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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


Morning Sessions

8:30am -12:00 noon

A. Six Sigma Meets NPD Project Management

duncan50.gif (4683 bytes)William R. Duncan, Principal, Project Management Partners

A web search for sites that discuss both Six Sigma and Project Management will garner around 25,000 hits. Nearly every one deals with only one aspect of the relationship between these two subjects — how to manage a Six Sigma project. But within the NPD context, there is a more valuable intersection — applying Six Sigma to enhancing your Project Management Capacity.

This workshop will provide an overview of the Six Sigma approach to process improvement — define, measure, analyze, improve, control — and then show how that approach can be applied to enhancing an NPD organization’s Project Management Capacity.

This will be a hands-on, facilitated workshop. It is designed to help you get started on building a plan for creating real improvements in your organization. Participants will review case histories from organizations that have succeeded in improving their project management capacity — and from some that have failed.

Key topics include:

  • Six Sigma fundamentals
  • Three core aspects of project management capacity
  • Assessing your organization’s capacity
  • Critical choices in designing improvements

William R. Duncan is a principal of Project Management Partners, a project management consulting and training firm headquartered in Lexington, MA USA. He is the former Director of Standards for the Project Management Institute, Inc. (USA) and is currently Director of Standards for the American Society for Advancement of Project Management (asapm).

Mr. Duncan has nearly thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his "process model" of project management was used to organize both ISO 10006, Guidelines for quality in project management.

B. Techniques for Agile Product Development

Greg GithensInstructor: Greg Githens, PMP, NPDP, Catalyst Management Consulting

Based on research at dozens of fast and flexible organizations, the instructor has identified over 200 tools and principles that underlie or contribute to organizational agility. An agile organization is one that has strategic, sustainable capability for speed, quality, and effectiveness. Agility does not come from pursuing quick-fix silver bullets, but by creating a balance that emphasizes breakthrough thinking, good decision making, proactive attitudes, value development, integration, and committed execution.

Attendees will develop a tailored "improvement map" specific to their own organization’s project management and product development needs. The workshop includes a pre-course assessment of participant needs and post-course feedback of key learnings. Topics include:

  • How to avoid "brittle schedules"
  • Selecting project lifecycles that foster flexibility
  • How to remove speed bumps and rigidity from your development process
  • How front-loading development project improves speed and flexibility
  • Structuring development projects with the "four discovery questions" used by breakthrough projects
  • Applying the rolling wave technique for managing project planning and execution
  • And more!

This workshop has been highly rated by previous attendees. Bring your tough questions and be prepared for a stimulating, interactive session!

Greg Githens is a Managing Partner with Catalyst Management Consulting ( He is a recognized authority in program management and new product development, and a popular and energetic speaker. Greg is the author of the Risk Management chapter in the PDMA New Product Development Toolbook (John Wiley, 2002) and on Rolling Wave Project Management in the upcoming Toolbook II. Greg is the author of over 20 articles on program management. He also writes a quarterly column on program management in PDMA’s Visions magazine. Greg is also the co-founder and past chair of the Project Management Institute’s New Product Development Specific Interest Group.

Afternoon Sessions

1:00-4:30 pm

C. Real Benefits in Only 60 Days: A Non-Threatening, Incremental Approach to Critical Chain Project Management Implementation

kania50.gif (4033 bytes)Instructor: Gene Kania, Management Consultant, More Capacity

In this workshop, you will learn a common-sense Critical Chain Project Management (CCPM) implementation approach that is direct, non-threatening and incremental. It has been successfully applied from small to huge product development organizations. This approach has not only appealed to "early adopters," but it has allowed CCPM to "cross the chasm" so that the vast majority of product development organizations can use CCPM to deliver quality products very quickly without sacrificing content or adding development staff.

Some things that you will learn in this workshop are:

  • The 2 keys to a successful CCPM implementation.
  • The 3 disciplines that you must acquire to be the best.
  • The "old-fashioned" method that is the foundation for CCPM.
  • The role of communication in excellent project execution.
  • How to create urgency and focus without causing burnout and frustration.

This workshop will also address one of the most real and serious conflicts that product development organizations face today: How do I keep resources focused on NPD projects while still handling current engineering activities and responding to customer needs/problems which often require help from the same resources?

To handle this reality, you will be introduced to the new and highly effective Pipeline Impedance Index (PII) and the Constraints Summary Chart (CSC). These two constructs working together will allow you to identify your NPD constraints in real-time, break them quickly and to establish a simple and effective program of continuous improvement for your NPD system.

Since 1997, Eugene Kania has pioneered the use of Critical Chain Project Management (CCPM) in New Product Development (NPD). His clients include companies in the telecommunications, pharmaceutical and transportation industries. Gene is a certified Jonah from the A.Y. Goldratt Institute (AGI), the founding organization of the Theory of Constraints (TOC), as well as an expert in CCPM and other TOC Methods. Gene is also a new product development trainer for the Product Development & Management Association (PDMA) and is certified as a New Product Development Professional (NPDP).

D. The Toyota Method – Lean NPD

kennedy50.gif (4425 bytes)Instructor: Michael N. Kennedy, author of "Product Development for the Lean Enterprise"

Toyota’s product development system is as important as their acclaimed production systems and consistently achieves 80% value added productivity and high profitability. It is based on entirely different operating principles than those espoused in American industry. This workshop will explore the differences and challenge the participants to rethink the underling paradigms of their product development processes.

Course will cover:

  • The capabilities of the Toyota development system
  • The underlying philosophy of the Toyota system
  • A discussion of the key operating principles and the dichotomy with typical American companies
  • The specific organizational changes required
  • The issues of change

Michael N. Kennedy, author of the recently published book "Product Development for the Lean Enterprise," has pioneered the redesign of organizational processes for over 35 years. During his 30-year career at Texas Instruments Inc., Mr. Kennedy was the lead engineer on many development projects including missile system products and manufacturing systems. He was credited not only as being an exceptional design engineer but also as a leader in developing and applying the initial concepts of concurrent engineering.

More recently, Mr. Kennedy has worked extensively with the National Center for Manufacturing Sciences and with major manufacturing companies, including General Motors, United Technologies, Allied Signal, and Delphi, to assess and advance the current condition of American product development systems. His efforts also have included an extensive nationwide benchmarking study examining a broad spectrum of manufacturing companies in an effort to find unique and effective product development methodologies.