New Product Development and Innovation ... - Digital Celerity

New Product Development and Innovation ... - Digital Celerity

New Product Development and Innovation Enablement

Digital Celerity’s best practice processes, tools and expert consultants have helped guide our

valued clients on their path to PPM, while maturing and improving their product innovation


The Digital Celerity team has developed and successfully

deployed a practical model referred to as “Celerity Assure”

that is easily and rapidly executed to assess and improve your

processes for New Product Development and Innovation.

The Celerity Assure model focuses on the speed of

innovation, delivering value in the following areas:

Customer collaboration through social media

Idea and project evaluation criteria

Pipeline visibility planning

Scalable phase-gate approach

Agile design process to accelerate delivery and focus on high priority results

Requirements planning and product roadmaps

Cross-functional team design and communication planning

Portfolio and resource reporting, analysis and optimization techniques

Business process models

Role and responsibility definition

A Systematic approach to Organization Change management

What services do you provide?

Digital Celerity provides expert services to help you reach the full potential of your

innovation lifecycle.

We have a highly referenced and proven methodology for delivering innovation lifecycles

that ensures we consistently deliver value for your organization.

Guiding Your Best Path to NPD Innovation |

1 | P a g e

The Celerity Assure process includes the following phases and deliverables:

Innovation Business Analysis

o Work with your organization to define the value goals for the product innovation


o Collaboratively define the As-Is process, the To-Be

process and any gaps that need to be addressed

o Plan for Organization Change Management, and

adoption of processes

Training and User Adoption

o Train users on new processes and tools

o Utilize industry best practices to ensure that users adapt

and embrace the new processes and technology

o Foster executive sponsorship with early wins and

proactive communications

Delivery and Rollout

o Ensure information delivers value and can facilitate innovation decision making

o Conduct pre-and-post system reviews to ensure optimal performance for your


o Transfer knowledge to Customer staff enabling their ability to maintain and

enhance the innovation process

Systematic Change Management

o Focus on the changes bring the most value to the organization

o Create tangible plans to manage the change process

o Deliver value in short periods to show success

Guiding Your Best Path to NPD Innovation |

2 | P a g e

What methodology do you use to improve our organization’s productivity?

The current economic conditions and market forces dictate that companies deliver innovative,

quality products and services in a timely fashion. This creates a need within a company for

managers to rapidly deploy limited resources to the most critical projects, make sure the

projects are integrated with each other, and assure each project adds value to the company

and the customer. Therefore, in order for an organization to consistently deliver to market

demands, there needs to be an infrastructure within a growing company to:

Select the projects that are most value to the customer and organization

Ensure individual projects are integrated with each other

Ensure systematic processes and tools for project managers are


Project teams are trained, mentored, and ready to embrace and utilize

the latest Project Management approaches

Project, program and portfolio management are disciplines which addresses managing and

measuring costs and labor against a defined scope in order to meet deadlines - and without

negative variances. By appropriately instilling a professional approach to management,

reactive responses will give way to proactive planning, effectiveness and value increase


The benefits of implementing an effective and efficient project management environment which

includes project, program and portfolio management support, accurate estimating, effective

planning & control and process improvement mechanisms can be measured. These

measurements can be directly related to improving the productivity of the management

processes and staff. This will give a significant advantage in all projects as well as reducing the

risk of underestimation of cost or time required.

Productivity is a key focus for most organizations - defined as achieving established objectives

more effectively and in a timely manner, but with a leaner approach in regards to expending

effort and incurring costs. In the New Product Development environment, several methods

such as Stage-Gate, Agile, or Lean enable organizations to respond rapidly to the changing

demands of the marketplace and provide value to their customers.

Guiding Your Best Path to NPD Innovation |

3 | P a g e

The Digital Celerity PPM Maturity model is designed to balance productivity with flexibility to

provide value to your customers.

What are Project, Program, and Portfolio Maturity Modeling?

A comment frequently heard from Senior Executives is “I know improvements need to be made

in my organization’s capability to successfully manage products and projects. How can I

quickly find out what our strengths and weaknesses are and where I need to focus my

attention?” We address this requirement through the provision of the PPM Maturity Modeling


To introduce a professional Project, Program and Portfolio Management culture within any

organization it should be based on the latest best practice, supported by integrated tools and

environment covering the management processes of:






As part of any improvement project there is the need to establish an effective measurement

mechanism to ensure that effort expended on improving project management is directed to the

most effective areas and ensure that improvements and achievements are identified and


The modeling exercise addresses the current state of project, program and portfolio

management within an organization. Through interviews or facilitated workshops,

representatives of major constituent groups provide their observations on a variety of project,

program and portfolio management topics which are reflective of a well-balanced organization.

We have established a list of criteria and associated situation descriptions related to

processes. During a project and program management modeling exercise the maturity scores

for the individual sub-processes will be analyzed and summarized at the process group level.

Guiding Your Best Path to NPD Innovation |

4 | P a g e

The sub-processes represent the following nine areas of competence:

scope management - the output of work to be achieved during each phase of the project

time management - the impact of time and dates on the planning, scheduling, controlling

and progress of the project

risk management - the anticipation and ‘control of uncertainty’ in executing the project

cost management - the budgeting, estimation and cost controlling of the project

human resource management - the organization and motivation of those involved in project


communications management - the ability to accommodate the information relating to

planning, coordinating and executing the project

quality management - the definition, assurance and controls related to quality project work

procurement management - the supervision, administration and coordination of executing

contracted work on a project

integrative processes - the inter-relationship of the above knowledge areas across the life

of the project

During a portfolio management modeling exercise the maturity scores for the individual criteria

will be summarized by the following process areas:

Identify Portfolios

Categorize Portfolios

Evaluate Portfolios

Select Portfolios

Prioritize Projects Within Portfolios

Balance Portfolios

Authorize Portfolios

Report and Review on Portfolios

Strategic Change of Portfolios

These evaluations are accomplished through interviews or facilitated interview workshops and

detailed analysis of the findings, and are formally presented with an evaluation report


a quantitative and visual analysis of the capabilities against a maturity scale

a review of the current environment (people, processes and tools)

recommendations to achieve maturity improvements (people, processes and tools)

proposed directions and specific efforts required to address the recommendations and

improve the payback from the project, program, portfolio management investment

Guiding Your Best Path to NPD Innovation |

5 | P a g e

An important factor in success of a PPM improvement project is to focus on providing tangible

results based on the culture of the organization. Throughout the evaluation, and assessment

process, we share our collective knowledge and experience about Project Management

approaches, such as Stage-Gate, Agile, KanBan, and Lean Management that provide tangible

results in environment similar to yours.

Digital Celerity delivers a program composed of soft and hard skills training together with the

implementation of tools and standards as appropriate to meet the project, program and

portfolio management improvement objectives and aspirations.

Supplementing the findings are recommendations of the ‘next steps’ necessary to achieve the


As the organization matures, continuous improvements for optimum success will be achieved

through subsequent evaluations, conducted generally at six month intervals as either:

Baseline analysis, the first evaluation establishes the maturity levels. It determines

“where we are” and suggests “how we will get there”

The baseline analysis will consider the organizational culture opportunities and


The baseline analysis will include tangible, practical, recommendations from New

Product Development knowledge and experience

The baseline analysis will include tangible practical steps to implement the


Periodic benchmark audits, to reestablishing the most current maturity level, or

“snapshot along the way”, each subsequent evaluation also measures progress and

change since the last evaluation was conducted.

When a Periodic Benchmark Audit is conducted, also included in the final document is a

critique of how well the previous action plan was executed, and where adjustments are needed

to ‘get back on track’.

Guiding Your Best Path to NPD Innovation |

6 | P a g e

What expectations do you have for client’s working with Digital Celerity?

To focus on providing tangible value to your organization

Recommend an approach that combines flexibility with discipline

To be a collaborative partner in the execution of process and tools improvement

Openly share the institutional knowledge and experience Digital Celerity can

leverage for success - Two way exchange of information and knowledge

Actively schedule and participate in timely interviews, and share thorough

documentation to ensure Digital Celerity understands Your organization’s

business goals, processes, maturity level, gaps and related requirements

For more information or to have an NPD innovation specialist contact you email

Guiding Your Best Path to NPD Innovation |

7 | P a g e

More magazines by this user
Similar magazines