From Technology to Product
Technology Center
VP Ari Tolonen
Change of Environment
New software technologies
New dynamic market
e.g CORBA, JavaBeans, DCOM,
Agent technologies
e.g shorten product life cycle,
new user demands, lifestyles
New type of applications
e.g multimedia,
electronic commerce,
communities
New generation
products and
services
New development methodologies
e.g Object-oriented, frameworks,
design patterns, componentware
New Technologies and Markets
Coverage
+
Time
Market
launch
Break even
Product
substitution
Demand:
Various content through various access
Service
Applications
Billing
User
profiles
Terminals
Access network
Authenticatio
n
Authorisation
Accounting
Content
Platform
Service platform
Content
Successful product development project
Cornerstones of successful product development
according to Dr. Robert Cooper
• high quality product development process
• product innovation strategy for the business
• sufficient and competent R&D resources
Of the three, having a high quality product development process had the
strongest impact on business’s new product performance
Stable Processes Needed in Unstable Markets
Stable
Market
Unstable
Market
Stable
Processes
desirable
necessary
Unstable
Processes
possible
impossible
Sonera process map
Markkina
Markkinaprosessi:
Uusien tuotteiden tuottaminen markkinoille ja tuotteiden hallinta
Asiakasprosessi:
Laadukkaat
tuotteet ja
asiakassuhteet
Asiakkaan tarpeiden tyydyttäminen
Johtamisprosessit
Tukiprosessit
= Soneran yhtiöt ja yksiköt
Kilpailukykyiset
ratkaisut/
tuotteet
Hyvin kehittyvät
liiketoimintatulokset
Tehokas
liiketoiminnan tuki
= yhteistyökumppanit
• mahdollisuudet
• tarpeet
Asiakas
• tarpeet
Conventional SW development model
Requirement
analysis
Design
Implementation
Integration &
verification
Installation &
validation
Example of CBSE process
S100066U-XIII
10(14)
Customer
Analysis
Requirement
elicitation
Business
Component
Evaluation
Business
Component
Search
Architecture
Design
Component
Design
Implement.
Architecture
Specification
Component
Specification
Component
Composition
Architecture
Evaluation
Component
Evaluation
Integration
and
Verification
Architecture
Search
Component
Search
Component
adaptation
Component
Vendor
Flexible Development Model
Traditional Approach
Sensing the Market
Project
start
Concept
freeze
Market
introduction
Specification
Design
Concept development
Implementation
Concept time
Implementation
Response time
Integration&
Verification
Total lead time
Flexible Approach
Project
start
Concept
freeze
Market
introduction
Concept development
Implementation
Concept time
Total lead time
Response time
Stabilization / Ramp-up
Product and Cycle-Time Excellence - PACE
Phase 0 Go / Redirect / Cancel
Concept evaluation
• Strategic issues
• Marketing issues
Phase 1 Go / Redirect / Cancel
Specification and planning
• Functional Specification
• Evaluate development plan
Ideas
Ideas
Use of core
teams
Inexpensive and fast
qualitative measures
Build business case,
detailed market analysis,
and financial analysis
Phase 2 Go / Redirect / Cancel
Design and development
• Complete product design
• Make sure that testing is ready to start
Product is developed
and prototype is
produced
Phase 3 Go / Redirect / Cancel
Testing and evaluation
• Complete product testing
• Carry out pilot production
Pilot production,
customer field trials, test
marketing
Phase 4 Go / Redirect / Cancel
Product release
• Check that sales support is in place
• Release to volume manufacturing
Tooling and full production
Launch
Develop market
New products
Decision Procedure
Preparation of
DP input
data
Revision
according to
request
Decision
Go on according
to the original
or revised plan
Termination
Definitions
A decision point is a meeting at which the steering group makes a formal
decision concerning the execution of the project or study.
The steering group considers the status of the project or study, its use
of resources, and its costs and benefits. After this analysis, a decision
is made either to
• continue the project or study,
• postpone the decision point, or
• terminate the project or study.
A milestone is an important and measurable control event in a
project or study. It represents a result that must be achieved
at a given point of time.
Sonera R&D Process Model
Pre Study
Ideas
Feasibility
Study
User req.
DP0
Design
Implement. &
Verification
Piloting &
Validation
Conclusion
Demos
Design
Prototypes
Design
Release
System req.
Implement.
Architecture
Component
Pilots
Release
&
intg.
tests
Project
System Accept.
spec.
tests tests
DP1
MS
Project Execution
DP3
DP2
MS
MS
MS
DP4
MS MS
DP5
MS
MS
WORK MODELS AT SERVICE DEVELOPMENT
Demos &
Prototyping
DP1
IDEAS
BDP1
Screening
the idea
Development
DP2
EXPERIMENTS
BDP2
Experiment
DP3
DP4
VENTURES
BDP3
Venture
launch
BDP4
Development &
Support
BUSINESSES
BDP5
BDP6
Business
launch
Start
check
Business Requirement Validation by Fast Track Project
(Experiment phase)
4-6 week project realization
Experiment
scoping
Requirement
capturing&
analysis
Proto
design 1
Proto
implementation 1
Prototype
deployment
1
Customer
feedback
analysis
Experiment
scoping
Requirement
capturing&
analysis
Proto
design N
Proto
implementation N
Prototype
deployment
N
Business
requirement
specification
Product Development by Quality-Track Project (Venture &
Business phases)
2- 3 month project realization, depending on re-usability level
Experiment
project &
req. analysis
Project&
technical
planning
System
design
Component
Design
Component
Implementation
Component
Deployment
Component
Design
Component
Implementation
Component
Deployment
Component
Design
Component
Implementation
Component
Deployment
System
Integration
System
deployment
Example: R&D Process in iterative sw development
1
Iteration
DP0
Req. collection
Req. analysis
Prototyping
Architecture design
Design & Implementation
Integration & component test
System test
Acceptance test
2
DP1
3
DP2
4
DP3
5
6
DP4
DP5
Roles in product development
Software
Architect
Chief Designer
Software
Designer
System
Analyst /
Technology
Specialist
PROJECT
MANAGER
Verification
Engineer
Business
Analyst
Patent
Engineer
Documentation
Specialist
Resource Profiles in Product Development
Prestudy
Feasibility
Study
Product
Implement.&
Verification
Design
Production
Pilot
Release
Prod.mgmt
Product
Support and
Supply
System
Engineer
Business
Analyst
System Analyst
DP0
DP1
MS
DP3
DP2
MS
MS
MS
DP5
DP4
MS MS
MS
MS
Project Framework
Processes
Budget
Time schedule
Release
Resources
Quality
Goals
Different Process Levels
General R&D process
Specified for Sonera
Applied R&D process
Applied for a specific unit
Adapted R&D process
Adapted for a specific project
TC Product Development Process
SCR
RFM
Prestudy
management
RFS
CF
Feasibility study
management
RFP
GA
Project management
Requirement capture
System capability transfer
to system support
System pilot and
validation
System concept
Design and implementation
Idea
process
Testing and Verification
System and customer documentation development
DP0
DP1
DP2
DP3
DP4
Information, document and data management
Configuration management
Subcontracting management
RFM =Ready for marketing
SCR=Service concept ready
RFS=Ready for sales
CF=Concept fixed
RFP=Ready for piloting
GA=General availability
DP5
Requirement capture: Activities
Requirement Catalogue
Feature sets are frozen. Requirements can
be specified after DP1 if necessary.
DP
1
Collect, group, and prioritize requirements.
Group
ID
Description
Date
Source
Customer
priority
(high,
medium,
later)
Evaluate feasibility,
add possible technical
requirements. Agree
the requirement set
with the customer.
Feasibility Agreed status
Notes
(OK, hard,
of requirements
impossible)
(? = being
analyzed)
(Must, should,
postponed,
rejected)
System concept Activities
Sub-process:: Syst em concept
Identify system
Identify interactions
Define architecture
Evaluate feasibility
DP0
DP1
MS-S1
MS-S2
DP2
DP3
The Design and Implementation Process: Activities
Design and implementation
Sub-process:
Software architect
Building of
implementation
environment
Design and implementation
environment design
Software architect
Making
build plan
Application security
design
Building
Architecture
design
Software architect
Localisation
implementation
Localisation
design
Software
designer
Module
design
Chief designer
Module
implementation
Chief designer
User interface
design
User interface
implementation
Chief designer
O&M design
O&M implementation
Chief designer
Data storage
design
DP2
MS1
Data storage
implementation
DP3
MS2
DP4
MS3
Testing process: Activities
Test Manager
Defining the Test Strategy
Test case design
Test Designer
Test environment management
Test Environment Expert
Testing management
Test Manager
Test Engineer
Integration and System Testing
Test Manager
DP0
DP1
DP2
DP3
Reporting
DP4
DP5
Project Management: Activities
Planning
Planning
Managing
Planning
Managing
Planning
Planning
Managing
Closing
DP0
DP1
DP2
DP3
DP4
DP5
Project Management: Planning
Process
definition
Activity
sequencing
Schedule
development
Scope
definition
Core
workflow
Resource
planning
Quality planning
Communications
planning
Activity
duration
estimation
Organisational
planning
Cost budgeting
Risk
analysis
Project plan
Development
Procurement
planning
Facilitating
workflow
Example: Change management
Project
manager
Next
release
Need for change
Change request
Product management
Project
manager
Rejection
Evaluation
Product management
Steering group
Acceptance
Implementation
Acceptace of the
impemented
change
Rejection
Process Information Distribution
http://xxx.yyy.xxx.fi/
Toimintaohjeet
Process Information Distribution (cont.)
prosessikartta
tiivistelmä
Example of R & D Metrics
• % of work on strategic projects
• % of projects finished on time according to plans
• % of sales from new products
• % and # of patent applications filed and accepted / strategic area
• % of products based on cross organisational platforms
• Organisation capability: Project Management, Requirement Management,
Configuration Management, Sub-contracting Management
Project Measurement
The success of the project is measured according to the following main criteria:
The project is on time
Meter: the achieved milestone dates compared with the dates on the baselined
project plan.
The project works in a cost-effective manner.
Meter: the actual and incurred costs compared with the budget of the project.
The project is not reserving unutilised resources.
Meter: the actual amount of work done by project members compared with the
planned amount.
Project outcome is verified and ready for validation in DP4.
Meter: the outcome fulfils the set requirements.
The project follows the process
Meter: Process audit results
Example / Duration and Intensity
Duration DP2 - DP4 [weeks]
Amount of work DP1 - DP4 [h]
Intensity DP2 - DP4 [h / wd]
Realized
Planned
Realized /
Planned
20
15
1.33
16609
10637
1.56
101
83
1.22
Example / Amount of work
Phase
Feasibility study
Design
Implementation
Testing
Piloting
Total execution
Realized
[h]
6496
2198
7914
2058
4012
16182
Planned
[h]
4440
2612
3576
1716
4629
12533
Realised /
Planned
1.46
0.84
2.21
1.20
0.87
1.29
%
14
49
13
25
100
Example / SW Quality
Errors found in testing
Errors found in piloting
Testing effectiveness (Pilot / Total)
Errors 6 month after release
Errors / 1000 wh
Realized
302
125
0.71
0
7.7
SPICE arvioinnin tulos syksy 2000
F-taso saavutetaan tasolla yksi 69- prosenttisesti.
Tämä luku on jonkin verran Suomen tilastollista
keskiarvoa parempi. Ykköstason vahvuus on vahvin
yksittäinen osoitin saavutetusta kyvykkyydestä. F +
L- reittaukset olivat yhteensä 98 % ykköstasolla
arvioituista 173 käytännöstä. Tämä osoittaa, että
ammatilliset perustehtävät tunnetaan ja tehdään
hyvin.
100%
80%
60%
Kakkostason F + L on yhteensä noin 80 %
arvioiduista 206 käytännöstä. Tilanne on hyvä, mutta
kuitenkin jonkinlainen osoitus prosessien
käyttöönotto-ongelmista ja laatukäytäntöjen
ohuudesta joissakin projekteissa.
40%
20%
0%
1
Fully
2
SPICE-t aso
Largely
Part ially
3
Not
Kolmostason F + L on hieman yli puolet arvioiduista
231 käytännöstä. Mittarien puutteellisuus on
selkein tasoa heikentävä seikka.