Development Processes and
Product Planning
Phase 1
Concept
Development
Phase 2
Phase 3
System-Level
Detail
Design
Design
Fall 2009
Phase 4
Testing and
Refinement
Phase 5
Production
Ramp-up
1
Every project must make two important
decisions about the way they will carry
out their product development.
1.
2.
What is the Product Development Process
and
What is the Product Development
Organization
The process is the method the team will use to
go from idea to product.
The organization is the team structure that will
be employed to accomplish the
development process.
Fall 2009
2

What is a Structured approach to Design?



It is a set of methodologies and tools that provide the
communications infrastructure between the
marketing, engineering, and manufacturing functions
of a company.
It breaks down the design process into sub-processes
that have a natural progression from idea to product.
These tools and methods also provide the
communication network for the design team. They
organize the project activities and encourage the use
of design tools at the appropriate stages of the
product development.
Fall 2009
3
•What are some of the problems that could
occur if the team did not have a plan or method
of completing their project?
•What role do “milestones” play in organizing a
project?
•How does the Development Process affect the
Organizational structure?
Fall 2009
4
Introduction to a Phase/Gate development process
Activities
Checkpoint
Meeting
A
B
C
1
Proceed to
next phase
E
2
D
Redirect
Project
3
Development Phase
Fall 2009
Cancel
Project
5
Product Development Process
Tested, piloted
and introduced
The pattern of Product
Development
Prototypes
Development
Designs
Plans
Fall 2009
6
Generic Phase/Gate Process
Phase 1
Concept
Development
Phase 2
Phase 3
System-Level
Detail
Design
Design
Phase 4
Testing and
Refinement
Phase 5
Production
Ramp-up
Concept Development:
Develop a “body of facts” about the proposed
product concept.
Identify target market, establish customer needs,
determine technology requirements and
availability.
Generated alternative product concepts, and select
a single concept for further development.
Propose initial product specifications.
Fall 2009
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The BOF is a collection of all the critical
information that you know about your project.
Strategy or Solution
Critical Assumptions
Body of Facts - BOFs
Assumptions can make or break a development project
Fall 2009
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What happens when Assumptions prove to be invalid?
Assumptions Changed!!
Unstable
Strategy!!
Body of Facts - BOFs
Fall 2009
9
Generic Phase/Gate Process
Phase 1
Concept
Development
Phase 2
Phase 3
System-Level
Detail
Design
Design
Phase 4
Testing and
Refinement
Phase 5
Production
Ramp-up
System-Level Design:
Define the proposed product architecture,
break into subsystems and components,
complete initial feasibility evaluations of key
subsystems,
complete staffing requirements and assignments,
and refine the functional specifications.
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Generic Phase/Gate Process
Phase 1
Concept
Development
Phase 2
Phase 3
System-Level
Detail
Design
Design
Phase 4
Testing and
Refinement
Phase 5
Production
Ramp-up
Detail Design:
Start full scale development of the product,
begin initial prototyping of entire product,
choose materials,
develop detailed specifications for all
components,
develop test plans and quality objectives.
Fall 2009
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Generic Phase/Gate Process
Phase 1
Concept
Development
Phase 2
Phase 3
System-Level
Detail
Design
Design
Phase 4
Testing and
Refinement
Phase 5
Production
Ramp-up
Testing and Refinement:
Do performance and reliability testing,
build-test-fix-document cycles until product
meets functional specifications.
Fall 2009
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Generic Phase/Gate Process
Phase 1
Concept
Development
Phase 2
Phase 3
System-Level
Detail
Design
Design
Phase 4
Testing and
Refinement
Phase 5
Production
Ramp-up
Production Ramp-up: complete documentation,
complete final qualification testing,
all parts and components available for production
volumes,
production tooling complete,
build first production runs,
and release documentation to production.
Fall 2009
13
Introduction to PLC Revision 6.0
Product Development Process
Concept
Phase
Feasibility
Phase
Development
Phase
2.1 Prelim. Integrated 3.1 Integrated Program
Plan
Program Plan
3.2 Product Requirement
3.3 System
Design
Ramp-Up
Phase
Qualification
Phase
Production &
EOL Phases
• IPP Updates
• Phase Review Presentations
4.1 Introduction Planning
6.1 Introduction
Implementation
5.1 Alpha
Test
4.2 Hardware Development
4.3 Software Development
4.4 Subsystem Development
4.10
Engineering
Verification
Test
8.1 End Of
Life
5.2 Beta
Test
7.1 Product
Improveme
nt
5.3 Design
Verification Test
4.5 Test Planning and
Development
4.6 Manufacturing Development
5.4 Pilot
Production
6.2 Production RampUp
4.7 Supply Chain and Logistics Development
4.8 Technical
Publications
4.9 Customer Satisfaction Development
Opportunity
Proposal
Concept
Phase Review
6.3 Customer Satisfaction
Implementation
Development
Phase Review
Feasibility
Phase Review
Fall 2009
Qualification
Ramp-up
Phase Review
Phase Review
Product Launch
EO
L
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Early phases of Product Development
Market analysis
and Strategy
Technology
development

Concept Development
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Concept Development Phase
Phase 1
Concept
Development
Phase 2
Phase 3
System-Level
Detail
Design
Design
Phase 4
Testing and
Refinement
Phase 5
Production
Ramp-up
Mission
Statement
Identify
Customer
Needs
Establish
Target
Specs
Generate
Product
Concepts
Analyze
competitive
Products
Select a
Product
Concept
Perform
Economic
Analysis
Refine
Specs
Plan
Remaining
Development
Project
Development
Plan
Concept Development
Exhibit 2 Chapter 3 Ulrich & Eppinger
Fall 2009
16
Control Documents
It is important to maintain complete and accurate documentation on a
design project to insure that the key plans,decisions, and results
are captured and made available to everyone who will impact or be
impacted by the project.
What are some problems that can occur without adequate
documentation?
• Duplicated efforts by team members
• Problems being solved more than once because previous results were
not available.
• Management becoming alarmed because of mis-information or
rumors.
• Unclear project requirements and unclear customer needs
• Delayed projects because critical path activities were not completed
on time.
• Wrong parts being ordered
• etc.
• etc.
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ECEn 490 Control Documents
Identify
Customer
Needs
Establish
Target
Specs
Generate
Product
Concepts
Analyze
competitive
Products
FSD
•
•
•
•
CES
Select a
Product
Concept
Refine
Specs
Perform
Economic
Analysis
Plan
Remaining
Development
Project
FSD
Schedule
Preliminary & Final “Functional Specifications Document” - (FSD)
“Concept Evaluation and Selection Document”- (CESD)
“Project Schedule” with Staffing Assignments – (Schedule)
“Final Project Report”
(Most of the control documents are initiated during the 1st phase, and only updated in later
phases.)
Fall 2009
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Relationship between the key factors of
product development

There are three factors that control
product development:




Cost of development
Time to complete the process
The definition of the product features
You get to pick two of the three, but
the third is always a dependent
variable.
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The key parameters of Development
Trade offs between the key product development
factors.
Product
Features-F
C=F/T
Development
time-T
Development
cost-C
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The key parameters of Development
“Marketing says that if we don’t get the product out sooner we will not
be the market leader, and by-the-way, ‘you can’t cut features!’”
C=F/T
Product
Features-F
…and, keep product
features….
If you want to reduce
development time...
Development
cost-C
Development
time-T
You will need to increase
development costs
Fall 2009
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The key parameters of Development
“You know how important Project X is to the company, we still need it
on time, but I am having to cut your expenses to make the quarter!!”
C=F/T
Or….
…you will need to
cut product features
Product
Features-F
Development
time-T
Development
cost-C
If you want to maintain
time-to-market...
..and your budget
just got cut...
Fall 2009
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The key parameters of Development
“The good news is that we haven’t cut your budget, but we still need to
add auto-sensing to the product!!”
C=F/T
…but we need to add
a few features...
Product
Features-F
Your budget is
the same...
Development
time-T
…and, it is going to take
longer to develop!!
Fall 2009
Development
cost-C
23

Summary





Companies are in the business to make
money
Successful companies consistently outengineer their competition.
The way you implement a design is often as
important as the design itself.
You must make trade-offs between feature,
time, and resources. C=F/T.
If you follow the methodology in the class,
you will be more successful with your senior
project design.
Fall 2009
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Control Documents support key factors
Product
Features-F
PFSD
CES
FSD
C=F/T
Development
time-T
Schedule
Development
cost-C
Fall 2009
Final
Project
Reports
25