S-72.3510 PRODUCT DEVELOPMENT S-72.3510 PRODUCT DEVELOPMENT OF TELECOMMUNICATION OF TELECOMMUNICATION

SYSTEMSSYSTEMS

I Elements of Telecommunication Product Development Process

II Tools for Generating and Cultivating Ideas

2 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

S-72.3510 Product Development of S-72.3510 Product Development of Telecommunication SystemsTelecommunication Systems

Objectives To understand modern, high-tech product development process by theory and practice

Lectures discuss dominant elements of product development process: Handouts www.comlab. hut.fi/studies/3510 (Some lecture handouts might not be published! -> Participate to lectures!)

Workshop (II term): deals with practical cases; takes full-day work of 4-5 days

Lecture Diary (optional): Guides available at course homepage. Return Diary within one week from the lecture to the mailbox (E-wing 2th floor). Max length 1 page of A4.

Grading based on Exam and Workshop reports (50/50). Lecture Diaries can increase your grade max by 0.5 (pass/failed).

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Workshop tasks & report prepared in groups Group tutoring by joint effort of Communications Lab. &

industry partner(s) Earlier Workshops arranged by Elisa, Telia, Ericsson,

Satama Interactive, Sonera, Teleste etc. Workshop topics: Prepaid Calling Cards, Wi-Fi Networks,

Company Customer Relation Management (CRM) system design, Video Surveillance Services ...

Join to listen lectures and make your own notes & questions

Writing a Lecture Diary is a splendid tool for assembling your own handouts to systematic notes. (guides available at:

http://www.comlab.hut.fi/studies/3510/writing_lecture_diary.htm).

S-72.3510 Product Development of S-72.3510 Product Development of Telecommunication SystemsTelecommunication Systems

4 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Lectures 2006Lectures 2006 16.3.06 Thursday 14-16, hall S3, Product

Development Process/Ideation, Prof. Timo O. Korhonen, Communications Lab.  

22.3.06 Wednesday 12-14, hall S3, Managing Value Networks, Prof. Arto Rajala, Helsinki School of Economics

23.3.06 Thursday 14-16, hall S3, User Centric Product Development, Prof. Marko Nieminen, Software Business and Engineering Institute

29.3.06 Wednesday 12-14, hall S3, Quality in High-tech Product Development , Dr Jaakko Kujala, Dep. of Industrial Eng. and Management

5 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Lectures 2006, cont.Lectures 2006, cont. 30.3.06 Thursday 14-16, hall S3, Techno-economic

Analysis, Research Scientist Timo Smura, Networking Laboratory

5.4.06 Wednesday 12-14, hall S3, Project Planning and Management,  Research Scientist Miia Martinsuo, Dep. of Industrial Eng. and Management

6.4.06 Thursday 14-16, hall S3, Entrepreneurship and the New Economy, Dr Peter Kelly, Dep. of Industrial Eng. and Management

12.4.06 Wednesday 12-14, hall S3, Management of Immaterial Rights, Innovation Manager Panu Kuosmanen, Otaniemi Innovation Centre

6 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Lectures 2006, cont.Lectures 2006, cont. 20.4.06 Thursday 14-16, hall S3, Leading Collaboration,

Lic.Sc. Jari Ylitalo, Dep. of Industrial Eng. and Management

26.4.06 Wednesday 12-14, hall S3, Business Support Activities in TKK, Dr. Tuomas Mennola, Otaniemi Innovation Centre, Anni Kauranen, TKK Venture Cup coordinator; D.r Mikko Pirinen, Business Dev. Adviser, TKK

27.4.06 Thursday 14-16, hall S3, Advanced Industrial Usability Design, Prof. Pertti Aula, Univ. of Oulu

3.5.06 Wednesday 12-14, hall S3, Measuring and Diagnosing of High-tech Product Development Processes, Prof. Pekka Berg, Dep. of Industrial Eng. and Management , TKK

7 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Topics TodayTopics Today Telecommunications product development

• Role of vision, mission and strategy • Defining modern product development process

– Project plan– Industrial product development

• Telecommunications as business environment Tools for idea cultivation and project management

– How to produce ideas– How to select applicable ideas– How to sketch a project plan and recognize time-

critical events

8 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

High-tech Product DevelopmentHigh-tech Product Development

Financing

Products

Production Process

Usability

Quality

Leadership

Project management

Strategic management

Innovations IPR

Commercialization

Productdesign

Marketing

Business Plan

IPR=Intellectual property rights

9 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Vision, Mission Vision, Mission and Strategyand Strategy

Vision– A view of the future development

Mission (our way)– General way to distribute

know-how, resources and results in

• Own organization• Partner networks

Strategy (order of acts and focus points in our way)– Specific way to work to ensure success (for instance, might be

tailored for a project) – Objectives: To acknowledge, achieve, maintain

& update information flows and goals

Vision

Mission

Values/Attitudes

StrategyStrategy

… to provide our customers with state-of-the art telecommunication equipment, with integrated operation and maintenance services

… market leader after five years

… success factors for the company are technology competence within telecommunications and ICT and flexible cooperation with worldwide partners

10 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Challenges and Rewards Challenges and Rewards in Product/Service Developmentin Product/Service Development

Recognizing, understanding andmanaging key challenges (customers, services, market, technology) is elementary in creating successfulproduct/service development

High-tech service/product development team is multi-disciplinary, motivated and cooperative

Trade-offs

Dynamics

Details

Timetables Economics

Manifestationof creativity

Satisfaction of individual & social needs

Team spirit

Team diversity

11 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Industrial Product Development Process Industrial Product Development Process Theoretic functionality?

What about in practice?

Sub-unit functionality?

Functionality of the whole process?

Firststudy& demo

Practical proto

Proto formass- production

Mass production

Opportunity

Conceptworks?

Sub-unitfuncs?

Massprod.reqs.

12 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Realizing Units of Realizing Units of Industrial Product Industrial Product DevelopmentDevelopment

MarketingDesign

Manufacturing Team leader

Central factors of a project

Mechanicaldesigners

Electronicsdesigners

MarketingTeam

Purchasingengineer

Manufacturingengineer

Industrialdesigners

Example: Teams to design anelectro-mechanicalproduct

Financial

LegalPatents

13 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Conventional Product Conventional Product Development ProcessDevelopment Process

MARKETING

DESIGN

MANUFACTURING

CONCEPTDEVELOPMENT

SYSTEM-LEVEL

DETAILEDDESIGN

TESTING RAMP-UP& LAUNCH

PLANNING

-Promotion materials

-Early productionwith key customers

-Marketingplan

-Product options-Pricing strategy

-Leadusers-Competitiveproducts

Identify:-market opportunity-market segments

-Evaluation ofearly productoutputs

-Regulatoryapprovement-Performancetesting

-Tolerances-Components-Part geometry

-Subsystems-Interfaces

-Feasibilitystudies-Experimentalprototypes

-Identify new technologies-Consider product platform

-Productionconstraints-Supply chainstrategy

-Estimatemanufacturingcosts

-Suppliersfor keycomponents

-Qualityassuranceprocesses

-Fabrication and assembly process

-Follow-upproduct system(O&M)

Ramp-up: To increase a company's operational intensity to respond to increased demandO & M: Operation & Maintenance

14 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Measuring Quality Measuring Quality

CONCEPTDEVELOP

SYSTEM-LEVEL

DETAILEDDESIGN

TESTING RAMP-UP& LAUNCH

Development phases

Good quality indicators: • commonly agreed: fair & simple• followed & updated• generally acknowledged• keep workers informed of all the relevant aspects of process goodness• keep customers willing to use products again and support company branding

return of investment

TechnicalDesign

AestheticalDesign

Quality/price

Returnof Investment

Customersatisfaction

Follow-up ofspecification

TargetPricing

Earlyidentificationof triggers

Mak

ing

mea

sure

me

nt f

or q

ualit

y be

com

es e

asi

er

Tracking criticalfault conditions

Subsystem &interfacedesign

15 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Maturity of Maturity of Project Project ControlControl

Reference: T. Korhonen, A. Ainamo: Handbook of Product and Service Development in Communication and Information Technology,Kluwer Academy Press, 2003

add-hoc

repeatable& defined

action& integration

MATURITY OF ORGANIZATION

MANAGEMENT AMBITION

Vision MissionActionsMeasurements

Vision MissionActionsMeasurements

+

management& optimization

synchronization& overview

control& supervision

16 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Binary Organization Developed OrganizationBinary Organization Developed Organization Focus on

– interactions– excessive feedback– rapid development speed

Overflow of potential ideas Competitors are customers Customers are extensively educated Fashion (product/organization) changes

fast and unpredictable way Developed way to measure working of

organizational body to keep it in good update shape

Globalization is a potential Salary is a function of performance

Fixed organization Clearly defined roles Known customers Known competitors Known products Known, traditional pricing Fixed, slowly increasing market

size Hierachial or matrix organization Slow information flow, especially

in feedback Quality measured

in cash flow Globalization is a threat Salary is a function of luck

(High-tech product development)

17 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

High-tech Product DevelopmentHigh-tech Product Development

constant product improvements high development velocity knowledge sharing from suppliers, competitors, and customers feedback on demand from customers

18 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

High-tech product High-tech product development process development process

FUZZY FRONT-END •Vision driven Tension•Values•Targeting

REALIZATIONPROCESSES

•Talents & Skills•Strategies & Mission

Customer interfaces

Outputs

HardConstraints

QualityControl

Measurements

Measurements

CONCEPTDEVELOPMENT

DETAILEDDESIGN

RAMP-UP& LAUNCH

CustomersCompetitorsProfitability

19 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Technology Politics, legislationregulation

Rapidly evolving services & applications

New lifestyles &fashion

GLOBAL NETWORKING GLOBAL NETWORKING ECONOMYECONOMY

- - Immediate, personalized, mobileImmediate, personalized, mobile access to services - access to services -

Information Society -Information Society -Force Fields -Force Fields -

20 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Research networkingResearch networking

Future & emerging technologies

Systems & services Multimediacontents & tools

Essential technologies& infrastructure

New methods of working: @-business+mobile tech

Factors in Telecommunications Factors in Telecommunications Business FrameworkBusiness Framework

21 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Telecom Market Players: Telecom Market Players: Interoperable HierarchyInteroperable Hierarchy

End-Users

Content and Service Providers

Service Operators/Networking Solutions

Physical Telecommunication Networks & Terminals

Individuals, companies

Paramount pictures, MTV..

Elisa,TeliaSonera….

Nokia, Motorola ...

22 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Example: Telecommunications Example: Telecommunications

in Home/Office Accessin Home/Office Access

-TV/MOVIES-GAMES

-broadcasting

INTERNET services- unicasting- multicasting- peer-to-peer ... Copper

(2 way)

DVB-S

DVB-Terrestrial(DiGi-TV)

DVB-C, Cable TV

ADSL/ISDNcable-modems

Mobile access:2G: GSM2.5G: GPRS, HSCSD, EDGE3G : UMTS

Network operatorsService providersContent providers

Device manufacturers

ENERGY

PLC Wi-Fi/Bluetooth/Ethernet

23 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Telecommunication Service Telecommunication Service Environment is Complex and Evolving!Environment is Complex and Evolving!

24 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Example: Add2Phone’s* Example: Add2Phone’s* Value Network Value Network (a mobile marketing company)(a mobile marketing company)

1. Companies/products to be advertised/ sponsored2. Renting advertisement space3. Buying content (protected by IPRs)

1

2

3

*Add2phone was the industrial partner in S-72.124 Workshop in spring 2000

25 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Practical Value Networks are ComplexPractical Value Networks are Complex

For more discussion see http://www.sveiby.com/articles/Allee-ValueNets.htm

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II Tools for Generating and II Tools for Generating and Cultivating IdeasCultivating Ideas

27 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Personal Process of Creativity*Personal Process of Creativity*

*T. Korhonen, A. Ainamo: Handbook of Product and Service Development in Communication and Information Technology, Kluwer Academic Press, 2003

28 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

A Cycle in The Process of CreativityA Cycle in The Process of Creativity

accessing ideagenerator

conceptformation realization

filteringideas

convergentdivergent

innovative logical

Creativity cultivation requires different talents in different phases

In practice system contains extensive feedback Best workgroups are multidisciplinary (Developed communication skills required!)

29 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Some Creativity ToolsSome Creativity Tools

idea generation

filtermodifications

associative mapping

concepttesting,decision making

•Random pictures/words/sentences•Reinforced pictures/words /sentences (doodles)

•Lateral Thinking: Synetics•The Six Thinking Hats

•Mind Maps: Fish Bones•SWOT-method

•Critical Path Analysis•Force Field Analysis•Decision Tree

30 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

How to Select Cultivation Methods?How to Select Cultivation Methods? Some methods are primarily targeted for mapping the current

status (eg SWOT), other for decision making (eg Force Field Analysis) and some are general purpose tools to assist project management (Critical Path Analysis).

Methods work well when they are used simultaneously; in-series or in-parallel, as for instance brainstorming+ SWOT

Successful product development requires that one should have sufficient information about – customer's requirements– competitors’ product launches– market– latest technology

Vision of state-of-the-art and future trends is very important!

CustomersCustomers

MarketMarket TechnologyTechnology

CompetitorsCompetitors

Future visionsFuture visions

31 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Ideation and Creativity Cultivation ToolsIdeation and Creativity Cultivation Tools

Ideation

– Brainstorming

– Mind Mapping

– SWOT

Filter modifications

– Six Thinking Hats

– Synetics

Concept formation & Decision making

– Force Field Analysis

– Critical Path Analysis

32 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

BrainstormingBrainstorming Objectives: Bring about creative solutions (even for

unidentified!) problems Take solution candidates one after another until unusual

solutions are generated For a start take a word or words, from “a dictionary at hand” to

feed the process and apply associations

Generate ideas without critics! Thus

– many potential solution candidates are generated

– whole problem dilemma may change!

For concluding the session

– analyze results for instance by SWOT, FFA and/or Mind Mapping

– Condensed and classified ideas can be used to support new sessions or other applications

33 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Brainstorming - Leader and Group TasksBrainstorming - Leader and Group Tasks Session leader

– definition of the start-up point– gives limits to the problem– gives limits to discussions (These limits must be very broad)– minute amount of critics– encouraging and enthusiastic– follows (the fixed) session time table!– Takes care that ‘idea jamming’ is only temporary!

Session participants– have diverged orientations related to the problem at hand– their background is as different as possible– good communication skills– substance should be known preferably by everybody (at least by

somebody!!!)

34 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Individual vs. Group BrainstormingIndividual vs. Group Brainstorming

Individual BS– many ideas– tendency to jam into some fixed trails– easy to find unresolved questions

Group BS– ideas develop themselves into more elaborated form– ideas develop more efficiently– there might be less ideas (group follows the group behavior

laws!) One may mix individual and group barnstorming: For instance each

member might first BS of his own and then one may have a meeting based on each individual’s BS sessions

35 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Getting more fruitful BrainstormingGetting more fruitful Brainstorming Methods of Six Thinking Hats (Edward de Bono) or Six Eyes*

(Rodney King) can be used to get Brainstorming to work better Assign a different hat for each group member / mix the hats!

intuition: feelings and emotions

facts: figures, information needs and gaps

logical negative:judgment and caution

logical positive:why something works

creativity: alternatives, proposals, what is interesting, provocations and changes

meta-cognition:creativity process control

36 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Understanding process outputs Understanding process outputs a different waya different way Themes can be seen from different perspectives

by using “Synetics*”:

*Gordon, W.J.J., Synetics: The development of creative capacity, 1961.

Fig: Axon 2002, http://web.singnet.com.sg/~axon2000/index.htm

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Synetics questions explainedSynetics questions explained

/ ( ?)Substitute Simplify What would you do in my place ( Combine Think about software being capable of

evolving and ?)reproducing ( Adapt Think what would happen if you would have

?)wings / ( Modify Distort What if cars would sometimes be used

?)upsidedown ( !)Put to other purposes Think your mailbox as a kite ( Eliminate What would you end up by removing the

?)batteries / / ( Rearrange Reverse Scale Reverse the order of

?)blocks

38 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

39 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Mind MappingMind Mapping

Mind Mapping is a technique to organizing information in its natural associative way, that is multidimensional.

Procedure: – List the main topic, subtopics and facts. Search short

expressions for them all.– Identify the main connections between themes– Set the main theme in the middle of the paper and arrange

the sub-themes to surround the main theme– Recognize idea groups (for instance by colors)– Indicate interdependencies as the cause and consequence

by arrows– Use symbols and figures and even sub-maps to give to total

picture

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Example of a Mind MapExample of a Mind Map

Mind Manager (www.mindman.com)

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Mind Mapping SummarizedMind Mapping Summarized– A Mind Map is an associative structure. Therefore its

topology contains a lot of information. – Mind Map allows to identify the essential features and links

of the problem at glance. – Mind Maps can be an extremely compact way to present

information. – A problem of mind mapping is that the chart may up to be so

messy that it can even hide the main themes. Therefore Mind Map can, and should be cultivated after it is formed by pruning less important branches

– Mind Maps can be created by computer program (as MindManager® or eMindMaps®) or by using simple detachable notes on a blackboard.

42 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Alternate Mind MappingAlternate Mind Mapping Fishbone* diagram: Enables to focus onto the problem and

perceive the causes and its relative importance After drawing the diagram the next step is to analyze the

magnitude of each of the identified causes

*http://web.singnet.com.sg/~axon2000/index.htm

43 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

SWOT analysisSWOT analysis SWOT is applicable for sorting unorganized knowledge bases

and analyzing current status Successful SWOT yields structured mapping of the problem at

hand For instance in product analysis

– identify strength and weaknesses of the product– search through possibilities and threats (for instance for

product launch) Realization: List all the relevant properties and sort them into

SWOT boxes!

Strength WeaknessWeakness

OpportunityOpportunity ThreatsThreats

inside

outside

44 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

A case of SWOT: A case of SWOT: WAP-based Knowledge Base Service*WAP-based Knowledge Base Service*

Strengths Expandable, flexible, easy to use, dynamic, easy to personalize,

bypassing of telephone exchange, more

effective graphics, utilization of location information

Strengths Expandable, flexible, easy to use, dynamic, easy to personalize,

bypassing of telephone exchange, more

effective graphics, utilization of location information

WeaknessesNeed for WAP terminal

managing, search routines require

Dedication

WeaknessesNeed for WAP terminal

managing, search routines require

Dedication

OpportunitiesIf first at the market may

be a killer-kind app.Due to usage of immediate

location info by GPS or GSM location technology

OpportunitiesIf first at the market may

be a killer-kind app.Due to usage of immediate

location info by GPS or GSM location technology

ThreatsNo popularity,

one applies terminal specificcatalogs, competitive

techniques may hit markets

ThreatsNo popularity,

one applies terminal specificcatalogs, competitive

techniques may hit markets

*S-72.124 spring ‘99

45 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Force Field AnalysisForce Field Analysis

FFA is a method to analyze factors for and against an act Objective: To create an unified description of the factors forming

the problem. This is used to alter the process state to the wanted direction!

Benefits– Describes all the relevant forces– Allows to plan

• contra strategies for negative forces• supporting strategies for positive forces

The FFA method: Identify, Sort and Grade the different forces and illustrate the problem by a diagram including the forces!

The first result of this method describes the current state Alteration of forces can change the current state to the

objective state!

46 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

Force Field Analysis: ExampleForce Field Analysis: Example

47 Helsinki University of Technology,Communications Laboratory, Timo O. Korhonen

In Conclusion...In Conclusion...

We had an overview on Telecommunications Product/Service Development Process

We discussed the following ”mind- and process mapping” techniques:

– Brainstorming

– Mind Mapping

– SWOT analysis

– Six Thinking Hats

– Synetics

– Force Field Analysis

The best way to learn these methods is to use them!