文/Malcolm Wheatley　　譯/趙克琛

為了快速有效的開(kāi)發(fā)新產(chǎn)品，項(xiàng)目經(jīng)理們必須注重本質(zhì)問(wèn)題并著眼于創(chuàng)新。

位于德國(guó)Wiehl-Bomig市的照明與建筑控制設(shè)備生產(chǎn)商Merten GmbH & Co. KG公司試圖逆潮流而動(dòng)：當(dāng)他們把產(chǎn)品賣給建筑師和設(shè)計(jì)師而不是電氣施工者時(shí)，他們意識(shí)到，他們需要流行的高端產(chǎn)品以適應(yīng)市場(chǎng)需求。

英國(guó)倫敦的Grimshaw工業(yè)設(shè)計(jì)公司在美國(guó)紐約市設(shè)有分支機(jī)構(gòu)，他們提供了完美的候選品：一種可編程的照明和溫控玻璃開(kāi)關(guān)，這種開(kāi)關(guān)被涂成與四周墻壁協(xié)調(diào)的顏色。這兩家公司合作將愿景變成了現(xiàn)實(shí)?！皩?duì)于Merten公司來(lái)說(shuō)，新產(chǎn)品的開(kāi)發(fā)依賴于技術(shù)上的可行性，”項(xiàng)目管理總監(jiān)艾克塞爾·科靈伯格說(shuō)?！拔易鳛轫?xiàng)目總監(jiān)的職責(zé)是設(shè)定基本的需求并與開(kāi)發(fā)人員保持經(jīng)常性的交流。作為一名篩選者，我要經(jīng)常地檢查那些創(chuàng)造性的設(shè)計(jì)方案，保證它們切實(shí)可行與實(shí)用，并且還需要考慮生產(chǎn)流程?！?br>
這個(gè)工作描述比較理想，但實(shí)施起來(lái)非常困難。“這是因?yàn)橐粋€(gè)優(yōu)秀的業(yè)務(wù)經(jīng)理不一定是一名優(yōu)秀的項(xiàng)目經(jīng)理。”帕米拉·T·米勒說(shuō)，她擔(dān)任總部設(shè)立在美國(guó)新澤西州內(nèi)瓦克市的新澤西地平線藍(lán)十字藍(lán)盾公司（Horizon BCBSNJ）企業(yè)戰(zhàn)略與質(zhì)量部門(mén)的副總裁。這是她多年監(jiān)管Horizon BCBSNJ公司處理過(guò)的廣泛的項(xiàng)目所得出的結(jié)論，這些項(xiàng)目包括新的IT系統(tǒng)、改進(jìn)業(yè)務(wù)流程和將健康險(xiǎn)的新產(chǎn)品推向市場(chǎng)等，后者在現(xiàn)在糟糕的經(jīng)濟(jì)狀況下被證明是異常費(fèi)勁的。她認(rèn)為，“你需要有一名接受過(guò)項(xiàng)目管理教育并掌握相關(guān)技能和方法的業(yè)務(wù)骨干?！?br>
軟件系統(tǒng)肯定會(huì)有所幫助。無(wú)論是開(kāi)發(fā)一種新產(chǎn)品或新的IT系統(tǒng)，所有Horizon BCBSNJ公司正在實(shí)施的項(xiàng)目都由通過(guò)連接到Microsoft Project的組合項(xiàng)目管理系統(tǒng)所管理和監(jiān)控，這套系統(tǒng)由美國(guó)加州舊金山市的Business Engine公司提供?！斑@是所有信息單一的存儲(chǔ)中心：這里面有超過(guò)200個(gè)項(xiàng)目。”米勒說(shuō)?！霸诠镜淖罡邔樱覀儠?huì)監(jiān)控那些對(duì)公司未來(lái)至關(guān)重要的35個(gè)項(xiàng)目。

那些針對(duì)新市場(chǎng)推出的新產(chǎn)品成為“最重要項(xiàng)目”列表的主要候選者，這些新項(xiàng)目提供了全新的受益、共同支付和可選附加服務(wù)的不同組合。然而，通過(guò)軟件管理并不完整，Horizon BCBSNJ同時(shí)施行了一些有效而實(shí)際的準(zhǔn)入規(guī)則，米勒說(shuō)?！皩?duì)于那些大型項(xiàng)目，我們起初并沒(méi)有批準(zhǔn)所有的預(yù)算，而只是其中的一部分，然后對(duì)他們說(shuō)：‘請(qǐng)拿出一份完整歸檔的項(xiàng)目計(jì)劃和可行性研究報(bào)告來(lái)。’然后，當(dāng)他們完成這些文檔之后，我們會(huì)撥給他們更多的預(yù)算。”

危險(xiǎn)區(qū)域

盡管他們的產(chǎn)品不是那種可以在雜貨店或五金店買得到的看得見(jiàn)摸得著的商品，Horizon BCBSNJ巧妙的避免了把新產(chǎn)品推向市場(chǎng)所要經(jīng)歷的考驗(yàn)和痛苦。沒(méi)有創(chuàng)新的業(yè)務(wù)不會(huì)存活下來(lái)，但創(chuàng)新本身并不是全部?jī)?nèi)容。新產(chǎn)品必須被及時(shí)的推向市場(chǎng)以滿足真正的市場(chǎng)需求，并且避免消耗過(guò)多的資源以免遏制其他新產(chǎn)品的開(kāi)發(fā)。處理得當(dāng)?shù)脑?，你?huì)開(kāi)發(fā)出像Sony Walkman那樣的產(chǎn)品；處理失誤的話，你會(huì)制造出像福特埃茲爾（Ford Edsel）轎車那樣的東西，這種1950年代的失敗產(chǎn)品作為如何設(shè)計(jì)、建造和推出新車的反面教材已經(jīng)在汽車史中消失。

“推出新產(chǎn)品的最佳實(shí)踐的最基本原則是生產(chǎn)那些市場(chǎng)需要的東西，消費(fèi)者要能夠負(fù)擔(dān)得起，并且有一個(gè)有說(shuō)服力的理由去以特定的價(jià)格購(gòu)買它們?！备窳帧だ驴死颉げ既R安說(shuō)，他是英國(guó)吉爾福德的一名工程師，曾在諸多項(xiàng)目中工作過(guò)，包括協(xié)和式飛機(jī)和工業(yè)流程控制系統(tǒng)。

順利地推出一種成功的新產(chǎn)品涉及到跨越某些特別棘手的危險(xiǎn)區(qū)域?！爱?dāng)你研究那些成功的新品推出并把它們與那些失敗的案例比較時(shí)，這兩者對(duì)項(xiàng)目開(kāi)始時(shí)的四個(gè)基本問(wèn)題的回答會(huì)暴露出諸多不同點(diǎn)?！备窭赘瘛せ拐f(shuō)，他是美國(guó)俄亥俄州哥倫布市的Catalyst管理咨詢公司的常務(wù)合伙人。“這四個(gè)基本問(wèn)題是：為什么要做這個(gè)項(xiàng)目？哪些人要參與到此項(xiàng)目中？我們都需要做些什么事情？何時(shí)做這些事情？”

還有，僅僅給出這四個(gè)問(wèn)題的答案還不夠：提出問(wèn)題的順序也很重要?！皟?yōu)秀的項(xiàng)目團(tuán)隊(duì)以這種順序回答這些問(wèn)題：從最有效的問(wèn)題開(kāi)始，向后遞減，以確定日期開(kāi)始?！被拐f(shuō)。

3，2，1，發(fā)射？

當(dāng)然，理論上，找出些推出新產(chǎn)品的動(dòng)機(jī)并不困難。公司一直在推出新產(chǎn)品，市場(chǎng)人員和工程師總會(huì)想出些聰明的主意。把兩者結(jié)合起來(lái)，這是很簡(jiǎn)單的事情，不是嗎？錯(cuò)。你不能僅僅因?yàn)槭袌?chǎng)部門(mén)認(rèn)為是該推出點(diǎn)新東西的時(shí)候了就開(kāi)發(fā)一種出類拔萃的新產(chǎn)品。

“客戶關(guān)注的本質(zhì)是使新產(chǎn)品開(kāi)發(fā)出來(lái)并被推向市場(chǎng)?！蔽髅伞げ祭裾J(rèn)為。布拉格是英國(guó)桑迪市ARC咨詢集團(tuán)的研究主任，他強(qiáng)調(diào)說(shuō)，客戶關(guān)注不僅僅意味著在設(shè)計(jì)的時(shí)候?yàn)榭蛻糁?；它意味著主?dòng)與客戶交談，引導(dǎo)出他們的想法，并且請(qǐng)他們對(duì)正在進(jìn)行的工作提出建議。

這些事情說(shuō)起來(lái)比做起來(lái)要簡(jiǎn)單?！盀榱私o開(kāi)發(fā)部門(mén)提供最多的好處，根據(jù)產(chǎn)品的不同，開(kāi)發(fā)歷時(shí)的不同和產(chǎn)品服務(wù)于單個(gè)客戶和多個(gè)客戶的不同，我們要謹(jǐn)慎地組織客戶介入?！甭贰?ài)爾蘭警告說(shuō)。愛(ài)爾蘭是來(lái)自美國(guó)田納西州克拉克斯維爾市的項(xiàng)目管理顧問(wèn)。所以，組織由各種客戶代表構(gòu)成的小組，花時(shí)間考慮你要問(wèn)他們的問(wèn)題和為什么要問(wèn)這些問(wèn)題，這些都是些比較明智的策略。要小心失去太多控制：“不能讓客戶來(lái)驅(qū)動(dòng)項(xiàng)目的商業(yè)因素，要讓他們關(guān)注于產(chǎn)品開(kāi)發(fā)的進(jìn)展。”愛(ài)爾蘭說(shuō)。

令客戶失望

不要陷入一個(gè)過(guò)于緊迫的最后期限。專家們同意這是一件艱難的事情，但他們也一致認(rèn)為管理本身就是做艱難的事情。

美國(guó)內(nèi)華達(dá)州史巴克市Sierra Nevada公司的國(guó)防合同高級(jí)項(xiàng)目經(jīng)理康妮·露娜認(rèn)為，當(dāng)最后期限變得非常緊迫的時(shí)候，同客戶和高層管理的和諧關(guān)系將對(duì)緩和問(wèn)題大有幫助。她說(shuō)：“如果有一種比較和諧的關(guān)系，我們可以跟他們說(shuō)我們無(wú)法在12個(gè)月內(nèi)完成，但可以在13個(gè)月內(nèi)做到?！北M管如此，她還是承認(rèn)：“改變最后期限是個(gè)艱難的決定?！?br>
至于人員因素，要讓項(xiàng)目得到那些能夠?qū)Ξa(chǎn)品的成功推出做出最大貢獻(xiàn)的人，訣竅在于新技術(shù)能夠多大程度的將人們從單一地點(diǎn)的束縛中解脫出來(lái)，艾力克·巴夫耶認(rèn)為。他是美國(guó)德克薩斯州休斯頓市Welcom公司項(xiàng)目管理軟件部門(mén)的全球市場(chǎng)副總裁?！霸S多年以前，讓人們?cè)谝粋€(gè)地點(diǎn)工作很容易，因?yàn)檫@樣比較易于管理和溝通。現(xiàn)在他們可以在任何地方工作?！彼f(shuō)。

然而，英明的項(xiàng)目經(jīng)理總是能夠感知遠(yuǎn)處的危險(xiǎn)。帕特里克·卡路西歐說(shuō)，他是位于加拿大安大略省康考德市的質(zhì)譜儀生產(chǎn)商MDS Sciex公司的項(xiàng)目經(jīng)理。他說(shuō)：“避免組織支離破碎的團(tuán)隊(duì)很重要，因?yàn)檫@樣會(huì)防止大量的技術(shù)和經(jīng)驗(yàn)孤立分散。如果沒(méi)有這樣做，將會(huì)導(dǎo)致缺少跨職能部門(mén)的重要溝通，造成進(jìn)度延誤和費(fèi)用超支。”

更多并不一定更好

不要忽視項(xiàng)目范圍蔓延的危險(xiǎn)性：在把新產(chǎn)品開(kāi)發(fā)方法變得敏捷和靈活的努力過(guò)程中，公司要承擔(dān)項(xiàng)目管理工作變得草率的風(fēng)險(xiǎn)?！啊艚荨汀`活’是嚴(yán)密的方法論，它不能使新產(chǎn)品開(kāi)發(fā)方法變得混亂無(wú)章。”愛(ài)爾蘭說(shuō)。

在Sierra Nevada公司，有一種很重要的工具來(lái)確保上述情況不會(huì)發(fā)生：配置控制委員會(huì)，這是一個(gè)在國(guó)防工業(yè)比較常見(jiàn)的監(jiān)督團(tuán)隊(duì)。露娜說(shuō)：“它為我們和客戶設(shè)立了期望值，同時(shí)它也是我們管理范圍蔓延的手段。如果客戶要我們進(jìn)行產(chǎn)品變更，它會(huì)使客戶意圖變得明確?！?br>
換句話說(shuō)，如果考慮得當(dāng)，盡管在項(xiàng)目后期進(jìn)行變更有利于創(chuàng)造出類拔萃的新產(chǎn)品，但在開(kāi)始時(shí)做變更要比以后做更容易，風(fēng)險(xiǎn)也更小。問(wèn)題在于：你能否通過(guò)“敏捷”和“靈活”把福特埃茲爾變成Sony Walkman？

原文：
　　　　　　　　　　　　Play to win
　　　　　　　　　　　　　　　　　　　　　　　　By Malcolm Wheatley

To develop new products quickly and efficiently, project managers must focus on the essentials with an eye toward innovation.

When lighting and building controls equipment manufacturer Merten GmbH & Co. KG of Wiehl-Boming, Germany, wanted to move upstream and sell its products to architects and designers rather than electrical installers, it realized that it needed a high-end, stylish product that would appeal to that market.

London, U.K.-based Grimshaw Industrial Design with offices in New York, N.Y., USA, provided the perfect candidate: a programmable glass switch for lighting and temperature controls, colored to match the surrounding wall. Together, the tow companies worked to turn the vision into reality. For Merten, new product development relies on technical feasibility,” says Axel Klingberg, director of project management. “My responsibility as project director is to set the basic requirements and stay in constant dialogue with the developers. I act as a filter, constantly checking the creative design, ensuring it remains practical, functional and takes into account the production processes.”

This job description is hard to beat – but tantalizingly difficult to deliver in practice. “Just because someone is a great business manager, that doesn’t make them a great project manager,” says Pamela T. Miller, vice president of enterprise strategy and quality at Newark, N.J., USA-based Horizon Blue Shield of New Jersey (Horizon BCBSNJ). It’s a conclusion that she’s come to after years of watching Horizon BCBSNJ tackle projects as far-ranging as new IT systems, improved regulatory compliance and bringing new managed healthcare products to market – the latter proving especially taxing in today’s troubled economy. “You need to have a cadre of business people who have been steeped in project management skills, education and methodologies,” she says.

Software systems certainly help. Every single project underway at Horizon BCBSNJ, whether for a new product or a new IT system, is managed and monitored though a project- and portfolio-management system from Business Engine Inc. of San Francisco, Calif., USA, which links to Microsoft Project. “It’s a single repository for everything: We have more than 200 projects in there right now,” Miller says. “Right at the very top of the organization, we’ll track the most important of those – the 35 or so that are most critical to our future.”

New products, intended for new markets – and offering new and different mixes of benefits, co-payments and optional extras – are prime candidates for that “most important” list. But management-through-software isn’t the complete answer: Horizon BCBSNJ also imposes some hard-noted gating rules, Miller says. “With large projects, we don’t give people the whole budget, but just a fraction of it, and say: ‘Go out and develop a fully-documented project plan and feasibility study.’ Then, when we have that, we give them some more.”

Rough Waters
Although its products aren’t physical ones that you can pick up at the grocery or hardware store, Horizon BCBSNJ neatly encapsulates many of the trials and tribulations of bringing a new product to market. Business that don’t innovate don’t survive. But innovation on its own isn’t the whole story. New products must be brought to market in a timely manner, meet a genuine marketplace need and avoid being resource-hogs that stifle development elsewhere. Get it right, and you’ve got a Sony Walkman on your hands, Get it wrong, and you’ve got a Ford Edsel – a 1950s vehicular turkey that has gone down in automobile history as an example of how not to design, build and launch a new car.

“The most basic piece of best practice is to build something that the market wants and needs, can afford and can find a compelling reason to buy at a specific price point,” says Glyn Radcliffe-Brine, a Guildford U.K.-based engineer who has worked on projects as diverse as the Concorde airliner and industrial process control systems.

Successfully developing a winning new product involves navigating around some particularly troublesome danger spots. “When you look at successful product launches and compare them to unsuccessful product lunches, a lot of the difference between the two boils down to answering four basic questions right at the start,” says Greg Githens, managing partner of Catalyst Management Consulting of Columbus, Ohio, USA. “Why are we doing this project? Who are the right people to have involved in it? What exactly are we going to do? And when are we going to do it?

What’s more, just figuring out the answers isn’t enough: The sequence in which the questions are addressed matters, too. “The best project teams will answer these questions in this order,” Githens says. “The least effective ones tend to start in the reverse order, beginning with fixed dates.”

3, 2, 1, Launch?
In theory, of course, working out the motivation for new products shouldn’t be too difficult. Companies are always launching new items, and marketers and engineers are always coming up with smart ideas. Combine the two, and it’s a no-brainer, right? Wrong, You’re not going to develop a world-beater just because marketing says it’s time to launch something new.

“Customer focus is essential to getting a new product developed and delivered,” says Simon Bragg, research director at ARC Advisory Group of Sandy, England. Bragg stresses that customer focus doesn’t just mean thinking generically about customers while drawing up designs; it means actively talking to customers, bouncing ideas off them and inviting them to critique work in progress.

That’s easier said than done. “Depending on the product, the duration of time required to develop the product, and whether the product is for single or multiple customers, customer involvement will need to be carefully structured in order to provide maximum benefits for the development team,” warn Law Ireland, a project management consultant from Clarksville, Tenn., USA. So getting a representative mix of customers and putting time into thinking about what you’re going to ask them – and why – are smart strategies. Be cautious about ceding too much control: “Don’t let the customer drive the business parameters of the project, but instead have him or her focus on the product’s progress,” he says.

Disappointing the Customer
Don’t get railroaded into a project deadline that is too tight. Experts agree that this is a tough call – but are just as unanimous that management is about making tough calls.

Connie Luna, senior program controls manager with defense contractor Sierra Nevada Corp., Sparks, Nev., USA, says that when dates look too tight, a good relationship with customers (and top management) can go a long way to sugaring the pill. “With a good relationship in place, it is possible to have a dialogue that says, we can’t make it in 12 months but we can in 13,” she says. Even so, she concedes, “changing the time frame is a tough decision.”

When considering the people dimension – getting the project staffed by the people who will make the greatest contribution to a successful product launch – the trick is to recognize the extent to which new technology has freed people from being tied to a single place, says Eric Pavyer, vice president of global marketing at project management software firm Welcom Inc. of Houston, Texas, USA. “In years gone by, it was easier to have people in one place, because it make them easy to manage, and easier to communicate with,” he says. “Now, they can work anywhere.”

However, the smart project manager will always be cognizant of the dangers of distance, says Patrick Carluccio, PMP, a project manager at MDS Sciex, a Concord, Ontario, Canada-based manufacturer of mass spectrometers. “It’s important to avoid structuring a disjointed team where pockets of technical expertise work in isolation,” he says. “This can lead to a lack of critical cross-functional communications, resulting in schedule and cost overruns.”

More Isn’t Always Better
Don’t overlook the dangers of scope creep, either: In the drive to become flexible and agile in their approach to new product development, companies can run the risk of slipshod project management practices. “’Agile’ and ‘flexible’ are methodologies that have rigor and should not be considered loose approaches to new product development,” Ireland says.

At Sierra Nevada Corp., a vital tool in ensuring that doesn’t happen often is the “configuration control board,” an oversight group that is common to the defense industry, Luna says. “It sets the expectations for us and the customer and is how we manage our scope creep,” she says. “If a customer wants us to make changes, it makes the implications very evident.”

In other words, change at the beginning of the project is easier and less risky than change toward the end – although change at the end can help create that world-beater, if it’s thought through correctly. The question is , could any amount of agility and flexibility have turned the Ford Edsel into a Sony Walkman?

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