Module Product Families and Generic Developments
by
Gerrit Muller
HBV-NISE
e-mail:
www.gaudisite.nl
Abstract
This module addresses product families and generic developments.
Distribution
This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.
October 19, 2014
status:
preliminary
draft
Product Families and Generic Aspects
by
Gerrit Muller
Buskerud University College
e-mail:
www.gaudisite.nl
Abstract
Most products fit in a larger family of products. The members of such a product
family share a lot of functionality and features. It is attractive to share
implementa-tions, designs et cetera between those members to increase the efficiency of the
entire company.
In practice many difficulties pop up when product developments become coupled,
due to the partial developments which are shared. This article discusses the
advantages and disadvantages of a family approach based on shared
develop-ments and provides some methods to increase the chance on success.
Distribution
This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.
October 19, 2014
status: concept
version: 2.3
sales logistics productionservice presales in fo rm ati on o rd er p ro d uc t $ $ su p po rt N e ed s an d fe ed ba ck T ec hn ic al p ro d uc t D ocu m e n ta tio n C us to m e r ro ad m a p B us in e ss dri ve rs p ro d uc t ro ad m a p T ec hn olo gy , P ro c es s a n d P eo ple ro ad m a ps pe o ple T ec hn olo g y P ro c es s B ud g ets b ud ge t, p la n P ro du ct re la te d pro ce sse s p eo ple T ec hn olo gy P ro ces s peop le Te chno log y Pro ce ss p ro d uc t, g en eri cs ro a dm a p b ud g et, p la n ge n er ic s Value Fe edback Customer-Oriented Process $$
sales logistics productionservice presales
Product Creation Process Policy and
Planning Process
People, Process, and Technology Management Process Shared Assets Creation Process
customer P ro du ct N ee d s a nd f ee db ac k material N ee ds & fe ed ba ck N e ed s & fe e db ac k
Typical Examples of Generic Developments
Platform
Common components
Standard design
Framework
Family architecture
Generic aspects, functions, or features
Reuse
Products (in project environment)
Product Families and Generic Aspects
3
Gerrit Muller
version: 2.3
October 19, 2014 GDnames
Claimed Advantages of Generic Developments
Reduced time to market
Reduced cost per function
Improved quality
Improved reliability
Improved predictability
Easier diversity management
Increases uniformity
Employees only have to understand one base system
Larger purchasing power
Means to consolidate knowledge
Increase added value
Enables parallel developments of multiple products
“Free” feature propagation
building on shared components
build every function only once
maturing realization
modularity
less learning
economy of scale
not reinventing existing functionality
product-to-product or project-to-project
Product Families and Generic Aspects
4
Gerrit Muller
version: 2.3
October 19, 2014 GDclaims
Experiences with reuse, from counterproductive to effective
good
reduced time to market
reduced investment
reduced (shared) maintenance cost
improved quality
improved reliability
easier diversity management
understanding of one base system
improved predictability
larger purchasing power
means to consolidate knowledge
increase added value
enables parallel developments
free feature propagation
bad
longer time to market
high investments
lots of maintenance
poor quality
poor reliability
diversity is opposed
lot of know how required
predictable too late
dependability
knowledge dilution
lack of market focus
interference
but integration required
Product Families and Generic Aspects
5
Gerrit Muller
version: 2.3
October 19, 2014 SWRexperiences
Successful examples of reuse
homogeneous domain
hardware dominated
limited scope
cath lab
MRI
television
waferstepper
car
airplane
shaver
television
audio codec
compression library
streaming library
Product Families and Generic Aspects
6
Gerrit Muller
version: 2.3
October 19, 2014 SWRsuccessful
Limits of successful reuse
poor/slow response on paradigm shifts
TV: LCD screens
cath lab: image based acquisition control
struggle with integration/convergence with other domains
TV: digital networks and media
cath lab: US imaging, MRI
software maintenance, configurations, integration, release
MRI: integration and test
wafersteppers: number of configurations
ho
w
to
in
no
va
te
?
Product Families and Generic Aspects
7
Gerrit Muller
version: 2.3
October 19, 2014 SWRlimits
Drivers for Generic Developments
Customer value
Internal benefits
application adaptability
availability variations
new features originating
from different products
timely availability
reliability
increase economy
of scale
asset creation
availability of accumulated
feature set
design for
configurability
shared architectural
framework
quality increase
maturity
predictability
availability integrated
base product
Extro
vert
drive
r
Intro
vert
drive
r
Product Families and Generic Aspects
8
Gerrit Muller
version: 2.3
October 19, 2014 GDdrivers
Granularity of generic developments shown in 2 dimensions
actual integration level
system
component
in
te
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Delegated integration
Shared integration
EV
R/F
Product Families and Generic Aspects
9
Gerrit Muller
version: 2.3
October 19, 2014 GDgranularity
Modified Process Decomposition
customer
Customer-Oriented Process
Product Creation Process
Policy and
Planning Process
People, Process, and Technology Management Process
Shared Assets Creation Process
ge
n
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as
se
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P
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Product Families and Generic Aspects
10
Gerrit Muller
version: 2.3
October 19, 2014 GDprocessDecompositionFamily
Financial Viewpoint on Process Decomposition
customer
sales logistics production service presales ge n er ic s P eo p le Te ch n o lo gy P ro ce ss P eo p le Te ch n o lo gy P ro ce ss P eo p le Te ch n o lo gy P ro ce ss In fo rm at io n O rd er P ro d u ct $ $ Su p p o rt B u d ge t, p la n P ro d u ct ro ad m ap N ee d s an d Fe ed b ac k Te ch n ical P ro d u ct D o cu m en tati o n P ro d u ct r el at ed p ro ce ss es P ro d u ct g en er ic s ro ad m ap B u d ge t, p la n B u si n es s D ri ve rs C u st o m er R o ad m ap Te ch n o lo gy , P ro ce ss an d P eo p le r o ad m ap s B u d ge ts $$
Manag
ement
Tomor
row's C
ashflo
w
Strate
gic As
set
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ation
Assets
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ow ge
neratio
n
P ro d u c t N e e d s a n d f e e d b a c k materialProduct Families and Generic Aspects
11
Gerrit Muller
version: 2.3
October 19, 2014 GDprocessDecompositionFamilyByValue
Value and Feedback Flow
sales logistics production service presales in fo rm a ti o n o rd e r p ro d u c t $ $ s u p p o rt N e e d s a n d fe e d b a c k T e c h n ic a l p ro d uc t Do c u m e n ta ti o n C u s to m e r ro a d m a p B u s in e s s d ri v e rs p ro d u c t ro a d m a p T e c h n o lo g y , P ro c e s s a n d P e o p le r o a d m a p s p e o p le T e c h n o lo g y P ro c e s s B u d g e ts b u d g e t, p la n P ro d u c t re la te d p ro c e s s e s p e o p le T e c h n o lo g y P ro c e s s p e o p le T e c h n o lo g y P ro c e s s p ro d u c t, g e n e ri c s ro a d m a p b u d g e t, p la n ge n er ic s
V
a
lu
e
F
e
e
d
b
a
ck
Customer-Oriented Process
$$ sales logistics production service presalesProduct Creation Process
Policy and
Planning Process
People, Process, and Technology Management Process
Shared Assets Creation Process
customer
P ro d u c t N e e d s a n d f e e d b a c k material N e e d s & fe e d b a c k N e e d s & fe e d b a c kProduct Families and Generic Aspects
12
Gerrit Muller
version: 2.3
October 19, 2014 GDprocessDecompositionFamilyPlusFlow
Modified Operational Organization PCP
subsystem
developers
entire
portfolio
product
family
single
product
sub-system
module
project
leader
platform
component
project
leader
component
developers
platform
architect
component
architect
platform
manager
component
manager
platform
component
portfolio
operational
manager
family
operational
manager
single product
project
leader
subsystem
project
leader
operational
portfolio
architect
family
architect
product
architect
subsystem
architect
technical
portfolio
marketing
manager
family
marketing
manager
product
manager
commercial
Product Families and Generic Aspects
13
Gerrit Muller
version: 2.3
October 19, 2014 GDoperationalOrganization
Propagation Delay Platform Feature to Market
feature 1
feature 2
Platform integration
test
Re
le
as
e
Product integration
product feature 1
product feature 2
test
Re
le
as
e
Product Families and Generic Aspects
14
Gerrit Muller
version: 2.3
October 19, 2014 GDpropagationDelay
Sources of Failure in Generic Developments
Technical
• Too generic
• Innovation stops
(stable interfaces)
• Vulnerability
Process/People/Organization
• Forced cooperation
• Time platform feature to market
• Unrealistic expectations
• Distance platform developer to customer
• No marketing ownership
• Bureaucratic process (no flexibility)
• New employees, knowledge dilution
• Underestimation of platform support
• Overstretching of product scope
• Nonmanagement, organizational scope increase
• Underestimation of integration
• Component/platform determines business policy
• Subcritical investment
Product Families and Generic Aspects
15
Gerrit Muller
version: 2.3
October 19, 2014 GDpitfalls
Models for Generic Development
platform
lead customer
carrier product
technology push
direct feedback
too specific?
product feedback
product specific?
policy and
planning
customer
supplying business
Product Creation Process
customer oriented process
(sales, service, production)
people and technology management process
create generic components
feedback problem
too generic
no feedback
Product Families and Generic Aspects
16
Gerrit Muller
version: 2.3
October 19, 2014 GDmodels
Exercise Generic Developments
What are the top 3 benefits for your product family or generic development?
What are the top 3 disadvantages?
Exercise Product Families and Generic Developments
17
Gerrit Muller
version: 2.3
October 19, 2014 MPFexercise
Roadmap Creation
Contradicting Experiences
good
reduced time to market
reduced investment
reduced (shared) maintenance cost
improved quality
improved reliability
easier diversity management
understanding of one base system
improved predictability
larger purchasing power
means to consolidate knowledge
increase added value
enables parallel developments
free feature propagation
bad
longer time to market
high investments
lots of maintenance
poor quality
poor reliability
diversity is opposed
lot of know how required
predictable too late
dependability
knowledge dilution
lack of market focus
interference
but integration required
Drivers
Customer value
Internal benefits
application adaptability
availability variations
new features originating from different products
timely availability reliability increase economy of scale asset creation availability of accumulated feature set design for configurability shared architectural framework quality increase maturity predictability availability integrated base product Extrovert driver Introvert driver
Shared Asset Creation Process
customerCustomer-Oriented Process
Product Creation Process Policy and
Planning Process
People, Process, and Technology Management Process Shared Assets Creation Process
ge n er ic as se ts P eo p le Te ch n o lo gy P ro ce ss P eo p le Te ch n o lo gy P ro ce ss P eo p le Te ch n o lo gy P ro ce ss In fo O rd er P ro d u ct $ $ Su p p o rt B u d ge t, p la n P ro d u ct ro ad m ap N ee d s & Fe ed b ac k Te ch n ic al P ro d u ct D o c. P ro d u ct -re la te d p ro ce ss es G en er ic a ss et s ro ad m ap B u d ge t, p la n B u si n es s D ri ve rs C u st o m er R o ad m ap Te ch n o lo gy , P ro ce ss , an d P eo p le r o ad m ap s B u d ge ts $$ P ro d u c t n e e d s a n d f e e d b a c k material N ee d s & Fe ed b ac k N ee d s & Fe ed b ac k
Longer Chains
sales logistics production service
presales in fo rm a ti o n o rd e r p ro d u c t $ $ s u p p o rt N e e d s a n d fe e d b a c k T e c h n ic a l p ro d u c t D o c u m e n ta ti o n C u s to m e r ro a d m a p B u s in e s s d ri v e rs p ro d u c t ro a d m a p T e c h n o lo g y , P ro c e s s a n d P e o p le r o a d m a p s p e o p le T e c h n o lo g y P ro c e s s B u d g e ts b u d g e t, p la n P ro d u c t re la te d p ro c e s s e s p e o p le T e c h n o lo g y P ro c e s s p e o p le T e c h n o lo g y P ro c e s s p ro d u c t, g e n e ri c s ro a d m a p b u d g e t, p la n ge n er ic s Va lue Fe ed ba ck Customer-Oriented Process $$
sales logistics production service
presales
Product Creation Process Policy and
Planning Process
People, Process, and Technology Management Process Shared Assets Creation Process
customer P ro d u c t N e e d s a n d f e e d b a c k material N e e d s & fe e d b a c k N e e d s & fe e d b a c k
Exercise Product Families and Generic Developments
18
Gerrit Muller
version: 2.3
Some Architecting Means
Organizational Complexity
subsystem developers entire portfolio product family single product sub-system module project leader platform component project leader component developers platform architect component architect platform manager component manager platform component portfolio operational manager family operational manager single product project leader subsystem project leader operational portfolio architect family architect product architect subsystem architect technical portfolio marketing manager family marketing manager product manager commercialDelay to Market
feature 1 feature 2 Platform integration test Rele ase Product integration product feature 1 product feature 2 test Rele asePitfalls
Technical • Too generic • Innovation stops (stable interfaces) • Vulnerability Process/People/Organization • Forced cooperation• Time platform feature to market • Unrealistic expectations
• Distance platform developer to customer • No marketing ownership
• Bureaucratic process (no flexibility) • New employees, knowledge dilution • Underestimation of platform support • Overstretching of product scope
• Nonmanagement, organizational scope increase • Underestimation of integration
• Component/platform determines business policy • Subcritical investment
Successful and Failing Models
platform
lead customer
carrier product
technology push
direct feedback too specific? product feedback product specific? policy and planning customer supplying businessProduct Creation Process
customer oriented process
(sales, service, production)
people and technology management process
create generic components feedback problem
too generic no feedback
Exercise Product Families and Generic Developments
19
Gerrit Muller
version: 2.3
