By James P. Lewis
Speed-to-market is the main severe issue choosing the luck of latest items. James Lewis and Louis Wong, one in all cutting-edge such a lot comprehensive undertaking administration writer groups, speak about often-overlooked ideas that could make the adaptation within the unending race to be first and most sensible. they offer venture managers, engineers, and top-level selection makers the wanted instruments and strategies to: determine an outstanding and well-grounded imaginative and prescient flip that imaginative and prescient into an actionable street map enforce structures to help new tactics
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Additional resources for Accelerated Project Management: How to Be First to Market
Answering “for whom” forces the team to think about the customer. Of course, there is some circularity in all of this because you can’t define what you are doing unless you know your customer, so the mission statement simply reiterates what you already know. PROJECT STRATEGY Note that this chapter is on product strategy, while this section is on project strategy. It is important that everyone understand the difference between these. Product strategy is the development of an approach to produce a mix of products that customers want and that gives the company a competitive advantage in the marketplace.
A management overview is essential for you to provide the support when needed and give a small push when projects lag. This is always part of senior management focus, especially when your company’s future is heavily dependent on the success of these projects. The innovation project office (IPO) (in the United States this is commonly called simply the project office) will provide the metrics to monitor the health of the projects and acts as a key link between strategy and implementation. The IPO provides an early warning before the project veers out of control, and it looks for possible alternatives to make necessary adjustments.
Anything beyond 12 months will be just a wild guess. Short projects (3 to 6 months) with value-added deliverables and clear quality requirements (for each deliverable) will help to ensure that the projects are accomplished right on time, every time. This seems to be common sense. But, as Mark Twain once said, the problem with common sense is that it isn’t common. Most people prefer big projects so that they will have a big forecasted profit. Big projects also make people feel important. The reality is that these big projects are seldom on time and the budget is almost always overrun.