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June 16-18, 2003 / Chicago
Driving Product Lifecycle Profits From Launch Through Renewal
About MRT and PDMA

Register Now

the Brochure:

Download the Brochure - .pdf format

Supporting Organizations:

PMI - Registered Education Provider

Sequent Learning Network

Case Studies

Oki Data | Motorola PCS | Boeing | Tellabs | Int'l Truck & Engine
Sun Microsystems | IBM | Motorola Labs | Agere Systems

The conference is organized in three major categories - Launch, Product Family & Platform Management, and Organizational Processes.

Within each section will be 2-3 case studies by leading practitioners - with the section on Platform Management breaking into two concurrent tracks (note: you may move freely from one to the other, you will also receive materials from both sessions.)

A final wrap up by the conference co-chairs will synthesize the key learnings and provide you with recommended action steps.

I. Orchestrating a Profitable Launch

arrowbullet-green.GIF (97 bytes) Creating a Repeatable Process
for Rapid, Successful Launches

Stew Krentzman
Executive Vice President and COO
Oki Data Americas,Inc.

Success in the printer industry requires rapid world-wide launches of new products. This requires a consistent and constantly improving approach to launches from verifying the value proposition and training the distribution network to seeding the channel with new inventory. One failure or weak link can cause a significant delay or unsuccessful launch resulting in millions of dollars of lost sales. This presentation will characterize the challenges that Oki Data has overcome as it has moved from a very unstructured and ad-hoc launch process to a well-honed launch system.

Key Takeaway: Learn how to structure a thorough, fast, and smooth launch process that ensures maximum profitability.

arrowbullet-green.GIF (97 bytes) Managing Value Chain Interdependencies
at Product Launch

Joe Coletta
Vice President, Applications and Content
Motorola PCS

As cell phones migrate to small computers with internet access, rich graphics, and downloadable applications, the product launch of these cell phones has mounting complexities. Product launches now require a tightly woven value chain or ecosystem of interdependencies including "signature" experiences, 3rd party application developers, branded content, digital warehouses and distribution channels, as well as new types of marketing campaigns. This presentation will describe this new environment and how Motorola PCS successfully manages it.

Key Takeaway: How to bring together 3rd party developers, distribution channels, and marketing as well as manage other complexities to ensure a successful product launch.

II. Managing Product Families and Platforms Across Lifecycles

T R A C K  A
Platform Analysis and Product Roadmapping

arrowbullet-green.GIF (97 bytes) Strategic Roadmapping --
Where will you be in twenty years?

Duane Oda
Product Development Chief
Boeing Commercial

Fast forward to 2023 -

  • Is your company a dominant player in your current market place? What types of products and or services does your company offer?
  • Who are your major competitors?
  • What key challenges does your company face?
  • What "Leap Frog" capabilities and/or services are necessary to "play in the game?"

Learn how to use strategic road-mapping today to:

  • Grasp the uncertainties of the long-term future in a systematic and methodical manner
  • Develop planned responses to evolving regulatory changes, market needs, customer requirements, and competitor/adversary threats
  • Produce living, long-term collaborative integrated plans for products and technology development
  • Promote innovation and creativity

Key Takeaway: Learn to dynamically align technology development plans, product development efforts, market needs, and high-level company strategies as they evolve and change over time

arrowbullet-green.GIF (97 bytes) Implementing Roadmaps:
A Management Survival Guide

Thomas A. Kappel, Ph.D.
Manager, Product Strategy and Portfolio Management
Tellabs, Inc.

This talk is aimed at executives and managers responsible for deploying

roadmapping in their organizations. It lays out the landscape of roadmap types and focuses on the ones linked to product strategy and platform management. Based on research and dozens of case studies, the presentation lays out a set of conditions for roadmapping success and tactics for getting started. Other topics include measuring the benefits, using roadmaps in portfolio management, getting strong data, and avoiding rough terrain.

Specifically this talk will cover:

  • A taxonomy of different roadmap types, and when they are used
  • Conditions under which roadmapping can have the greatest influence
  • ("where to start")
  • Tactics for getting roadmapping into an organization ("how to start")
  • Identifying a roadmapping "sweet spot"
  • Measuring the benefits of roadmapping
  • Roadmapping across product lines
  • The relationship between roadmaps and portfolio management

Key Takeaway: Receive clear, practical implementation guidelines to help you get the best results from roadmapping.

arrowbullet-green.GIF (97 bytes) Strategic Roadmapping:  A Case Study in Unlocking the Value of Roadmaps

David L Dreifus
Senior Manager, Systems Architecture
and Technology Strategy
Agere Systems

Significant benefits accrue when organizations engage in roadmapping
methodologies. However, the rewards can fade or remain largely unrealized as the results are often unsuccessfully implemented into the business. This presentation details Agere's Strategic Roadmapping methodology that spans Sales to Supply Chain, and New Product Development to Portfolio Management, and also describes how we are utilizing roadmaps to successfully align product and technology investments to revenue.

Topics include:

  • Strategic Roadmapping Methodology
  • Transitioning from Initiating Product-Technology Roadmaps to Using Platform Roadmaps for Portfolio Management
  • Platform, Solution, Customer, and Supplier Roadmaps
  • Linking and Aligning Functional Business Elements
  • Metrics and Monitoring for Success

Key Takeaway: Key learnings in deployment, integration with other business processes, and decision-making -- how to unlock the value inherent in roadmapping.

T R A C K  B
Managing Platform Renewal and Customer Migration

arrowbullet-green.GIF (97 bytes) Managing the High Performance Vehicle Platform at International Truck

Steve Eckert
Manager - Product Planning & Technology Development
International Truck and Engine Corporation

International’s Truck Group manages a large and complex group of commercial vehicle products varying in both duration and severity of use. The company makes vehicles as wide-ranging as ambulances, dump trucks, school buses, delivery trucks, and tractor-trailers. The demands of these various markets are met by four product groups; Medium Duty, Bus, Heavy Duty, and Severe Service. Through the mid-1990s each group worked independently to meet the unique needs of its own customers, resulting in only 20 percent of designs that were shared across all four product-lines. In 1996, to address the cost of the high level of customization in its products, the company began an ambitious undertaking of a platform-based overhaul of its entire product line. This presentation will focus on:

  • The rationale behind the platform approach to product development
  • The organization and processes that have been put in place to manage the product platform
  • How Truck was able to gain design leverage
  • How the impact of the platform approach was measured

Key Takeaway:  How to share designs across product lines -- leveraging platforms and optimizing resources. Processes and organizational approaches to ensure success.

arrowbullet-green.GIF (97 bytes) Transitioning to Next Generation Technology - Catching the Wave

Jonathan Propp
Director, System Architecture
Sun Microsystems

The computing industry is undergoing a radical shift in its underlying
technologies. How does a large company catch the right technology waves and integrate them into successful products? This presentation will cover how Sun Microsystems is making the transition to the next generation of network computing, addressing the following areas:

  • Deciding which new technologies to add to product lines - and when
  • Coordinating technology development with product roadmaps
  • Planning product platforms to include new technologies
  • Balancing current product platform development with next generation platform development

Key Takeaway: How to keep your product lines on the cutting edge of
technology, cost-effectively and in tune with market needs

III. Lifecycle Management Organization, Process & Systems

arrowbullet-green.GIF (97 bytes) Implementing Lifecycle Management Teams for Higher Payback

Paul C. Aspinwall
Process Architect, IPD BPE Staff

Early deployments of the reengineered new product development process -- Integrated Product Development at IBM -- showed a weakness for managing the Life Cycle phase. A new team role -- LifeCycle Management Team (LMT) was defined and piloted, then included in the updated process model. Most business units adopted customized versions of LMTs. The payback is from better use of project specialists and operations people, a better bridge between portfolio management and the Life Cycle phase for individual offerings, and optimized portfolio performance.

Key Takeaway: Learn how to form a LifeCycle Management Team (LMT) and achieve higher performance from project and operations people as well as your portfolio.

arrowbullet-green.GIF (97 bytes) Aligning Platform and Product Strategies - Over Time and Across Domains

Gary DeGregorio
Distinguished Member of the Technical Staff
Science Advisory Board Associate (SABA)
Motorola Labs

This presentation will introduce you to a method used by Motorola Labs to create, manage, and leverage platforms and product families across their lifecycles. This method, called Decision Driven™ Design (DDD), has a Decision Network model as the framework for defining and aligning market, platform and product strategies and designing systems and solutions.

From his experiences at Motorola Labs, Gary DeGregorio will describe how to use this Decision Network to focus multiple organizations on the idea-to-solution critical path. This critical path typically spans multiple projects and business processes; it is often managed in "fits and starts" rather than as an integral solution pipeline from disruptive technology ideas to realized business opportunities. Benefits of integrated management include reduced time to market/capability and increased efficiencies through rationalization of technology and capability portfolios.

In addition to the impact from better management over time, re-use of decision models across domains can significantly improve decision quality and efficiency by providing multiple learning cycles, otherwise impossible in long cycle time projects. This can reduce the likelihood of NIH disasters, overlooked requirements and resulting re-work and business failures. Product platform/architectures can be accelerated into deployment by the improved ability to recognize and pro-actively evaluate the scalability limits of a common solution - and to continuously align with business strategy and market/customer needs.

Key Takeaway: Learn how to use Decision Networks to manage the entire lifecycle of a platform or product line and to leverage Decision Networks as a Thinking Breakdown Structure and design pattern across domains.


Renewing Products and Platforms:
A Decision Framework for Innovation

John Fitch
Systems Process Inc.

How do you rejuvenate your existing product line or platform to extend its competitive life -- and find new ways to leverage its value for your business?

Learn how to use a Decision Network (a powerful framework for defining, instantiating, maintaining and renewing) to identify ways to infuse new life -- in the form of disruptive technologies and applications -- into your product lines and the platforms. The workshop will include an Innovation Blitz – a fun and creative exercise to give you hands-on experience. Come away with a practical and immediately useable approach.


  • The Product/Platform Renewal Challenge
  • Introduction to Decision Drivenä Innovation
  • Using a Decision Network as an Innovation Framework
  • Exercise: Innovation Blitz
  • Wrap-up – Lessons Learned

John Fitch has over 25 years experience in engineering (Electrical/systems), engineering management, project management and process/methods consulting. Prior to founding Systems Process, Inc. in 1995, he led the development and deployment of Systems Engineering processes at Magnavox. He is the creator of the Decision Drivenä Design methodology and has helped clients use Decision Networks to meet a diverse set of strategy, engineering and management challenges across many industries

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