERDS LLC
Feature Definition The product feature articulates the promised value customers’ gain from a specific
product capability. We use the acronym VALUE to teach the concepts of feature
definition.
Visualization – End Results, Delivery, Use
Accessibility – Clarity, Single Truth Value, Compelling Purpose Lasting Impact – Duration, Size, Applicability
User Centered – User Voice, User Capability, User Return
Evolved Expectations – Performance Readiness, Optimal Level of Complexity,
Excitement Half-Life
VALUE illustrates and teaches the concepts necessary to communicate your strategic
intent to both internal and external stakeholders concisely. The product feature
articulates the promised value customers’ gain from a specific product capability. The
feature needs to have enough value to motivate customers to adopt the new
capability and anticipate its launch with excitement. The features’ value could be
based on its material and monetary worth, the support it provides towards a goal or
objective, its strength in manipulating emotions, or even its ability to meet specific
needs.
Workshop Description 9 2009-2013, All Rights Reserved, pmNERDS LLC
Intro to Features
A feature is a distinctive characteristic of an offering that has a compelling purpose,
intended to impress and delight the consumer at a specific point in time. It is a
functionally noteworthy point or capability.
Standard Format
This workshop leverages a template that captures the feature goal and high-level
technical approach. Using this format the product innovation team can ensure that the
features are written in a way that is accessible, focused on the user, and that customers
can visualize themselves using to get a desired benefit or result.
TRIZ Levels of Invention
This method uses the TRIZ Levels of Invention to determine the appropriate solution types
for features. Alignment between the problem sub-portfolio type and the solution level
are maintained to ensure features are in line with the markets evolved expectations.
Typically the level of invention of a feature also impacts the value impact and duration
of that impact which is the focus of the Lasting Impact principle. The goal is to try and
balance the feature portfolio with features that will have as long a lasting impact as
possible and those that have a large impact over a shorter period of time.
Brainstorming
The problem solving technique of brainstorming is used to define features for the
selected problem statements. The workshop teaches guidelines as well as potential
derailers or issues of brainstorming activities. While brainstorming it is important to define
the feature in a way that it produces a clear visual image so that all the people
involved will interpret the feature in the same way.
Function Point Categorization
Functional Point Analysis blazed the trail for business process engineering based on
functional demand. This method establishes a foundation for functional analysis using
standard function points in the feature categorization process. Specific products
targeting various industries can modify these function points to make them more
reflective of market segment demands. This categorization makes estimation easier and
increases process efficiency by bundling features to leverage product assets and
development efforts; while reducing redundant initiatives.
Efficient Frontier
Features cost or development effort is scoped in this method and is compared against
the feature’s business value impact to create an Efficient Frontier for analysis. Attendees
gain experience ranking and selecting features in the “Zone of Efficiency” and
leveraging portfolio balancing techniques to help the product innovation team select
Workshop Description 10 2009-2013, All Rights Reserved, pmNERDS LLC
out of all the opportunities they could invest in, those features that will bring the greatest
value to both the market and the stakeholders.
Tangible Output
A balanced feature portfolio is the end result of the feature definition process. The set of
features that are defined, categorized, refined, scoped, and ranked throughout
feature definition are treated as a portfolio that is partitioned into levels of invention,
optimized, and balanced according to the product innovation strategy.
Workshop Description 11 2009-2013, All Rights Reserved, pmNERDS LLC
Requirement Definition
Intro to MODEL
The market requirement provides the description & constraints of a feature, in order to
form a mental model of what is needed to satisfy the customers. We use the acronym
MODEL to teach the concepts of requirement definition.
Milestones – Accessible, Standard, Verifiable, Organized – Make Tangible, Relationships, Multiple Partitioning
Design – Future Intent, Holistic View, Conflict Management
Estimates – Buy-in, Constraints, Probability & Magnitude Legitimize – Socialize & Debate, Verification, Validation
We use the acronym MODEL to illustrate and teach the concepts necessary to define
good market requirements that will deliver satisfied customers. We use this acronym
because models give features and their requirements a physical representation.
Modeling is about making what seems intangible, tangible. When you have a feature
you must design, build, and deliver, you need a way of modeling it within the context of
the whole.
The Requirements Definition with MODEL Method is concerned primarily with market
requirements definition and analysis, leading to the translation of product features into
a set of PERFORMANCE requirements, BASIC requirements, and EXCITEMENT
Workshop Description 12 2009-2013, All Rights Reserved, pmNERDS LLC
requirements that can later be translated into design requirements by the engineering
and development teams.
Intro to Market Requirement
A market requirement is a clear articulation of what is called for by the circumstances
or nature of the product feature. It states in an inward facing voice that which
necessarily follows from, and is needed to delight the customer through achieving the
feature’s goal.
Kano Analysis Categories
Requirements can be categorized into three major types based on impact to customer
satisfaction. These types are derived from Kano Analysis assessments. By using these
types as sub-portfolios of the requirement portfolio, product innovation teams can
manage the customer satisfaction levels of their products by adjusting the portfolio mix
based on these three requirement categories.
Quality Gate Review Criteria
The objective of the quality gate review for requirements is to verify that the nine quality
checkpoints of requirements have been met. It is also acts as a socialization step for
gate reviewers, enabling the discussion, clarification, and debate on requirements to
happen throughout the process.
Estimation
Features have different constraints that need to be met when defining the market
requirements. It ranges from cost, time, risk, capability, and so on. Estimating
requirements is critical to avoiding breaking these constraints. If requirements are not
estimated, you increase the risk that a feature will not meet its constraints, and will not
be delivered successfully if at all. In this method, the product innovation team estimates
all the BASIC, PERFORMANCE, and EXCITEMENT requirements.
Cohesiveness, Prerequisite, and Dependency Relationships
This step strives to estimate the effect each requirement has on each other from the
perspective of value and customer satisfaction. When requirement relationships are
being analyzed, they become legitimized through tracing. The product innovation
team knows not only where requirements come from, but also how they impact each
other.
Tangible Output
A balanced requirement portfolio focused on delivering delighted customers is the end
result of the requirement definition process. The set of requirements that are defined,
categorized, refined, estimated, and bundled throughout requirement definition are
Workshop Description 13 2009-2013, All Rights Reserved, pmNERDS LLC
treated as a portfolio that is partitioned into requirement types, optimized for customer
satisfaction, and balanced according to the product innovation strategy.
The Product Innovation Team
Who’s on your PIT Crew?
Workshop Description 14 2009-2013, All Rights Reserved, pmNERDS LLC
Workshop Deliverables
Process EFBD
Unlike other training courses that tend to focus on either strategy or tactics, and fail to
address practices in context of strategy, pmNERDS™ workshops address both the
tactical 'WHAT' & 'HOW', along with the more strategic 'WHY' and 'WHEN', not just in
generalized glossed over objectives, but in context of complete business process
definition, primary business goals, and process objectives.
Function blocks have been used by mankind even before there were napkins at
restaurants. They have become second nature; few need an explanation of how they
work. The FBD, “Function Block Diagram” is enhanced to define what information is
required by each block, and what information is produced by each block. It is further
enhanced by including the control logic of the process. Together these enhancements
and the block diagram are referred to as an “Enhanced Function Block Diagram”.
The EFBDs document the specific process being implemented. This documentation
enables quick change impact analysis, and increases process maintainability while
lowering overall cost of ownership. A visual diagram helps gain rapid consensus for
process standardization and lowers new-process ramp-up times. By using the EFBDs,
organizations can validate data-flow and process control logic prior to implementation
and reduce rework costs.
Reference Guide
Unlike other training courses that leave the participants empty handed or with a binder
full of power point notes after the course, pmNERDS™ training workshops provide a fully
indexed reference guide for each workshop that includes process background, best-
practice theory, asset descriptions and definitions, dramatized case studies, process
diagrams, data flows, process control logic, logical data model, and process
ownership.
Dramatic Case Studies
Our case studies are used to further illustrate concepts presented within our reference
guides. These concepts are illustrated through fictitious dialog between members of a
product innovation team. They anticipate common questions, and provide answers in
an illustrative way that facilitates the learning experience.
Reference Material
pmNERDS™ is not a research and development organization. The methods we teach
are proven across multiple industries and have stood the test of time. As the product
innovation professional organizations and members of the community at large publish
new methods, we establish where these new methods can be inserted into the bigger
innovation process when constraints demand it. When possible, we also provide a list of
Workshop Description 15 2009-2013, All Rights Reserved, pmNERDS LLC
these published works that further support the material taught in our reference guides.
This additional reference material can provide a rich background that there isn't
enough time to provide in a one day course.
Glossary of Terms
Like other professions, there are a lot of acronyms and jargon plaguing the product
innovation discipline. Unlike many other professions, there is not common agreement on
the meaning of many of these terms. Our workshops provide a glossary of terms in our
reference guide that helps the onboarding process, but also helps in the rapid
institutionalization of new processes, and product innovation concepts.
Logical Data Model
The logical data model documents the needed information, including pull-down menu
values, relationships, reports, dashboards, statistic objects, and external file links for
implementation in the tool or tools of your choice.
This diagram is an enhanced Entity Relationship Diagram, mapping relationships
between entity attributes instead of just entities. It contains industry standard values for
pull-down menus as taught in the workshops, and relationship definitions including
mathematical expressions for computed information. It defines data types; logical
database entities including dashboards, scorecards, and reports along with statistical
entities used to capture the persistent data used in the workshop processes.
The logical data model is included with workshops to help integrate product innovation
activities with other activities found within the innovation value chain, and break down
process and informational silos. It allows the IT specialist to leverage existing IT
investments from clearly specified data needs. The Logical Data Model is an enabler to
quickly facilitate adoption within the larger enterprise architecture. The bottom line is
that this helps IT further reduce total cost of ownership with increased maintainability of
the product innovation implementation in an environment of change.
Deployment Project Template
Unlike other training courses that ignore change adoption and deployment of new
processes, the pmNERDS™ training workshops include access to deployment project
plans, templates, self-assessments, and information that helps transfer ad-hoc
communities into formalized product innovation communities of practice based on
over 300 product innovation implementations and our patented Seven Pillar
deployment architecture.
Communication Plan Template
Many training courses fail to enable the promotion and implementation of the new
practices taught in the course, in pmNERDS™ workshops, you'll construct a
communication plan, specific for the topics of that workshop, which identify adoption
Workshop Description 16 2009-2013, All Rights Reserved, pmNERDS LLC
hurdles, messages, and activities for the targeted personas of your organization to
ensure smooth adoption.
Workshop Description 17 2009-2013, All Rights Reserved, pmNERDS LLC
Index
A
Adoption, 2, 12
Adoption Plan, 12
Analyze, 3, 6, 8, 9, 11
Anticipation, 3, 6, 7, 11
Asset, 2, 8, 11
B
Balance, 7
BASIC, 9, 10
Best-Practice Theory, 11
Bias, 4, 6
Business Objectives, 3
C
Capability, 2, 3, 6, 7, 10
Carat, 5
Categorization, 3, 5, 9
Centralize, 2
Change, 2, 5, 11, 12
Clarity, 6
Color, 6
Communication, 2, 6, 12
Community of Practice, 2, 12
Compelling, 7
Competitive Analysis, 3
Conflict Management, 5, 6, 9
Consensus, 11
Constraints, 2, 9, 10, 11
Continuous, 2
Control Logic, 11
CORE Method, 9
Cost Position, 3, 4
Customer, 1, 2, 3, 5, 6, 9, 10
Interviews, 4
Loyalty, 3
Satisfaction, 1, 5, 9, 10
Cut, 6
D
DANCE, 3
Dashboards, 12
Data-Flow, 11
Defendable, 2
Deliverables, 1, 11
Deployment, 2, 12
Design, 9
Development, 9
Differentiation, 3, 4
Dramatized Case Studies, 11
Driving Force, 5
E
Efficient Frontier, 8
Engage, 6
Enlightened Service, 5
Enterprise Architecture, 12
Entity Relationship Diagram, 12
Estimate, 3, 8, 10
Estimates, 10
Evolved Expectations, 7
EXCITEMENT, 9, 10
F
Feature, 2, 7, 8, 9, 10
Feedback, 3
FORCE, 5
Foundation, 8
Function Blocks, 11
G
Glossary, 12
Goals, 5, 7, 9, 11
I
Ideas, 2, 3, 4, 5
Implementation, 11, 12
Initial, 4
Innovation, 1, 2, 3, 4, 5, 6, 11, 12
Innovation Team, 11
Interaction, 2
Investment, 12
L
Legitimize, 9
Level of Invention, 7, 8
Workshop Description 18 2009-2013, All Rights Reserved, pmNERDS LLC
M
Maintainable, 2
Market, 1, 2, 3, 4, 5, 6, 8, 9, 10
Analysis, 3
Attractiveness, 6
Requirement, 2, 9, 10
Research, 3
Segment, 4, 8
Market Sensing, 1, 3
Method, 9
MODEL, 9
N
Nudge, 3
O
Objectives, 7, 9, 11
Opportunities, 3, 4, 8
Optimal, 4, 6, 8, 10
Organized, 9
Original Perspective, 5
P
Partition, 4, 6, 8, 10
Perceived Value, 4
Performance, 2, 9
PERFORMANCE, 9, 10
Performance Coaching, 2
Personas, 13
Perspective, 5, 10
Portfolio, 4, 6, 7, 8, 9, 10
Balance, 4, 8
Mix, 9
Practices, 2, 11, 12
Problem, 2, 5, 6, 7, 8
Problem Solving, 8
Problem Statements, 2, 5, 6, 8
Process, 2, 4, 5, 6, 8, 10, 11, 12
Process Background, 11
Product, 2, 3, 5, 6, 7, 8, 9, 10, 11, 12
Product Innovation, 2, 3, 5, 7, 8, 9, 10, 11, 12
Product Innovation Team, 2, 3, 5, 7, 8, 9, 10, 11
Project Plans, 12
Q
Quality, 9
R
Ranking, 4, 6, 8
Reference Guide, 11, 12
Reference Material, 12
Refinement, 3, 4, 6, 8, 10
Relationship, 3, 10, 12
Relevant Progression, 6
Repeatable, 2
Requirement, 9
Requirements, 2, 9, 10
Review, 6, 9
Risk, 10
S
Scorecards, 12
Self-Assessments, 12
Skills Mentoring, 2
socialization, 9
Stakeholders, 2, 3, 5, 7, 8
Standard, 6, 8, 12
Standardize, 2
Strategic Planning
Objectives, 9
Strategies, 7
Strategy, 7, 8, 10, 11
Sub-Portfolios, 5, 7, 9
Synthesis, 4
Systematic, 2
T
Tangible, 9
Team, 2, 3, 5
Templates, 6, 12
Thresholds, 6
TRIZ, 7
V
VALUE, 7
Value Chain, 12
Voice, 3, 4, 5, 9
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