Product family master plan
| Line 2: | Line 2: | ||
__FORCETOC__ | __FORCETOC__ | ||
== Abstract == | == Abstract == | ||
| − | |||
When rationalizing or developing a new range of product projects (a platform), it is essential to get an overview of the entire product program. An overview should “''describe the structure of the product family and the variety with in the product family''” <ref>Developing product families based on architectures, First Edition, 2006 - </ref> | When rationalizing or developing a new range of product projects (a platform), it is essential to get an overview of the entire product program. An overview should “''describe the structure of the product family and the variety with in the product family''” <ref>Developing product families based on architectures, First Edition, 2006 - </ref> | ||
| − | This article clarifies how a | + | This article clarifies how a program manager in charge of a product family rationalization or development projects, can benefit from using a product family master plan (PFMP). The PFMP is a tool for visualizing a complete product family, and how customer specified requirements impact the product family. The PFMP describes the product family from three different perspectives – the customer view, the engineering view and the part view. A product family project manager can utilize this overview when deciding on how and where project resources should be focused. The PFMP overview yields a practical insight into where product modules should be developed, that can benefit the entire program of product projects depending on customer requirements. |
The process of developing a PFMP is dependent on a 7-step process, which guides and serves as a facilitator of discussion within the group. This forces the team to agree and have a common understanding on product terminology, product systems, modules etc. which in return greatly enhances communication between both team members and the project manager. The PFMP’s credibility is highly depended on the correctness of product details which is why it is of high importance, that it is developed in collaboration with key stakeholders, that bring important product knowledge to the table. | The process of developing a PFMP is dependent on a 7-step process, which guides and serves as a facilitator of discussion within the group. This forces the team to agree and have a common understanding on product terminology, product systems, modules etc. which in return greatly enhances communication between both team members and the project manager. The PFMP’s credibility is highly depended on the correctness of product details which is why it is of high importance, that it is developed in collaboration with key stakeholders, that bring important product knowledge to the table. | ||
| + | ====Purpose of article==== | ||
| + | The purpose of this article is to give a thorough insight into the possibilities and limitations of the PFMP as a tool for communication of similarity and variance. A program managers can use the proposed 7-step method to understand the similarity and individual variance of his product projects. The PFMP has mainly been used on product projects, but can in theory be applied on all kinds of projects without altering the approach. | ||
==Background and application== | ==Background and application== | ||
====Structure of this article==== | ====Structure of this article==== | ||
| − | + | *The first section of the article will discuss the theory supporting the PFMP as a tool for program management. The theory is separated into 3 different sup-areas, which contribute to the holistic understanding of the PFMP. Firstly the theory behind project communications management will be adressed, secondly the theory of platform management and lastly the theory revolving program management. | |
| + | *The second section will account for the 7-step process of developing a PFMP. The process steps will be presented with details on actual execution along with reflections on pitfalls, scoping, and general assumptions. | ||
| + | *The third section will describe the usability of the PFMP as a communication artifact, hereunder the limitations it holds under actual application and practical use. | ||
====Definitions and terminology==== | ====Definitions and terminology==== | ||
| Line 26: | Line 29: | ||
====Modular design==== | ====Modular design==== | ||
| − | ==== | + | ====Program management theory==== |
==7-step process to developing a PFMP== | ==7-step process to developing a PFMP== | ||
Revision as of 20:27, 20 February 2019
Developed by Daniel Vorting
Contents |
Abstract
When rationalizing or developing a new range of product projects (a platform), it is essential to get an overview of the entire product program. An overview should “describe the structure of the product family and the variety with in the product family” [1]
This article clarifies how a program manager in charge of a product family rationalization or development projects, can benefit from using a product family master plan (PFMP). The PFMP is a tool for visualizing a complete product family, and how customer specified requirements impact the product family. The PFMP describes the product family from three different perspectives – the customer view, the engineering view and the part view. A product family project manager can utilize this overview when deciding on how and where project resources should be focused. The PFMP overview yields a practical insight into where product modules should be developed, that can benefit the entire program of product projects depending on customer requirements.
The process of developing a PFMP is dependent on a 7-step process, which guides and serves as a facilitator of discussion within the group. This forces the team to agree and have a common understanding on product terminology, product systems, modules etc. which in return greatly enhances communication between both team members and the project manager. The PFMP’s credibility is highly depended on the correctness of product details which is why it is of high importance, that it is developed in collaboration with key stakeholders, that bring important product knowledge to the table.
Purpose of article
The purpose of this article is to give a thorough insight into the possibilities and limitations of the PFMP as a tool for communication of similarity and variance. A program managers can use the proposed 7-step method to understand the similarity and individual variance of his product projects. The PFMP has mainly been used on product projects, but can in theory be applied on all kinds of projects without altering the approach.
Background and application
Structure of this article
- The first section of the article will discuss the theory supporting the PFMP as a tool for program management. The theory is separated into 3 different sup-areas, which contribute to the holistic understanding of the PFMP. Firstly the theory behind project communications management will be adressed, secondly the theory of platform management and lastly the theory revolving program management.
- The second section will account for the 7-step process of developing a PFMP. The process steps will be presented with details on actual execution along with reflections on pitfalls, scoping, and general assumptions.
- The third section will describe the usability of the PFMP as a communication artifact, hereunder the limitations it holds under actual application and practical use.
Definitions and terminology
When and where to use the PFMP
Theory
Project communications management
According to PMI 28% of projects fail due to poor communication [2] and it is by far the biggest contributor to failing projects, as shown on figure 1. Every project needs effective direction, management, control and communication [3] and the maintenance of these are essential to the project's success. As an essential part of the PRINCE2 approach, an effective approach to manage communication flows to and from stakeholders is one of 4 essentials, that a successful management team should incorporate. A substantial part of developing good communications thus lies in ensuring that information flows to the involved project members as well as its stakeholders. This information flow is met through "development of artifacts and implementation of activities designed to achieve effective information exchange" [4].
Modular design
Program management theory
7-step process to developing a PFMP
The development of the PFMP can be broken down into 7 steps, that should be followed chronologically:
- Establish common terminology
- The customer view
- The engineering view
- The part view
- The part sharing matrix
- Attributes
- Cardinallity
The PFMP as a communication artefact
Limitations
Annotated bibliography
References
- ↑ Developing product families based on architectures, First Edition, 2006 -
- ↑ Results based on a January 2007 poll with 1007 respondent - PMI Net July 2007 page 19
- ↑ AXELOS AXELOS, (2017), Managing Successful Projects with PRINCE2, 6th Edition, The Stationery Office Ltd
- ↑ Project Management Institute (2017), A Guide to the Project Management Body of Knowledge (PMBOK guide), 6th Edition, Newton Square, PA: Project Management Institute
