Critical Success Factors for Rapid, Innovative Solutions€¦ · Findings: Early Concept...
Transcript of Critical Success Factors for Rapid, Innovative Solutions€¦ · Findings: Early Concept...
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Critical Success Factors
for
Rapid, Innovative Engineering Solutions*
Presented by
Jo Ann Lane
University of Southern California
NDIA Systems Engineering Conference
October 2011 Based upon research conducted by: Dr. Jo Ann Lane, Dr. Barry Boehm, Dr. Mark Bolas, Dr. Azad Madni, and Dr. Richard Turner
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Innovation in Engineering
• Definition of innovation (Merriam-Webster): a new idea, method, or device
• Combines science and art ▫ Make the strange familiar (science) ▫ Make the familiar strange (art)
• Innovations that have recently matured ▫ Transportation ▫ Televisions ▫ Personal computer ▫ Cell phones/mobile devices
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Make the strange familiar Make the familiar strange
http://donaldsweblog.blogspot.com/2009/06/beam-me-up.html
http://memory-alpha.org/wiki/Replicator
http://www.motherboard.tv/2010/9/11/this-seems-to-be-on-purpose-when-we-realized-what-was-happening-on-9-11-video
http://www.starpulse.com/Television/MacGyver/Pictures/
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Today’s Innovation Challenges
• Quick start programs
▫ Premium on early delivery
▫ Perceived as “behind schedule” at the start
• Little time for exploration and innovation
• Results in “yesterday’s solutions” for tomorrow’s systems
• How to encourage rapid innovation given constraints
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Innovation Space
• Competing and working on the edge using structure chaos
• Problem solving across a group exhibits a Gaussian distribution ▫ Some bad ▫ Some good ▫ A lot within the norm
• “Goodness” and “badness” often ▫ Subjective ▫ Requires further investigation
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Innovation areas
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Example: Using an Egg to Understand
Innovation*
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Tendency is to focus on The norm and chop off the potential innovative
ideas…
* Faste, Rolf, “A Visual Essay on Invention and Innovation, Design Management Journal, Spring 1995.
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Innovation space (continued)
• “Can-do” teams must be able to
▫ Experiment and have self-adapting processes
▫ Re-organize to deal with new information
▫ Learn and create options
▫ Be mission/vision driven
▫ Have “just enough” process
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Apollo 13: Innovation in the box http://ic-pod.typepad.com/design_at_the_edge/2007/06/the-last-judgem.html
Henry Ford quote http://info.topcoder.com/blog/bid/35817/How-Necessity-Drove-Mobile-Innovation-and-Reshaped-the-Web
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Organizations Contributing to Research
• Plus a commercial rapid development company
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University of Southern California
Concept Design Center
Futures Lab
Skunk Works
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Areas Probed
• Type/scope of rapid, innovative projects
• Processes used to foster rapid innovation
• Methods/methodologies used
• Product characteristics
• Tools to support rapid innovation
• People/team characteristics
• Workspace environment
• Organizational key success factors
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Findings
• Early concept exploration and feasibility assessment
• Value-adding tools
• The right people
• Supportive work environment
• Proactive management
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Findings: Early Concept Exploration
and Feasibility Assessment
• Investment in innovation environment
▫ Include responsible play
▫ Focus on team rewards
▫ Use both science and art
▫ Make it OK to fail
▫ Leapfrog
▫ Multi-sourcing
• Root cause analysis of customer problem
• Reality confrontation
• Customer or sponsor commitment and participation
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Findings: Value-Adding Tools
• Tools are required
▫ Must be the right tools
▫ Users must be experienced with tools
• Tools don’t need to be the best or most sophisticated
• More often, it is the simple, stable tools that work best
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Findings: The Right People
• Empower the best
• Enable holistic concurrency
• Identify a keeper of the “holy vision”
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Findings: Supportive Work Environment
• Large, unstructured open space to encourage
▫ Collaboration
▫ Experimentation
• People frequently tapped for intense rapid-response effort require help with outside lives
▫ Rewards
▫ Family, external commitments
• Innovation eludes overly-stressed people
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Findings: Proactive management
• Believes in small agile teams
• Provides a culture that supports innovation
• Encourages responsible “play” to investigate candidate solutions
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Technical specialists confer about a study in progress at a Concept Design Center facility. http://www.aero.org/publications/crosslink/winter2001/01.html
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Summary of Contributions by Organization
Contributing Organizations
Findings Area A
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Early Concept Exploration and Feasibility Assessment
Value-Adding Tools
The Right People
Supportive Work Environment
Proactive Management
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Conclusions and Implications Going Forward
• Successful innovative organizations
▫ Driven by business value and invest accordingly
▫ Exploit opportunities
▫ Follow concurrent engineering practices to accelerate cycle times
▫ Focus on core business areas
• Innovation at work: http://wimp.com/robotbird
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