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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


Agile Project Management—
Reliable Innovation

Jim HighsmithJim Highsmith >
author, Agile Project Management:
Creating Innovative Products

Symyx boasts that their process enables scientists to discover and optimize new materials at 100 times the speed and 1% of the cost of traditional research. Drug companies, who once pored over designing compounds, now generate millions of compounds and then test them using ultra-sophisticated, ultra-speedy mass spectrometers. Toyota employs set-based design in its automobile design process—maintaining multiple design options on components until late in the development process. Boeing designed the 777 in silicon (using sophisticated simulation programs) before building physical components.

From materials research to drugs to airplanes, companies are relentlessly driving the cost of change out of their new product development processes. Why? In order to increase experimentation, to increase the diversity of paths explored, to foster innovation. These "exploration" projects severely challenge traditional "production" oriented project management practices that attempt to optimize, predict paths, and conform to detail plans—we need a different model. This new model—labeled Agile Project Management—focuses on quick starts, iterative exploration, delivering customer value, low-cost iterations, frequent feedback, and intense collaboration.

Agile Project Management excels on projects with high "exploration factors," those projects in which: new, risky technologies are incorporated; requirements are volatile and evolve; time-to-market is critical; and high quality must be maintained. Exploration cultures value experimentation, adaptation, reliability (results driven), and conforming to value (often at the expense of conforming to plans). Agile Project Management embodies an exploration culture that includes a set of principles for both product development (For example: Employ iterative, feature delivery) and organizational behavior (For example: Build self-organizing, self-disciplined teams) and a set of specific practices that support these principles. Principles supply the framework, practices supply the fundamental skills.

Join Jim Highsmith as he delves into the principles and practices of Agile Project Management.

Jim Highsmith is Director, Agile Project Management Practice and Fellow, Business Technology Council at Cutter Consortium. Jim is a recognized leader in the agile project management and software development movement. He was a coauthor of the Agile Manifesto and is a founder and board member of the AgileAlliance. His newest book Agile Project Management: Creating Innovative Products, Addison Wesley 2004 focuses on managing New Product Development projects. In the last dozen years, Jim has worked with new product development organizations, software companies, and IT departments in the U.S., Europe, Canada, South Africa, Australia, Japan, India, and New Zealand to help them adapt to the accelerated pace of development in increasingly complex, uncertain environments.

Optimizing the Project Management Signal-to-Noise Ratio

Rusty PattersonJ. Kent Harmon >
Director of Product
Bullard Company

There are many different ways to successfully manage New Product Development projects, with the only certainty being that one size definitely does not fit all. To help project managers sort through the many available tools and techniques options, Kent takes the well known signal processing concept of Signal-to-Noise ratio, and applies it to New Product Development Project Management. Drawing on his twenty plus years of experience in a variety of NPD environments, he will give examples and guidelines of how to maximize the Project Management Signal (the business goals that must be met) while minimizing the Project Management Noise (the extraneous details that do not add value to the project). His presentation will provide a unique perspective into optimizing NPD processes to achieve specific business goals as well as insights into what generally works well, what works well in specific instances, and what generally doesn't work for New Product Development.ow-on Engineering, Manufacturing and Development.

Kent Harmon is the Director of Product Development for the Bullard Company, a world leader in personal safety equipment ranging from hard hats to thermal imaging cameras. Prior to joining Bullard, Kent was the Director of R&D Effectiveness for three different divisions of the Texas Instruments Semiconductor group. He has managed the development of high tech products in both a small and large companies and in custom, semi-custom, and mass markets.

Bringing it All Together: Using Agility, Lean and Six Sigma to Spark Innovation and Growth

Frank CappuccioRobert (Rusty) Patterson >
VP of Customer
& Supply Chain Institute,

With a background that includes implementing Six Sigma and lean practices across the extended enterprise to generate significant productivity gains, Rusty Patterson is uniquely qualified to discuss both the big picture and execution details. In this keynote talk, he will draw on his experience to tell you:

  • How to tie together Lean, Agile and Six Sigma
  • How to use these management tools to spark innovation, new product development and generate new business
  • How can you bring together customers and suppliers to enhance new products, innovation and business growth
  • How can you use these management tools to manage chaos, minimize risk and reduce complexity

Robert "Rusty" Patterson is the Vice President of the Customer & Supply Chain Institute for Raytheon and is responsible for taking the improvement concepts embodied in Raytheon Six Sigma outside the company, as well as ensuring that Raytheon has the right people equipped with the right tools and processes to be an effective industry leader. He has had over 30 years’ experience in defense electronics in a wide variety of positions in engineering and manufacturing.