You are previewing The PDMA Handbook of New Product Development.
O'Reilly logo
The PDMA Handbook of New Product Development

Book Description

The completely revised and updated "bible" of new product development: The PDMA Handbook of New Product Development, Second Edition.

The PDMA Handbook of New Product Development, Second Edition provides a comprehensive, updated picture of what you as a manager need to know for effective new product development. The book's concise, map-like detail acts as a compass, offering practical information pertaining to every stage of the product development process -- from idea generation to launch to the end of the life cycle.

Whether you're a novice or an expert, this edition is ideal as it provides both fundamentals and reliable information on advanced and emerging concepts such as accelerated product development, new product development globalization and benchmarking, and Web-based concept development.

Table of Contents

  1. Copyright
  2. INTRODUCTION
    1. Who This Book Is For
    2. How to Use This Book
    3. Here's the Book's Structure
  3. ACKNOWLEDGMENTS
  4. BEFORE YOU GET STARTED
    1. NEW PRODUCTS—WHAT SEPARATES THE WINNERS FROM THE LOSERS AND WHAT DRIVES SUCCESS
      1. Introduction
      2. Critical Success Factors at the Project Level
      3. Critical Success Factors—People and Environment
      4. Strategic Critical Success Factors
      5. Summary
      6. References
    2. A NEW PRODUCT'S DEVELOPMENT STRATEGY: FORMULATION AND IMPLEMENTATION
      1. Introduction
      2. Strategy Formulation
      3. Strategy Implementation
      4. Summary
      5. References
    3. NEW PRODUCT PORTFOLIO PLANNING AND MANAGEMENT
      1. Introduction
      2. Portfolio Planning and Management—A Useful Framework
      3. New Product Portfolio Roles and Responsibilities
      4. Assessment of Portfolio Planning & Management Capability
      5. Summary
      6. References
    4. IMPLEMENTING PRODUCT DEVELOPMENT
      1. Introduction
      2. A Closer View of Implementation Issues
      3. What Is Implemented
      4. Process Is Business Entity Specific
      5. Acceptance Precedes Process Use
      6. Potential Impediments to Full Implementation
      7. Change: From Current to Desired NPD Process
      8. Beginnings: Analyze the Old and Envision the New
      9. Participative Design Leads to Acceptance and Usage
      10. Designing Improvement Into the Process
      11. Process Ownership
      12. Summary
      13. References
    5. PROCESS OWNERSHIP
      1. Introduction
      2. The Process Champion
      3. The Process Sponsor
      4. The Process Manager
      5. Roles Specific to the Process Model
      6. Project Leaders
      7. Portfolio Managers
      8. Resource Managers
      9. Gatekeepers
      10. Process Analyst
      11. Wearing Two Hats
      12. NPD Process as Part of the Culture
      13. Summary
      14. References
    6. THE FUZZY FRONT END FOR INCREMENTAL, PLATFORM, AND BREAKTHROUGH PRODUCTS
      1. Introduction
      2. What Is the Front End?
      3. What are Incremental, Platform, and Breakthrough Products?
      4. Fuzzy Front End for Incremental Products
      5. Fuzzy Front End for Platform Products
      6. Fuzzy Front End for Breakthrough Products
      7. Summary
      8. References
    7. SERVICE DEVELOPMENT
      1. Introduction
      2. How Service Development Is Different
      3. The Service Development Process
      4. Emerging Trends in Service Development
      5. Summary
  5. ORGANIZING THE DEVELOPMENT
    1. INNOVATION IN LARGE COMPANIES: APPROACHES AND ORGANIZATIONAL ARCHITECTURE
      1. Introduction
      2. Product Development Within a Strategic Business Unit
      3. Corporate Venturing
      4. Corporate Research Laboratory and Corporate Business Development Group
      5. Summary
      6. References
    2. MANAGING PRODUCT DEVELOPMENT PROJECT TEAMS
      1. Introduction
      2. What We Know About Project-Oriented Teamwork
      3. Measuring Project Team Performance
      4. Breaking Down Barriers to High Team Performance
      5. Recommendations for Effective Team Management
      6. Summary
      7. References
    3. INFLUENCE AND POLITICS IN PRODUCT DEVELOPMENT
      1. Introduction
      2. Political Behavior in Product Development
      3. Strategic Contingencies Model of Political Behavior
      4. Influencing Others
      5. Summary
      6. References
    4. DISTRIBUTED NEW PRODUCT DEVELOPMENT (DNPD)
      1. Introduction
      2. Basic Beliefs
      3. The Benefits of DNPD
      4. Suitability of DNPD to Your Development Projects
      5. Common Risks and How to Recognize the Danger Signs
      6. Ten Keys to Implementing DNPD Successfully
      7. Summary
    5. ACCELERATED PRODUCT DEVELOPMENT: TECHNIQUES AND TRAPS
      1. Introduction
      2. Time-To-Market Is Not Free
      3. Types of Time-To-Market
      4. Time-To-Market Tools and Techniques
      5. Time-To-Market Traps
      6. Conclusion
      7. References
  6. GETTING STARTED
    1. MARKET ANALYSIS AND SEGMENTATION FOR NEW PRODUCTS
      1. Introduction
      2. Need for Market Analysis and Segmentation
      3. Setting Up the Foundation: Who Are Your Customers? What Is Your Product?
      4. Basic Approaches to Market Analysis for New Product Development
      5. Choosing the Right Technique
      6. Segmenting Your Market
      7. Getting Started
      8. Summary
      9. References
    2. OBTAINING CUSTOMER1 NEEDS FOR PRODUCT DEVELOPMENT
      1. Introduction
      2. Basic Principles for Obtaining Customer Needs
      3. Techniques for Deeply Understanding Customer Needs
      4. Practical Aspects of Gathering Customer Needs
      5. Summary
      6. References
    3. CONTEXTUAL RESEARCH FOR NEW PRODUCT DEVELOPMENT
      1. Introduction
      2. The Shift from Product to Context
      3. Where Contextual Research Comes From
      4. A Few Critical Principles of Contextual Research
      5. The Process of Contextual Research
      6. The Economics of Contextual Research
      7. Summary
      8. References
    4. INTERACTING WITH CUSTOMERS IN THE NEW PRODUCT DEVELOPMENT PROCESS
      1. Introduction
      2. Why Interact with Customers?
      3. How to Interact With the Customers?
      4. Stages of Customer Interaction
      5. Selecting Customers for Interaction
      6. Problems in Customer Interaction
      7. Summary
      8. References
    5. GETTING LIGHTNING TO STRIKE: IDEATION AND CONCEPT GENERATION
      1. Introduction
      2. Chartering for Ideation: The Secret of Focus
      3. Team Formation
      4. The Ideation Session
      5. Concept Screening and Developmental Thinking
      6. Summary
      7. References
    6. QUANTITATIVE MARKET RESEARCH
      1. Introduction
      2. The Quantitative Market Research Process
      3. Questions Quantitative Market Research Can Answer
      4. Segmentation: "Which Customers Should We Target?"
      5. Perceptual Mapping: "What Do Customers Think of Current Products?"
      6. Kano Method: "What Customer Needs Should We Target for New Product Ideas?"
      7. Needs-Ranking: "What Customer Needs Should We Target for New Product Ideas?"
      8. Concept Testing: "Which of Our Raw Ideas are the Most Promising to Pursue?"
      9. Conjoint Analysis: "What Is the Optimal Mix of Features and Price?"
      10. Summary
      11. References
    7. EXTRACTING VALUE FROM YOUR PATENT PORTFOLIO
      1. Introduction
      2. Patent Portfolio Screening: What Is It? Why Do It?
      3. The "Getting to the Best First" Methodology
      4. Making the Disposition Decision
      5. Looking Ahead: In-Depth Assessment
      6. Summary
      7. References
    8. TECHNOLOGY MANAGEMENT
      1. Introduction
      2. Technology Planning
      3. Technology-Mining Process
      4. The Organizational Structure
      5. Summary
      6. References
  7. DOING THE DEVELOPMENT
    1. GATE DECISIONS: THE KEY TO MANAGING RISK DURING NEW PRODUCT DEVELOPMENT
      1. Introduction
      2. Gates Types and Their Components
      3. Why Are Good Gate Decisions Vital?
      4. Improving Gate Decisions
      5. Summary
      6. References
    2. WINNING PRODUCT REVIEW APPROVAL
      1. Introduction
      2. Overview: The Product Review Approval Process
      3. The Seven Steps to Winning Product Review Approval
      4. Summary
    3. APPROACHES TO NEW PRODUCT FORECASTING
      1. Introduction
      2. Establish the Forecasting Objective
      3. Forecasts During the New Product Development Process
      4. Forecasting Techniques
      5. New Product Forecasting Strategy
      6. New Product Forecasting Benchmarks
      7. The New Product Forecasting Process
      8. Summary
      9. References
    4. ENHANCING NEW PRODUCT DEVELOPMENT SUCCESS THROUGH INDUSTRIAL DESIGN STRATEGY
      1. Introduction
      2. Goals and Design Strategy Prerequisites
      3. Fundamental Design Strategies
      4. General Product Design Situations
      5. Design Strategy Formulation
      6. Key Success Considerations and Potential Pitfalls
      7. Summary
      8. References
    5. BUILDING A BRIDGE TO THE END USER: HOW INDUSTRIAL DESIGNERS CONTRIBUTE TO PRODUCT DEVELOPMENT
      1. Introduction
      2. Background and Motivation of Industrial Designers
      3. Up-Front Involvement: Before Product Definition
      4. Collect and Analyze User Needs: Walk a Mile in Their Shoes
      5. Understanding Brand Essence, Promise and Positioning
      6. Concept Generation and Development
      7. Rapid Visualization
      8. Industrial Design Through the Development Process
      9. Industrial Design and Product Usability
      10. Design Refinements for Manufacturing and Product Launch
      11. Summary
      12. References
    6. HUMAN FACTORS ENGINEERING CONSIDERATIONS IN NEW PRODUCT DEVELOPMENT
      1. Introduction
      2. What Is Human Factors?
      3. What Value Does Human Factors Engineering Add? What's in it for Me?
      4. What Is the Impetus Behind Human Factors? Who Thinks This Is Important?
      5. Usability (How Useful Is it?)
      6. Human Factors Engineers as a Part of the Project Team: What Do They Do?
      7. When Is Human Factors Considered in the Product Life Cycle?
      8. Tailoring Human Factors Engineering to Your Company's Needs
      9. Summary
      10. References
    7. DESIGN BECOMES REALITY-RAPID PROTOTYPING
      1. Introduction
      2. What Is Rapid Prototyping?
      3. Rapid Prototyping—How Is It Used?
      4. How Does Rapid Prototyping Work?
      5. Overview of Commercial Rapid Prototyping Systems (High End)
      6. Which System Is Right for My Business?
      7. Costs and Staffing
      8. Summary
      9. References
    8. RISK TOOLS FOR TECHNICAL DEVELOPMENT: HAZARD ANALYSIS AND FMEA
      1. Introduction
      2. Risk Analysis Tools—Hazard Analysis and Failure Mode and Effects Analysis
      3. A Few Final Thoughts
      4. Summary
      5. References
  8. FINISHING THE JOB
    1. USING AN EFFECTIVE METRICS PROGRAM TO SUPPORT BUSINESS OBJECTIVES
      1. Importance of an Effective, Efficient Product Development Metrics Program
      2. Key Challenges to Implementing a Successful Metrics Program
      3. How to Implement a Metrics Program
      4. Summary
      5. Reference
    2. MANAGING NEW PRODUCT AND SERVICE LAUNCH
      1. Introduction
      2. Establishing Goals
      3. Creating an Effective Launch Process
      4. Defining the Launch Team
      5. Choosing Launch Managers
      6. Selecting the Sponsorship Team
      7. Ensuring Continuous Improvement
      8. Summary
      9. References
    3. MANAGING THE SUPPLY CHAIN IMPLICATIONS OF LAUNCH
      1. Introduction
      2. Pitfalls at the Launch Stage
      3. Launch Strategy
      4. The Flexible Supply Chain and Lean Launch
      5. Computer Industry Illustration
      6. A Lean Launch Illustration: Benetton
      7. Summary
      8. References
    4. MARKET TESTING AND POSTLAUNCH EVALUATION FOR CONSUMER GOODS
      1. Introduction
      2. Goals for Postlaunch Evaluation
      3. Consumer Response Models
      4. Test Marketing vs. National Launches
      5. Assessment Methodologies
      6. Case History
      7. Summary
      8. References
    5. OVERVIEW AND CONTEXT FOR LIFE-CYCLE MANAGEMENT
      1. Introduction
      2. Life-Cycle Management: Work Areas and Work Structures
      3. Postlaunch Product Management
      4. Introducing Enhancements and Derivatives
      5. Providing Input into the Planning for the Next New Product to Which Existing Customers Are Likely to be Migrated
      6. The Last LCM Step: Executing Product Discontinuation and Final Exit
      7. Roadblocks to Achieving Best-in-Class LCM
      8. Summary
      9. References
    6. PRODUCT OBSOLESCENCE AND DISCONTINUATION
      1. Introduction
      2. Ownership of the Obsolescence Process
      3. Evaluating Products for Obsolescence
      4. Product Support After Obsolescence
      5. Impact on Internal Systems and External Customers
      6. The Obsolescence Process and Responsibilities
      7. Summary
      8. References
  9. PDMA RESEARCH ON NPD
    1. LESSONS LEARNED FROM OUTSTANDING CORPORATE INNOVATORS
      1. Introduction
      2. Introduction to the OCI Award
      3. Similarities and Differences in Practices of Award Winners
      4. Summary of Business Impact
      5. Summary
      6. Reference
    2. FIRST RESULTS FROM THE 2003 COMPARATIVE PERFORMANCE ASSESSMENT STUDY (CPAS)
      1. Introduction
      2. Introduction to the Survey
      3. New Product Development Practices
      4. Summary
      5. References
      6. Acknowledgments
  10. ABOUT THE PRODUCT DEVELOPMENT & MANAGEMENT ASSOCIATION (PDMA)
    1. Conferences and Meetings
    2. Publications
    3. Awards
    4. Sponsored Research
    5. Body of Knowledge (BOK)
    6. Certification as a New Product Development Professional (NPDP) and Certification Training
    7. Membership and Further Information
  11. THE PDMA GLOSSARY FOR NEW PRODUCT DEVELOPMENT