In-Process or Activity metrics are great for tracking Agile / Lean projects too. Indeed, for each team, before beginning any experiment they should set the minimum success or fail criteria. These criteria will set the benchmark for how the team will know whether their assumptions are supported by the evidence. In the end [...]
Examples of Anchored Scales for rating Development Projects on their pathway to technical and commercial success are: 1. Proprietary position2. Competencies and skills3. Complexity4. Access to external technology5. Manufacturing capability6. Customer and market need7. Market and brand recognition8. Distribution channels9. Customer strength10. Raw material supply11. Environment health and safety When using these anchored [...]
Examples of anchored scales for rating “Knowledge Building”, “Fuzzy Front End (FFE)” or “New Concept Development Model (NCD)” projects on their pathway to technical and commercial success follow. Fuzzy Front End (FFE) Activities can be segmented into 20 areas. Anchored Scale Metrics for each of these 20 Fuzzy Front End (FFE) Activities can [...]
The first level of tracking projects is the activity or in-process metrics. Reporting such metrics helps teams and management track and measure their progress. When ideas are generated, they have to be selected and reviewed. Each idea will have a number of untested assumptions that have to be transformed into knowledge. Each team’s [...]
Metrics Perspectives The “Metrics Perspectives” figure illustrates one way of looking at the different perspectives that metrics must provide. An immediate insight is that one is “looking at an elephant” as the seven blind men did in the fable. The key, as the various IRI metrics committees discovered, is to use metrics in [...]
Given that CTO’s are responsible for a portfolio mixed with incremental, next- generation, and breakthrough programs, several questions are raised: Which metrics are actually in use today? How have things changed since the TVP subcommittee conducted its survey in 1997? To answer these questions, 24 IRI Board members and ROR subcommittee chairpersons were [...]
As R&D organizations moved in the late 1990s to focus on true breakthrough innovation-- not just in technology per se but also in unique business models associated with the new products and services-- models like the TVP, as comprehensive as they were, were leaving a gap. This led to formation of an IRI [...]
Technology Value Pyramid Understanding the hierarchy concept led an IRI subcommittee in the late 1990s to define and organize an elaborate set of over 200 metrics into a Technology Value Pyramid (TVP). It was one of the most complete and comprehensively laid out set of R&D metrics available. The “Technology Value Pyramid” figure [...]
By the mid-1990s, as the focus turned to filling the gap in corporate new product and service pipelines, another metrics concept emerged on the scene. From an R&D perspective it came through the Environmental Health and Safety departments where the concept of a hierarchy of metrics evolved. This concept was derived from the [...]
Activity Metrics The “Activity Metrics” figure shows some of the activity-based metrics later developed by the same group, segmented by who was affected (consequence) and what was measured (an item internal or external to the R&D organization). This advance in measurements aided new stakeholders with quality or service interests. With these metrics they [...]
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