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From the Library of Wow! eBook in .NET Access Data Matrix barcode in .NET From the Library of Wow! eBook




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From the Library of Wow! eBook use visual studio .net 2d data matrix barcode generator todraw 2d data matrix barcode on .net OneCode 1 . Time, Money, and Risks product itself l VS .NET DataMatrix imped into the market with less-than-acceptable quality, reliability, and costs. Design changes in production were common.

These stories are not good! We expect that your own experiences con rm this concern about the dif culties of executing product development well and consistently. We ve known project teams that proclaimed themselves to be best in class without merit. From the viewpoint of both the business and the technologies, their projects were disasters.

Often there was great technical work, but with poor business results. Certainly you have experienced examples when everything important worked well once in a while, but not consistently. A major lesson is that failures become the call to action for major improvements in the way that product development is practiced.

One result is a commitment to a development project that has superior strategies, that stays on its plan, and that adapts easily to inevitable changes. It delivers designs that achieve their requirements and are robust. It delivers the new product system to its market gracefully.

The product is viewed to be superior to its competition. What a great experience! The challenge is to repeat those successes in follow-on projects. That s when standardized processes employing better practices and well-managed teamwork need to be institutionalized so that they have lasting value for your corporation.

. Quality, Costs, and Schedules Bottom-line bu Visual Studio .NET data matrix barcodes siness metrics usually relate to accounting parameters such as the costs of poor quality, the costs of development or manufacturing, and the costs of schedule delays. Top-line growth metrics usually focus on revenues generated from new products, with insights from customers satisfaction indices and competitive positions that contribute to pricing.

Their forecasts are predictors of revenues due to sales and usage volumes. Broadly, they apply to the value generated by the portfolio of new products evaluated over time. Higher reliability developed in a product may be perceived as a competitive differentiator.

It may also be a signi cant contributor to reduced service and warranty costs. Higher levels of robustness contribute not only to higher reliability but also to reduced manufacturing costs. To the extent that they are achieved earlier in a development project, they contribute to shorter, more predictable development schedules and reduced development costs.

Many contributors to reliability are within the control of the project teams prior to market entry. During this time, the reliability metrics are forecasts of the level and stability of future performance in the hands of customers. Of course, the ultimate measures of success are derived from the actual performance of the new products in the market, the degree to which higher reliability delivers value to customers, and the new product s contributions to your overall business.

For customers of non-repairable products, reliability is perceived as the product s usage life. For repairable systems, it is evaluated by metrics such as failure rate, service frequency, availability when needed, percentage of downtime, or other measures relevant to your customers business or activities. With product reliability having the potential for being a signi cant contributor to business success, your product development teams have to align their technical achievements with those elements of value to be returned to the corporation.

To the extent that teams are excellent in the execution of robustness development and reliability growth, they may achieve competitive advantages relevant to their rivals in the market. The more that product development teams work in a productive environment, using ef cient methods and bene ting from constructive teamwork, the higher will be their probability of success..

From the Library of Wow! eBook Quality, Costs, and Schedules Product Developm ent Product development is not just a process for engineering teams. Concurrent engineering has focused attention on cross-functional activities that develop the product and its manufacturing processes. In addition to engineering leadership teams, effective work groups include representatives of other involved functions to manage the development of their capabilities to launch the product on time, to sell the product, and to provide service and support to their customers.

So the management of product development activities must integrate these organizations along with their customers, suppliers, and partner companies. Product development is a very competitive business. It can be dif cult and highly complex.

Unfortunately, well-intended processes can be constrained, if not sabotaged, by shortened schedules, late project starts, dysfunctional decisions, inadequate reserves of resources, midcourse changes in portfolio plans, and unresolved con icts with competing projects. The market rewards good performance but penalizes poor performance, without mercy. If you win, you get to keep your job.

If you lose, bad things can happen. Who differentiates the winners from the losers Customers do! They vote with their purchases of products and services over time, showing preferences for those companies whose offerings provide superior value in the context of their business, activities, and environments. Customers have options.

They choose those products that best meet their needs. Generally, that means those products that provide necessary bene ts, in relationship to their costs, better than available alternatives. Everything else follows, such as price, revenues, volumes, competitive position, reputation, and shareholder value.

Companies develop products and services for those business opportunities for which they have competitive advantages. The job of product development is to provide superior solutions to those problems for which customers in target markets are willing to spend their money. Perfection can be elusive, expensive, and time-consuming, but where compromises have to be made, good enough must be judged from the viewpoint of customers.

Trade-offs represent potential risks for product development, so they need to be made with accurate knowledge of the consequences for customers value drivers. The choices that customers have include doing nothing. So there is little forgiveness for not achieving excellence in execution for every functional discipline involved in the project.

Customers may be loyal to your company based on a historical relationship. They may cut you some slack, knowing that the products or services are new and understanding that you need to work out some bugs. They may accept your less-than-superior product, knowing that your superior service will compensate, or vice versa.

But how long will that last The early bird gets the worm may be a useful metaphor. Often being rst to market has its value, since early adopters can set precedents. Products or contracts may commit customers to a long life cycle.

Often, however, it s being right to market that wins in the end, that is, having the right quality (features, functionality, reliability, usage life) with the right costs at the right time. So if your product is rst to market but at a high price or with compromised quality, can your company win in the long run An old but telling attitude toward product development is Quality, cost, and delivery schedule pick two. That implies defeat, a compromise that serves neither your customers nor your company.

The business challenge is then to work with a strategy that satis es all three criteria. This book does not propose to compromise quality by some clever approach in order to satisfy imposed constraints on development costs or schedule. Customers are not willing to make that trade-off.

Likewise, we do not propose that the best product development methods take too.
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