PO Box157, Great Mills MD 20634 (301) 994-3449 Copyright PLM Consulting 2003 1 Developing a Lifecycle Process and Tools for Team

Copyright PLM Consulting 2003Copyright PLM Consulting 2003 11PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com

Developing a Lifecycle Process and Developing a Lifecycle Process and Tools for Team management. Tools for Team management.

By Bruce SchwickrathBy Bruce Schwickrath

Monday May 12, 2003Monday May 12, 2003


Why do we need a Lifecycle Why do we need a Lifecycle process?process?

Company expects a flawless product Company expects a flawless product introduction.introduction.

Expectation is to get the product to Expectation is to get the product to market first.market first.

Predictability of product delivery is critical Predictability of product delivery is critical for market launch success. for market launch success.

Eliminate the departmental silos.Eliminate the departmental silos. Engage a variety of cross-functional Engage a variety of cross-functional

participants. participants.


How do you begin?How do you begin?

The process should be totally The process should be totally encompassing and includes the encompassing and includes the entire lifecycle of the product. entire lifecycle of the product.

Start by building a team of Start by building a team of professionals in their functional professionals in their functional areas. areas.


Steps to develop the Lifecycle Steps to develop the Lifecycle process process

• AssessmentAssessment• Map the current process Map the current process • Define dependents and deliverablesDefine dependents and deliverables• Define major phase and sub phasesDefine major phase and sub phases• Define requirements for phase exit (check list)Define requirements for phase exit (check list)• Define approval authority and management Define approval authority and management

structurestructure• Document the processDocument the process• Develop a training programDevelop a training program• Implement the processImplement the process• Review and reviseReview and revise


Product Lifecycle Product Lifecycle Management Management

Concept Definition Development Production End-of-Life

Concept Defined

NPI Volume Transfer/ Limited

Availability

Business Plan

STAGE EXIT POINT REQUIRED MILESTONES =

IN-STAGE SERIAL REQUIRED MILESTONES =

Master Production Schedule

EVT Entry

DVTEntry

TIME

Volume Availability

End-of-Life Plan

Product/ Process Defined

NPI

NPIEntry/ DVT Completion

Feasibility Study Review

MAJOR LIFE CYCLE STAGES =


Success is Dependent on the Success is Dependent on the TeamTeam

1.1. Core Teams are cross-functional Core Teams are cross-functional groups that have product ownership groups that have product ownership and are responsible for driving and are responsible for driving products from Definition through products from Definition through End-of-Life using the Product End-of-Life using the Product Lifecycle ProcessLifecycle Process


Effective Core TeamEffective Core Team

To have an effective Core Team the To have an effective Core Team the Core Team Manager needs to:Core Team Manager needs to:

1.1. Clarify the team goals Clarify the team goals

2.2. Identify those issues which inhibit the team Identify those issues which inhibit the team from reaching their goals from reaching their goals

3.3. Address those issues, remove the inhibitors Address those issues, remove the inhibitors and enable the goals to be achieved and enable the goals to be achieved

4.4. Communicate the current status of a project Communicate the current status of a project across the organization. across the organization.


Effective Core TeamEffective Core Team

5.5. Management of a team is done by achieve Management of a team is done by achieve cooperation and support from team members cooperation and support from team members and the organization. This can only be done and the organization. This can only be done through trust and management support. through trust and management support.

6.6. Understanding the fundamental principles of Understanding the fundamental principles of team dynamics and getting the most from team dynamics and getting the most from your team is crucial to the Core Team’s on-your team is crucial to the Core Team’s on-going success. going success.


•Issue: Caution

•Focus: Self

•Requirement:Goal & RoleClarity

•Issue: Conflict

•Focus:Others

•Requirement:Managementof Differences

•Issue: Cohesion

•Focus: Team

•Requirement:Procedures(Task & Team)

•Issue: Commitment

•Focus: Tasks

•Requirement:Trust

•Issue:Completion

•Focus:???

•Requirement:Movement/Closure

Forming

Transforming

Performing Norming

Storming

Actions: Set Direction Clarify Goal(s)Clarify RolesProvide InfoCommunicate

Actions:Set Ground RulesListenManage DifferencesGet Buy-in

Actions:Involve AllProvide F/B QC

Actions:CheerleadUse Learning CycleDelegate

Actions:EvaluateR&RConclude Back to Forming

Stages of Team Development

Teams normally have a static membership and how the individuals within the team relate can have a big bearing on team performance. If a

member leaves, or another joins, the dynamics of the team can be changed greatly.


Team BuildingTeam Building

The benefits to building happy and The benefits to building happy and productive team are limitless. productive team are limitless.

To have an effective team, each person To have an effective team, each person must have some insight into the dynamics must have some insight into the dynamics of relationships within the team. of relationships within the team.

The most effective teams basically operate The most effective teams basically operate with focused objectives and it is the Team with focused objectives and it is the Team Manager’s responsibility to clarify the Manager’s responsibility to clarify the team goals. team goals.


Key ObjectivesKey Objectives

Management of the process is critical Management of the process is critical for a project success. for a project success.

The Team Manager needs to be the The Team Manager needs to be the problem solver and leader. problem solver and leader.

The Team needs a standard set of The Team needs a standard set of tools to succeed. tools to succeed.

The Team needs to have ownership The Team needs to have ownership and be responsible for their goals. and be responsible for their goals.


Tools for ManagementTools for Management


Action Item ListAction Item List


Program ContractProgram Contract


Meeting MinutesMeeting Minutes


Core Team Core Team Recommendation SheetRecommendation Sheet


Phase Review ChecklistPhase Review Checklist


Appendix FormAppendix Form


Phase Review FormatPhase Review Format


Weekly Executive Weekly Executive Summary ReportSummary Report


Developing and Implementing the Lifecycle ProcessDeveloping and Implementing the Lifecycle ProcessBy Bruce SchwickrathBy Bruce Schwickrath

Product Lifecycle Management (PLM) is a process that can Product Lifecycle Management (PLM) is a process that can consistently deliver great products on time. World class consistently deliver great products on time. World class companies need to have a process that will deliver the correct companies need to have a process that will deliver the correct product, within the market window and with the greatest value product, within the market window and with the greatest value to the customer and the company. At the end of the day to the customer and the company. At the end of the day companies are only remembered for their products. companies are only remembered for their products. Predictability of product delivery is critical for market launch Predictability of product delivery is critical for market launch success and the product development processes can be a success and the product development processes can be a competitive weapon to get the product to the market first. competitive weapon to get the product to the market first. Constant delays to product introductions can jeopardize a Constant delays to product introductions can jeopardize a company’s ability to make a profit. Companies that take too company’s ability to make a profit. Companies that take too long to design, pilot and introduce a new product into long to design, pilot and introduce a new product into production, will not be competitive!production, will not be competitive!

Product Lifecycle Management breaks down the departmental Product Lifecycle Management breaks down the departmental silos that have limited interaction within the company. The silos that have limited interaction within the company. The process should be totally encompassing and includes the entire process should be totally encompassing and includes the entire lifecycle of the product. When new products are developed, we lifecycle of the product. When new products are developed, we also need to consider impacts to existing products that are also need to consider impacts to existing products that are available. A truly effective lifecycle process engages a variety of available. A truly effective lifecycle process engages a variety of cross-functional participants from marketing, engineering, cross-functional participants from marketing, engineering, procurement, manufacturing, sales, and service departments. procurement, manufacturing, sales, and service departments. The objective of the process is to provide functional areas with a The objective of the process is to provide functional areas with a consistent and company sanctioned guideline for Product consistent and company sanctioned guideline for Product Creation, Product Testing, Release, Delivery and, Field Support. Creation, Product Testing, Release, Delivery and, Field Support. This is done by establishing corporate requirements for This is done by establishing corporate requirements for documentation and management approval through the major documentation and management approval through the major stages of a product's life cycle. For this process to be successful stages of a product's life cycle. For this process to be successful it must be flexible, but be managed by a leader that has the it must be flexible, but be managed by a leader that has the support of the senior management team.support of the senior management team.

To develop a product Lifecycle process you must begin by To develop a product Lifecycle process you must begin by understanding the requirements of the process. The assessment understanding the requirements of the process. The assessment step is the most critical part in developing the process. This step is the most critical part in developing the process. This step is started by building a team of professionals in their step is started by building a team of professionals in their functional areas. This cross functional core team is the body of functional areas. This cross functional core team is the body of knowledge that will develop the process. The group task for knowledge that will develop the process. The group task for this team is a brainstorming session to define what is not this team is a brainstorming session to define what is not working, what is working and what is missing from the current working, what is working and what is missing from the current process that is in place. The team needs to also develop the process that is in place. The team needs to also develop the objective of this project and then establish a project plan and objective of this project and then establish a project plan and schedule. Listed below is the flow of developing the lifecycle schedule. Listed below is the flow of developing the lifecycle process.process.

Map the current process Map the current process • Story board current process (Including the MRP/ERP and Story board current process (Including the MRP/ERP and

MIS links)MIS links)• Develop a Fish bone or flow chart of the processDevelop a Fish bone or flow chart of the process

Define Dependents and deliverablesDefine Dependents and deliverables• Define requirements for each functional (everyone should Define requirements for each functional (everyone should

be involved)be involved)• Define deliverables from each functional areaDefine deliverables from each functional area• Develop timing of deliverables to other functional groupsDevelop timing of deliverables to other functional groups• Develop timing of receivables from other functional groupsDevelop timing of receivables from other functional groups• Define metrics or data associated with each deliverableDefine metrics or data associated with each deliverable

Define major phase and sub phasesDefine major phase and sub phases• Define a functional maturity plan of the productDefine a functional maturity plan of the product• Divide the Fish bone or Flow chart into the major phases Divide the Fish bone or Flow chart into the major phases


Developing and Implementing the Lifecycle Process Developing and Implementing the Lifecycle Process

By Bruce SchwickrathBy Bruce Schwickrath

Define requirements for phase exit (check list)Define requirements for phase exit (check list)• List major activities for each phaseList major activities for each phase• List deliverables for each phase (exit check list)List deliverables for each phase (exit check list)• Develop template for phase exit check listDevelop template for phase exit check list• Define metrics to audit the process Define metrics to audit the process

Define approval authority and management structureDefine approval authority and management structure• Define management authority to review progress and Define management authority to review progress and

approve phase transitionapprove phase transition• Define management process of the project teamDefine management process of the project team• Define reporting process of project status.Define reporting process of project status.• Define escalation method of issuesDefine escalation method of issues

Document the processDocument the process• Develop document outlineDevelop document outline• Present process and plan to the executivesPresent process and plan to the executives• Create flow charts of each phaseCreate flow charts of each phase• Create a overview document of the phasesCreate a overview document of the phases• Develop the process document and standard formsDevelop the process document and standard forms• Document metrics used to control and audit processDocument metrics used to control and audit process

Develop a training programDevelop a training program• Define levels of training requiredDefine levels of training required• Develop course outlineDevelop course outline• Develop class documentationDevelop class documentation• Dry run presentation to lifecycle process development teamDry run presentation to lifecycle process development team

Implement the processImplement the process• Release documentationRelease documentation• Roll out trainingRoll out training

Review and reviseReview and revise• Audit the process for conformance and issuesAudit the process for conformance and issues• Audit metricsAudit metrics• Revise documentation if requiredRevise documentation if required

A high level Lifecycle flow chart should be used to explain the A high level Lifecycle flow chart should be used to explain the detail of each phase and used as a training tool for all detail of each phase and used as a training tool for all employees. The project management team should be the owner employees. The project management team should be the owner of the process and revise the documents when improvement of the process and revise the documents when improvement opportunities are identified.opportunities are identified.

The other area that needs to be addressed is the methodologies The other area that needs to be addressed is the methodologies of the management team including a common look and feel of of the management team including a common look and feel of communications and documents from the group. Also communications and documents from the group. Also performance measurement tools like schedule date vs. actual, performance measurement tools like schedule date vs. actual, build vs. plan, delivery vs. promise, bill of material accuracy, build vs. plan, delivery vs. promise, bill of material accuracy, income vs. plan, ROI vs. plan, sales to plan, changes to income vs. plan, ROI vs. plan, sales to plan, changes to original design, cost vs. budget, and other metrics need to be original design, cost vs. budget, and other metrics need to be included in the process. included in the process.

The success of Developing and Implementing the Lifecycle The success of Developing and Implementing the Lifecycle Process depends on ownership and deployment of the process. Process depends on ownership and deployment of the process. The process owner needs to be a champion of the process, The process owner needs to be a champion of the process, trainer and cultivator. The leader of the development team that trainer and cultivator. The leader of the development team that develops the lifecycle process needs to be an expert in the develops the lifecycle process needs to be an expert in the process and the escort to lead the team through the process. process and the escort to lead the team through the process. Executive endorsement and adoption of the process is key to Executive endorsement and adoption of the process is key to the continued success of the process. More information on the continued success of the process. More information on lifecycle process can be found at lifecycle process can be found at www.plmguru.com www.plmguru.com

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PO Box157, Great Mills MD 20634 (301) 994-3449 Copyright PLM Consulting 2003 1 Developing a Lifecycle Process and Tools for Team