My last article covered a scalable model for lean product development depending on the number of projects and technical objectives.
Let’s start with the foundational elements from this model:
A core team leader / project manager partnership can facilitate these objectives. The project manager provides the project management discipline and tools while the core team (and core team leader) is responsible for the overall success of the project.
Starting with project management (initiating, planning, executing, monitoring & controlling and closing), as the project progresses through these phases the team’s objective is to balance cost, scope and time while achieving overall good project quality.
Good project quality also means lean project management, where the project is run with minimal waste and customer value is maximized. This ties-back to the foundational elements listed above.
Ensuring resources are efficiently used, ensuring customer needs are understood and a solid basis for the business decision (to develop the product) could be facilitated, monitored and updated as key characteristics of the project. Also, any of the other elements of the scalable model can be added if needed: resource management, product cost and margin estimation, phase and gate structure, project governance, etc..
Note that a facilitated, team-based approach complements both the project and development process objectives. Also note a project manager with additional facilitation skill sets (design for six sigma, systems engineering and product life cycle process) can be even more effective ensuring a successful product development team effort.