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project management 21
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R&D PROJECTMANAGEMENT
Course Instructor: Haim Rousso
לשימוש הקורס בלבד-) כל הזכויות שמורותc(
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R&D PROJECT MANAGEMENTProject ManagementThe Objectives of the R&D Manager
Performing the development on time, on cost ,on
quality
While
- Utilizing optimally the company’s resources
- Creating new assets for future projects
- Enabling flexibility
- Obtaining customer satisfaction
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R&D PROJECT MANAGEMENTProject ManagementThe Challenges Of R&D Manager
High level of uncertainty ( market needs ,emerging
technologies and mobility of engineers)
High complexity and interdisciplinary
High dependence on unique talented staff
Globalization –Distributed sources
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R&D PROJECT MANAGEMENTManaging Projects
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R&D PROJECT MANAGEMENT6.
2 - ניהול תכניות מחקר ופיתוחOrganization Chart -General
Management
ENG.
B.U 1
B.U 2
B.U 3
Eng.
Eng.
Eng.
DEP.
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R&D PROJECT MANAGEMENTProduct Development
methodologies
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R&D PROJECT MANAGEMENTProduct Development methodologies
The Goal:
To define processes and tools for optimal performance
of R&D
To be well defined and structured, but at the same time
to be flexible enough in order to enable tailoring for
different customers and different types of projects
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R&D PROJECT MANAGEMENTDevelopment methodologies
Historically:
Until the early 80’ – no methodology
From 80’ to 2000 – the water fall
Since 2000 – slow penetration of lean techniques
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R&D PROJECT MANAGEMENTWater Fall
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R&D PROJECT MANAGEMENTThe Development Life Cycle
Project
Initiation
Technical &
Economical
Feasibility
Detailed
Investigation
Development
Integration
Test &
validation
Transition
to
Production
Preliminary
Approval
Feasibility
Approval
Project
MGMT
Approval
Design
Approval
sight
Approval
Production
Approval
Production
& Support
Stop
Go No
Go
Review
Requirement
Review
system
Design
Review
Preliminary
Design
Review
Critical
Design
Review
Test
Readiness
Review
Production
Readiness
Review
First
Article
Inspection
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R&D PROJECT MANAGEMENTExamples of DR
System Requirement Review – SRR
Systems Design Review – SDR
Software Spec, Review – SSR
Preliminary Design Review – PDR
Critical Deign Review – CDR
Test Readiness review – TRR
Functional Configuration Audit – FCA
Physical Configuration Audit – PCA
Formal Qualification Review – FQR
Production Readiness Review - PRR
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R&D PROJECT MANAGEMENTWater Fall advantages
Very structured, clear and “easy to manage”
Generates a lot of documentation. Easy to restore
information and pass the lead to new employees
Comply with standards and procedures of external
institutions (MOD, FAA, FDA)
Enables tailoring in order to meet various project types
needs
low risk level after each DR
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R&D PROJECT MANAGEMENTWater Fall - Weaknesses
Not flexible (new requirements and technologies)
Serial process
Difficult for alternative solutions
External committed review
teams
Late integration
Not optimal for short TTM
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R&D PROJECT MANAGEMENTV model Concept
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R&DR&D Project ManagementStage Gate Model
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Stage Gate ModelA business model that improves
success rate of new products development
Based on gating process .
In each phase another business aspect of the
project is evaluated
Typical phases are : Discover, Scope, Design,
Develop, Test and validate, Launch
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R&D Project ManagementTraffic Junction evolution
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R&D PROJECT MANAGEMENTAGILE Product Development
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R&D PROJECT MANAGEMENTThe need for Agile Product
Development
A need to reduce TTM of development projects
Unstable requirements –Due to changes in
technology and customer needs
A need to reduce development costs
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R&D Project ManagementAgile – A new message?
From the Agile Manifesto:
“We are uncovering better ways of developing software.
Through this work we have come to value:
Individuals and interactions
Working software
over
Processes and tools
over Comprehensive documentation
Customer collaboration
Responding to Changes
over
Contract negotiations
over
Following a plan
That is, while there is value in the items in the right, we value the
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items in the left, more”
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R&D Project Managementחיים רוסו
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R&D PROJECT MANAGEMENTIterative development Process
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R&D PROJECT MANAGEMENTSCRUM -Concept and Practice
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R&D PROJECT MANAGEMENTAgile concept summery
Agile Concept was found to be an effective tool
for improving software development cycle
Implementation of Agile –Not straight forward
Implementation requires “mental” changes and
new culture
Agile concept “as is” not applicable for
development of Integrated Systems” (Software &
Hardware)
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R&D Project ManagementDev-Ops
Dev –Ops - Development and Operations
Integration between software development
teams and IT group
Enables automatization in SW coding, testing
and deliveries
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R&D PROJECT MANAGEMENTAgile principles for Integrated Systems
The Principles
Tailoring of Waterfall
Adoption of relevant Agile principles
Applying limited “sprint” concept by using
advanced tools such as : Simulations, emulations
and fast prototyping
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R&D PROJECT MANAGEMENTAgile – Integrated Systems
Tailoring of Water – Fall
Only Mandatory Design Reviews
Only Mandatory documentations
“Gating” policy
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R&D PROJECT MANAGEMENTAgile – Integrated Systems
Adoptions of Agile Concepts
Involve customer from early stages
Make the process tolerate necessary variability
Focus on maintaining flow instead of perfect planning
Pull don’t push
Strengthen internal communication
Constantly validate requirements and prioritize
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Agile – Integrated SystemsAdvanced tools
Fast prototyping (mechanics & electronics)
CAD + Simulation (Electronics, Mechanics,
Optics)
Digital Twin
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Digital TwinThe Digital Twin
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Digital Twin- PrinciplesA virtual representation of physical object and its
environment
• Physical object – Component, product, system and
more
• The D.T model – directly connected to real time
data and sensors for continuous model adaptation.
• The D.T is used during R&D ,Production, Operation,
Maintenance, Modifications.
• The ultimate tool for system engineering and
evaluation.
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Digital Twinחיים רוסו
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R&D project ManagementLean Product Development - LPD
Waste in new product
development
Waste – Efforts that do not contribute
value
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R^D project ManagementWaste in new product development
o Wasted time and efforts in new product
development are very significant.
o The impact of waste on budget and TTM is
very critical
o Improved
processes can reduce waste
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R&D PROJECT MANAGEMENTWaste of Time and Effort in Product Development
Wasted Effort
Wasted Time
40% of product development effort “pure waste” (LAI
PD workshop opinion survey)
62% of tasks idle at any given time
29% “necessary waste” (workshop opinion survey)
(LAI detailed member company study)
30% of product development charged time “setup
and waiting” (aero and auto industry survey)
50-90% task idle time found in Kaizen-type
events
31%
value
added
40%
pure
waste
38%
job
active
62%
job
idle
29%
Necessary nonvalue added
Value Added:
• The external customer is willing to pay for “Value”
• Transforms information or material
• Provides specified performance right the first time
Necessary Non-Value Added:
• No value is created but which cannot be eliminated
based on current technology or thinking
• Required (regulatory, companymandate, legal)
Source: “Seeing and Improving the Product
Development Value Stream”, Hugh McManus,
LAI Executive Board Presentation, June 1, 2000
Pure Waste:
• Consumes resources but creates no value in the eyes of the
customer
• If you can’t get rid of the activity, it’s non-value added but
necessary
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R&D PROJECT MANAGEMENTReducing waste and
improving efficiencies
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R&D PROJECT MANAGEMENTNew Product Development – Processes to
reduce waste
Continuous improvement of processes
Risk management
Dynamic resource allocation
Reuse
Restaffing
Lessons learned
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R&D Project ManagementContinuous Improvement of Processes
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R&D Project ManagementProcess Improvement -Example
Before - 135 Days
Layout
Approvals
Purchasing
15 days
45 days
75 days
After - 39 days
Layout
10 days
Appr.
8 days
Purch.
21 days
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Process Improvementsתהליך ייצור אב טיפוס לכרטיס אלקטרוני
40
10
35
8
7
בקשה
להצעות מחיר
העברה
לרכש
אישורים
עריכה
העברה
לעריכה
20
5
12
3
הוצאת
הזמנה
ייצור
כרטיס
העברה
להנדסה
בחירת
זוכה
1
העברה
להנדסה
סיום תכן
140ימים
12
5
1
8
8
3
ייצור
כרטיס
הוצאת
הזמנה
העברה
לרכש
אישורים
עריכה
העברה
לעריכה
38ימים
סיום תכן
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R&D PROJECT MANAGEMENTRisk Management
Risk management plan –The focus of R&D
manager
The objective: Assessment of all potential
risks, Evaluating their impact and planning for
mitigation
The plan includes:
• Identification
• Quantification
• Mitigation
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R&D PROJECT MANAGEMENTRisk Identification
Risk in a project – The possibility to miss the
project goals (Time, Cost, Performance)
Identification – Detecting all the risky elements
Risk elements :
• Managerial
• Technical
• Program
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R&D PROJECT MANAGEMENTQuantification
Simplified analysis of likelihood of realization of the risk and
its impact on the program
HIGH
SEVERITY
MEDIUM
LOW
LOW
MEDIUM
HIGH
LIKELYHOOD
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R&D PROJECT MANAGEMENTQuantification (cond)
Project MANAGEMENT 2002
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R&D PROJECT MANAGEMENTMitigation
Risk mitigation can be achieved by:
strengthening the team
Additional resources
Back-up channel for development/buy
Contract change
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R&D PROJECT MANAGEMENTRisk Management –The Process
Led by the R&D manager
Frequency depends on risk level
Items to be discussed:
Risks deleted
New risks
Changes in likelihood
Changes in severity
New mitigation acts
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R&D Project ManagementRisk assessment at launch –Hand held smart
camera
Item
proba.
severity
Mitigation
Supp. of power
source
New Processor
Power
consumption
Weight of
opto-mech.
Brightness
Production
Tools
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R&D Project ManagementRisk assessment at launch
Item
proba.
severity
Mitigation
Supp. of Power
source
Compensation
New Processor
Consulting
Power
consumption
---------
Weight of
Opto-Mech.
Alt. design
Brightness
________
Production
Tools
__________
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R&D Project managementActual Risk Assessment
Item
Q1
Q2
Q3
Q4
Q5
Low
Very Low
Q6
Mitigation
Sup. Of Power
Source
New Processor
Power
Consumption
Weight of
Opto- Mech.
Brightness
Production
Tools
Optical Expert
Resigned
High Risk
Moderate
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R&D Project managementActual Risk Assessment
Item
Q1
Q2
Q3
Q4
Q5
Q6
Mitigation
Sup. Of Power
Source
Deleted
New Processor
Continue
Consulting
Power
Consumption
Alt. Design
Weight of
Opto-Mech.
Deleted
Brightness
Design of new
structure
Production
Tools
Deleted
Optical Expert
Resigned
Replacement/
outsourcing
High Risk
Moderate
Low
Very Low
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R&D PROJECT MANAGEMENTDynamic Resource Allocation
Usually we have limited resources: People,
budgets, infrastructure
Comprehensive approach Vs project by project
The objective : global optimization
Very few tools at organization level
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R&D PROJECT MANAGEMENTApproaches for Resource Allocation
Higher priority to some critical projects
Optimization over all the projects
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R&D PROJECT MANAGEMENTCritical Chain Project Mngt
A method for “scheduling”
Part of Eli Goldratt's “Theory of Constraints”
Main objective :Reduce “time waste”
How to reduce safety factors of each task
The global optimization –A by product
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R&D PROJECT MANAGEMENTCCPM –(contd)
Basic Assumptions:
- Planners usually take 200% safety margin –
Buffers
- P.M usually add their own buffers
- Project usually in delays –”Student Syndrome”
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R&D PROJECT MANAGEMENTPrinciples of CCPM
Minimal buffer to each task (50%probability)
Critical chain –Serial tasks that define the longest
time for completion
Project buffer at the end of the project
Each delay “eats” from project buffer
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R&D PROJECT MANAGEMENTCCPM
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R&D PROJECT MANAGEMENTEnterprise CCPM
Buffer image –A visual indication of project status
and trends
The global buffer image _A visual indication of
projects relative status and trends
Prioritization of resources –based on global buffer
image
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R&D PROJECT MANAGEMENTReuse
Reuse –A key for more efficient R&D
Reduces time, costs (RE&NRE), and risks.
Sometimes difficult to implement due to NIH
Risks in Reuse:
- Old technology (obsolescence)
- Restore “old diseases”
- Requires configuration tracing
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R&D PROJECT MANAGEMENTLessons Learned
Culture of “lessons learned” –The basis of future
improvements
Twice the same failure –Unacceptable
The collection of all lessons learned –Reshape the
R&D methodology
Lessons learned –not aimed to find guilty
Lessons learned divided into :administrative and
technical
The key is in the implementation
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R&D PROJECT MANAGEMENTDesign Reviews Management
Critical element in Water Fall
Freeze of current phase and launch the next
Main challenges:
“External” reviewers
Complete analysis and documentation
Decision on gate on/off
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R&D PROJECT MANAGEMENTStaffing :Teams & Project Manager
Right people in the right place in the right time
Very critical for the success
Varies according to project type
Stability Vs optimization
PM Technical background –KSF (30/70)
PM Leadership and motivating capabilities
Search of excellence
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R&D PROJECT MANAGEMENTImproved Programs Management
- Comprehensive Approach
Programs Management
Development Methodology
Reuse
Risk
manag.
Improved
efficiency/effectivity
Improved
processes
Human
resources
Lessons
learned
Resource
allocation
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