ppm software for product development: how and when to kill projects
TRANSCRIPT
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Stage-Gate® and Innovation Performance Framework® are registered trademarks of Stage-Gate Inc.
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4
Cooper, Winning at New Products (4th Edition).
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Project Rank (Priority
Level)
Total Project
Score
Portfolio
Balance Factor
Adjusted Total
Project Score
Soya-44 1 80 1.10 88
Encapsulated 2 82 1.00 82
Legume N-2 3 70 1.10 77
Spread-Ease 4 75 1.00 75
Charcoal-
Base
5 80 0.90 72
Projects on
Hold
N2-Fix 1 80 1.00 80**
Slow-Release 2 70 1.10 77*
Multi-Purpose 3 75 .90 68
etc.. etc..
(Target = 30%)
(Target = 10%)(Target = 20%)
New Products19.0%
Improvements37.0%
Maintenance/Fixes22.0%
Cost Reductions15.0%
Fund. Research7.0%
(Target = 30%)
(Target = 10%)
By Project Type
Pro
bab
ilit
y o
f T
ech
nic
al
Su
ccess
Reward (NPV)
High
$10 M 8 6 4 2 0
Pearls Bread and Butter
OystersWhite
Elephants
Soya-44
Encapsulated
Legume
N-2
Spread-Ease
Charcoal-
Base
Slow-Release
Version 4
A
B
C
D
Vigor-B
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Idea-to-LaunchProcess Management
PortfolioManagement
IdeaManagement
InnovationStrategy
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1. The point of killing projects early in the gated process is to save time, money, and resources – the goal is getting successful products to market NOT the preparing project deliverables for gate meetings
2. Evaluation criteria for both the gate and the portfolio check should be balanced based on your innovation strategy and product roadmaps, NOT solely focused on financials
3. Having the right resources available at the right time is critical to the go/kill decision – no resources, no go
4. To improve portfolio performance and reduce time and cost associated with gate preparation, consider Stage-Gate Ready certified software to streamline your gated commercialization process
Key Takeaways to Kill with Confidence
