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Pure Insight seminars are focused upon providing best practice solutions to the most critical challenges faced by industry practitioners.

Flexible Product Development

22 - 23 April 2007
Sheraton Hotel, Heathrow, London

An intensive two-day workshop will teach you on how to introduce flexibility into product development so that you can embrace and thrive on change.

Agenda - Day 2

8.00 Registration & Continental Breakfast
8.30 Development Teams and People Factors

Teams and Flexibility

Having the "Right" People
  • Useful Experience
  • Mastery Levels
  • Great Teams from Average Individuals
Desirable People Qualities
  • Skills
  • Dedication
  • Commitment
Team Qualities
  • Self-organizing
  • Cross-functional
  • Adequate Authority
  • Co-located
  • Partially Co-located
  • Electronic Communication
9.55 Decision Making

Improving Decision-making Flexibility
  • The Last Responsible Moment
  • Applying the Last Responsible Moment responsibly
People and Decisions
  • Reaching Consensus
Uncertainty and Decisions
  • Reducing Uncertainty
Decision Trees
  • The Value of Perfect Information
  • Decision Trees in Practice
11.20 Morning Refreshments and Networking Break
11.35 Project Management

Flexible versus Mainstream Project Management
  • The Project Plan is Not the Guide
  • Redefining Project Completion
  • Reorienting Quality
  • Individuals over Processes
  • The Role of Tacit Knowledge
The Role of a Flexible Project Manager
  • Out in the Team Space
  • Supporting and Protecting the Troops
  • Clarifying and Enforcing the Product Vision
Project Planning
  • Planning versus Anticipation
  • Rolling-wave Planning
  • Loose-tight Planning
Timeboxing
  • Expectations Management
Project Risk Management
  • Integrated versis Intrinsic Risk Management
  • Risk Management and Iterative Development
  • Managing Unknown Risks
Project Metrics
  • Strategic versus Tactical Metrics
  • A Flexibility Index
  • Burndown Chart
  • Team Mood
  • Sharing and Acting on Metrics
Project Retrospectives
12.50 Lunch
13.35 Product Development Processes

Emerging Processes
  • Standardize at Low Levels
  • Build, Do Not Scale Down, Processes
The Essentials of Flexible Processes
  • Iterative and Incremental Innovation
  • Balancing Anticipation and Adaptation
  • Tacit Knowledge
Balancing Structure with Flexibility
  • The Myth of Capacity
Useful Concepts from Agile Software Development
  • Refactoring and Technical Debt
  • You Aren't Going to Need It
15.00 Networking Break
15.15 Implementing Flexibility

Five Paradoxes
  • Top-down and Bottom-up?
  • Start Small or Start Big?
  • Start with Piece or with the Whole Package?
  • Gradual or Ambititous?
  • Exposed or Sheltered Project?
Transitions are the Crux of It

Top-down Change

Bottom-up Change

Testing
16.30 Seminar close

Event Sponsors:

CDPCambridge Design Partnership is a leading research and development consultancy focused on creating value for our clients by converting new ideas and technology into commercial success. Our clients come from the medical, industrial and consumer industries and they have one thing in common: they see investment in innovation as fundamental to growth and competitive advantage.

HypeHype Softwaretechnik creates idea management software for new product development. Our flagship solution, HypeIMT, supports global leaders such as BASF, DaimlerChrysler, and Siemens in managing the innovation process. HypeIMT's flexibility enables quick and cost-effective implementation, controlled change management, and customizable functionality that allows information sharing. Hype's unique pricing makes HypeIMT an attractive choice for clients of all sizes.

BubbleBubble is a management consultancy specialising in New Product Development. The company helps its clients achieve enduring growth through improved new product strategies and product development processes. A comprehensive approach leads to world class performance in identifying the right products, developing them right first time, and establishing the right supply chains to maximize product profitability.

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