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F I R S T  I N T E R N A T I O N A L  C O N F E R E N C E
NPD Project Innovation 03
October 20-22, 2003 / Fort Worth, TX

Cutting-edge techniques to tackle the chaos, risk, and complexity of NPD projects and generate new revenue and growth

PMI - NPD SIGPresented by Management Roundtable
with support from
the Project Management Institute NPD SIG


By participating in NPD Project Innovation, you will learn to achieve innovative new products, using innovative processes. Specifically* you will find out:

* Speakers covering the topic are noted in parentheses

How to be more agile, what steps to take. Learn to:

  • Implement agile principles for both product development (i.e. iterative planning, feature delivery) and organizational behavior (self-organizing, self-disciplined teams) - (Highsmith)
  • Make the transition from a one-size-fits-all development approach to one that adapts to the project's needs. (MDS Sciex)
  • Manage the cost of change at the Requirements and Testing phase. (Methodologies/philosophies such as agile/lean development are based on the premise that the cost of change can be reduced.) (Baxter Healthcare)

How to manage risk and uncertainty, make timely decisions. Find out:

  • Agile Project Management practices for projects with high "exploration factors," where new, risky technologies are incorporated; requirements are volatile; time-to-market is critical; and high quality must be maintained (Highsmith)
  • How active risk management is used to drive project decision-making and activities (MDS Sciex)
  • Roles and responsibilities for fast-paced decisions, what the project leader and team must do, both separately and together, before going forward (Electronic Theatre Controls)

How to allocate, track and leverage constrained resources. Learn to:

  • Manage trade-offs - be aware of the four major priority considerations inherent in all NPD projects, and actively manage the six potential interactions between these four priorities. (Baker Oil Tools, also HP)
  • Plan, report, and manage resources to focus on activities that maximize growth and return (Marvin Windows)

How to ensure clear communication and organizational buy-in:

  • Achieve process compliance and process understanding at all levels in the organization. (Iomega)
  • Write Project Contracts to make sure objectives (expected outcomes and deliverables) are agreed upon by management and developers. Set up your own Project Contracts to: 1) define project deliverables, 2) assess risks, 3) establish milestones, 4) identify and authorize resources, 5) track costs, 6) report progress, and 7) record deviations. (Halliburton)
  • Create a high performing team in a downsized economy- leadership's role, team fundamental principles, removing roadblocks and obstacles through executive involvement, methods to elevate team performance. (Iomega)

How to align and motivate partners, suppliers and customers to achieve objectives. Receive ideas to:

  • Lead a co-development project – from the supplier perspective. Ensure schedules and goals are met, especially when you must "manage" your customer. (Texas Instruments)
  • Make sure suppliers are effectively brought in to the project early enough. Control costs and quality. (Raytheon)

How to decide which process to use when, combining and adapting techniques. Gain insight from practitioners to:

  • Merge PMBOK® principles into the institutionalized phase gate process, as well as integrate 6 Sigma into the development process. (Iomega)
  • Take the best of Theory of Constraints and Reinertsen’s Design Factory concepts to alleviate bottlenecks and improve throughput. (HP)

Overall, NPD Project Innovation 2003 is jam-packed with useful information, guidelines, tools, and case examples, plus opportunities to:

  • Find out the latest techniques minus hype and "religion"
  • Learn from your colleagues at other companies, benchmark your competitors
  • Meet the foremost experts in the field, come away with advice and ideas for your unique situation