Title:
Managing successful high-tech product introduction
Personal Author:
Publication Information:
Norwood, MA : Artech House, 2002
Physical Description:
1 CD-ROM ; 12 cm
ISBN:
9781580532891
General Note:
Accompanies text with the same title : (HF5415.153 S46 2002)
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000010037594 | CP 2725 | Computer File Accompanies Open Access Book | Compact Disc Accompanies Open Access Book | Searching... |
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Summary
Summary
This text addresses the back end of an aggressive product development cycle from a project management perspective. This comprehensive guide takes you, step by step, through a proven development process that helps you successfully bring products to newly emerging commercial markets.
Author Notes
Brian P. Senese holds an M.E.Sc. and B.E.Sc. in electrical engineering from the University of Western Ontario, London, Ontario, Canada.
Mr. Senese is presently a technical sales engineer with Extended Systems, Inc., San Diego, CA.
050
Table of Contents
1 The purpose | p. 1 |
1.1 Is this book useful? | p. 1 |
1.2 Why write this book? | p. 2 |
1.3 Evaluating the material | p. 3 |
2 Influences: External business pressures for profitability | p. 5 |
2.1 Introduction | p. 5 |
2.2 Company model | p. 6 |
2.3 Variable input: The market | p. 9 |
2.4 Component: Requirements | p. 11 |
2.5 Component: Financing | p. 13 |
2.6 Component: Development | p. 15 |
2.7 Component: Deployment | p. 17 |
2.8 All together now | p. 19 |
2.9 External influences affecting the development effort | p. 20 |
2.9.1 Pressure to release the product early | p. 20 |
2.9.2 Pressure to support the product in the field | p. 22 |
2.9.3 Pressure not to hire more people | p. 23 |
2.9.4 Pressure to change requirements | p. 24 |
2.9.5 Pressure to specialize the product | p. 24 |
2.10 Summary | p. 25 |
References | p. 25 |
3 Influences: Internal development interaction | p. 27 |
3.1 The myopic view of development | p. 27 |
3.2 Project paths | p. 29 |
3.3 Causes for project deviation from the plan | p. 31 |
3.4 Input | p. 32 |
3.4.1 Are projects affected by better, more definitive planning? | p. 33 |
3.4.2 Schedule solutions | p. 34 |
3.4.3 The importance of proper planning | p. 35 |
3.4.4 Importance of development strategy | p. 38 |
3.5 Organizational infrastructure | p. 38 |
3.6 Taking action and completing product commercialization | p. 41 |
3.7 The passage of time impacts progress | p. 42 |
3.8 Internal influences affecting the development effort | p. 42 |
3.8.1 Estimates are only estimates | p. 43 |
3.8.2 Organization and leadership | p. 44 |
3.8.3 Action | p. 44 |
3.8.4 Time | p. 44 |
3.9 Summary | p. 45 |
References | p. 46 |
4 Focus: Test as a means of recapturing requirements | p. 49 |
4.1 Test activity drives project convergence | p. 49 |
4.2 Success is based upon execution | p. 50 |
4.3 Project effort optimized | p. 50 |
4.4 Introduction to the project model | p. 52 |
4.4.1 Requirements or speculation? | p. 53 |
4.4.2 Development entropy | p. 54 |
4.4.3 Implementation | p. 58 |
4.4.4 Integration | p. 59 |
4.4.5 System verification testing | p. 60 |
4.4.6 Interoperability testing | p. 60 |
4.4.7 Final target | p. 63 |
4.4.8 Time and effort | p. 64 |
4.5 The changing terminal targets | p. 65 |
4.5.1 Early adopter | p. 66 |
4.5.2 Early market | p. 67 |
4.5.3 Product acceptance--market leadership | p. 69 |
4.6 A tale of two companies | p. 70 |
4.7 Summary | p. 72 |
References | p. 73 |
5 Complexity: An overview of a modern system | p. 75 |
5.1 Product complexity affects project management techniques | p. 75 |
5.2 Diverse technology increases complexity | p. 79 |
5.3 The modern complex system | p. 80 |
5.3.1 Technical complexity | p. 81 |
5.3.2 Human complexity | p. 82 |
5.4 Technology groupings that contribute to complexity | p. 83 |
5.4.1 Systems on silicon | p. 84 |
5.4.2 Product composition | p. 86 |
5.4.3 System components | p. 86 |
5.4.4 Peripheral development activity--test tools | p. 87 |
5.5 Integration of diverse technologies | p. 88 |
5.6 The human factor in product development | p. 90 |
5.6.1 Mindset differences between technical professionals | p. 90 |
5.6.2 Communication interface | p. 92 |
5.7 Summary | p. 93 |
References | p. 94 |
6 Structure of the test component: Integration to product acceptance | p. 97 |
6.1 Attracting the development effort toward the goal | p. 97 |
6.2 Project process overview | p. 99 |
6.3 Criteria for selecting the correct process | p. 103 |
6.3.1 Organize complexity | p. 104 |
6.3.2 Assess product quality | p. 105 |
6.3.3 Customer feedback | p. 105 |
6.4 The process selected | p. 106 |
6.4.1 Segregate design and test | p. 106 |
6.4.2 Overall description | p. 109 |
6.5 The development process as it affects integration, test, and deployment | p. 114 |
6.5.1 Product integration or assembling the prototype | p. 114 |
6.5.2 Meeting product specification requires system verification | p. 116 |
6.5.3 Integration with other complementary products | p. 117 |
6.5.4 Tailoring product operation based upon customer feedback | p. 118 |
6.6 Summary | p. 119 |
References | p. 120 |
7 Workflow: Integration planning and execution | p. 123 |
7.1 Goal of integration | p. 123 |
7.2 Role of the project plan | p. 126 |
7.3 Integration planning is mandatory for aggressive projects | p. 128 |
7.3.1 Partitioning of support technology and application feature set | p. 128 |
7.3.2 Software architecture must be considered | p. 128 |
7.3.3 Defining the integration sequence | p. 129 |
7.3.4 Test equipment to be identified and defined | p. 129 |
7.3.5 Detail added to the integration plan completes milestone definition | p. 129 |
7.4 Integration test plan development | p. 130 |
7.5 Putting the plan into action | p. 133 |
7.5.1 Executing without a plan can be hazardous | p. 136 |
7.5.2 Controlling integration activity | p. 137 |
7.5.3 Test activity defined | p. 140 |
7.6 Summary | p. 144 |
References | p. 144 |
8 Workflow: System verification in record time | p. 147 |
8.1 Goal of system verification | p. 147 |
8.1.1 Old project assumptions | p. 148 |
8.1.2 New project assumptions for aggressive development | p. 149 |
8.1.3 Early adopter: Phase I | p. 151 |
8.1.4 Vertical market: Phase II | p. 152 |
8.1.5 Mass deployment: Phase III | p. 153 |
8.2 Project plan enhancement: Estimating SVT | p. 154 |
8.3 Planning for verification | p. 155 |
8.4 Test partitioning | p. 157 |
8.4.1 Perpetual verification | p. 157 |
8.4.2 Bounded verification | p. 158 |
8.5 Test plan development | p. 159 |
8.6 Starting and ending system verification | p. 162 |
8.6.1 Entry criteria | p. 163 |
8.6.2 Exit criteria | p. 165 |
8.6.3 Test activity | p. 166 |
8.7 Summary | p. 167 |
References | p. 168 |
9 Workflow: Interoperability testing to complete the whole product | p. 169 |
9.1 Is interoperability your responsibility? | p. 169 |
9.2 When are interoperability tests required? | p. 171 |
9.2.1 Complementary integration | p. 172 |
9.2.2 Competitive integration | p. 176 |
9.3 Planning the test session | p. 177 |
9.3.1 What happens when you relinquish control? | p. 179 |
9.3.2 Test-plan development | p. 180 |
9.3.3 Reviewing the plan | p. 183 |
9.3.4 Sequencing the test activity | p. 184 |
9.4 Disarming the political machine | p. 185 |
9.5 Test activity in motion | p. 186 |
9.5.1 Human nature in action | p. 187 |
9.5.2 Establishing the playing field | p. 188 |
9.5.3 Competitive interoperability--protecting intellectual property | p. 190 |
9.6 Summary | p. 192 |
References | p. 192 |
10 Workflow: Premature deployment and supporting the catastrophe | p. 193 |
10.1 Successful premature deployment | p. 193 |
10.2 Unpreparedness results in disaster | p. 194 |
10.3 Who is the customer? | p. 195 |
10.4 State of the product | p. 198 |
10.4.1 Impact of system design | p. 198 |
10.4.2 Impact of product software during early deployment | p. 199 |
10.4.3 Impact of manufacturing on the product during early deployment | p. 200 |
10.5 Customer need | p. 202 |
10.5.1 Scaling support | p. 202 |
10.5.2 Underestimating the cost of support | p. 203 |
10.6 Quality redefined | p. 204 |
10.7 Workflows defined | p. 206 |
10.7.1 Preparation | p. 207 |
10.7.2 Planning | p. 208 |
10.7.3 Risk mitigation | p. 210 |
10.8 Recommended infrastructure | p. 213 |
10.8.1 Technical assistance | p. 213 |
10.8.2 Field engineering group | p. 214 |
10.8.3 Too much product support? | p. 215 |
10.9 Summary | p. 215 |
Reference | p. 216 |
11 Organizational shape for aggressive companies | p. 217 |
11.1 Two organizations or one | p. 217 |
11.2 Organization sets the stage for communication | p. 218 |
11.3 Structuring the development organization for high efficiency | p. 220 |
11.3.1 Flat core group | p. 221 |
11.3.2 Hierarchical organization manages emotion | p. 223 |
11.3.3 Hybrid matrix organization for project efficiency | p. 225 |
11.3.4 The changing role of project management over time | p. 227 |
11.4 Employee motivation | p. 229 |
11.4.1 What not to do | p. 230 |
11.4.2 Money is a temporary motivation | p. 233 |
11.5 Company culture is critical for success | p. 237 |
11.5.1 Culture violated | p. 238 |
11.5.2 Proper culture creation | p. 238 |
11.6 Leadership sets the tone of the organization | p. 239 |
11.7 Summary | p. 241 |
References | p. 242 |
12 Politics of the test manager: Delivering bad news and thriving | p. 243 |
12.1 Test management: The ultimate challenge | p. 243 |
12.2 Politics defined | p. 244 |
12.3 Strategic planning | p. 246 |
12.3.1 Test team management | p. 246 |
12.3.2 Not following the rules | p. 248 |
12.3.3 And now a great company | p. 248 |
12.4 Test management responsibilities | p. 249 |
12.4.1 Project participation | p. 250 |
12.4.2 Emotional management: Trust and integrity | p. 251 |
12.5 Delivering test results | p. 252 |
12.6 Thriving | p. 254 |
12.7 A note on deployment | p. 256 |
12.8 Summary | p. 257 |
References | p. 257 |
13 Staffing a test organization | p. 259 |
13.1 Test engineering as a career | p. 259 |
13.2 Professional road map defined | p. 260 |
13.3 Unlocking potential | p. 262 |
13.3.1 Learning technology | p. 263 |
13.3.2 Development process and project management | p. 263 |
13.3.3 Understanding the customer | p. 264 |
13.3.4 Human interaction | p. 264 |
13.3.5 Leadership | p. 264 |
13.4 General recruiting principles | p. 265 |
13.4.1 Excellent management comes first | p. 266 |
13.4.2 Where to look | p. 266 |
13.4.3 Personality and cultural fit | p. 267 |
13.5 Experience from the trenches | p. 268 |
13.6 Retaining people | p. 270 |
13.7 Summary | p. 270 |
References | p. 271 |
Epilogue | p. 273 |
List of acronyms | p. 275 |
About the author | p. 279 |
Index | p. 281 |