Module Product Families and Generic Developments

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1 Module Families and Generic Developments by Gerrit Muller HBV-NISE Abstract This module addresses families and generic developments. Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged. status: preliminary draft version: 1.2

2 by Gerrit Muller Buskerud University College Abstract Most s fit in a larger family of s. The members of such a family share a lot of functionality and features. It is attractive to share implementations, designs et cetera between those members to increase the efficiency of the entire company. In practice many difficulties pop up when developments become coupled, due to the partial developments which are shared. This article discusses the advantages and disadvantages of a family approach based on shared developments and provides some methods to increase the chance on success. customer Customer Business drivers information order support Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged. status: concept Policy and Planning, and People s Budgets, generics budget, plan budget, plan Needs and feedback Needs and feedback presales sales logistics ion service material Customer-Oriented feedback generics Technical Documentation Creation Shared Assets Creation feedback people people related processes people People,, and Management Value

3 Typical Examples of Generic Developments Platform Common s Standard design Framework Family ure Generic aspects, functions, or features Reuse s (in project environment) 3 Gerrit Muller GDnames

4 Claimed Advantages of Generic Developments Reduced time to market Reduced cost per function Improved quality Improved reliability Improved predictability Easier diversity management Increases uniformity Employees only have to understand one base system Larger purchasing power Means to consolidate knowledge Increase added value Enables parallel developments of multiple s Free feature propagation building on shared s build every function only once maturing realization modularity economy of scale not reinventing existing functionality -to- or project-to-project less learning 4 Gerrit Muller GDclaims

5 Experiences with reuse, from counterive to effective bad longer time to market high investments lots of maintenance poor quality poor reliability diversity is opposed lot of know how required predictable too late dependability knowledge dilution lack of market focus interference but integration required good reduced time to market reduced investment reduced (shared) maintenance cost improved quality improved reliability easier diversity management understanding of one base system improved predictability larger purchasing power means to consolidate knowledge increase added value enables parallel developments free feature propagation 5 Gerrit Muller SWRexperiences

6 Successful examples of reuse homogeneous domain hardware dominated cath lab MRI television waferstepper car airplane shaver television limited scope audio codec compression library streaming library 6 Gerrit Muller SWRsuccessful

7 Limits of successful reuse struggle with integration/convergence with other domains how to innovate? TV: digital networks and media cath lab: US imaging, MRI poor/slow response on paradigm shifts TV: LCD screens cath lab: image based acquisition control software maintenance, configurations, integration, release MRI: integration and test wafersteppers: number of configurations 7 Gerrit Muller SWRlimits

8 Drivers for Generic Developments Customer value Extrovert driver application adaptability availability variations new features originating from different s timely availability availability of accumulated feature set design for configurability shared ural framework Internal benefits Introvert driver reliability asset creation increase economy of scale quality increase predictability availability integrated base maturity 8 Gerrit Muller GDdrivers

9 Granularity of generic developments shown in 2 dimensions system Delegated integration EV R/F module intended integration level CV MIP Generator flat detector EVM CCD Shared integration actual integration level module system 9 Gerrit Muller GDgranularity

10 Modified Decomposition customer Policy and Planning Creation generic assets Shared Assets Creation Customer-Oriented People Info Order Generic assets Budget, plan Budget, plan Technical Doc. related processes Customer Roadmap Business Drivers,, and People s Budgets needs and feedback Support material People People People,, and Management 10 Gerrit Muller GDprocessDecompositionFamily

11 Financial Viewpoint on Decomposition customer Customer Roadmap, and People s Business Drivers Management Budgets generics Budget, plan Budget, plan Needs and feedback material Needs and generics Information presales Order sales logistics ion service Technical Documentation Tomorrow's Cashflow Strategic Asset Generation People related processes People Cashflow generation People Support Assets 11 Gerrit Muller GDprocessDecompositionFamilyByValue

12 Value and Flow customer Customer Business drivers information order support Policy and Planning, and People s Budgets, generics budget, plan budget, plan presales Needs and feedback sales logistics ion service Technical Documentation related processes people people people Needs and feedback generics Creation feedback material Shared Assets Creation Customer-Oriented Value feedback People,, and Management 12 Gerrit Muller GDprocessDecompositionFamilyPlusFlow

13 Modified Operational Organization PCP entire portfolio family single module project leader project leader operational developers portfolio operational family operational single project leader project leader developers technical portfolio family commercial portfolio marketing family marketing 13 Gerrit Muller GDoperationalOrganization

14 Propagation Delay Platform Feature to Market feature 2 integration feature 1 test Release Platform integration test Release feature 1 feature 2 14 Gerrit Muller GDpropagationDelay

15 Sources of Failure in Generic Developments Technical /People/Organization Too generic Innovation stops (stable interfaces) Vulnerability Forced cooperation Time feature to market Unrealistic expectations Distance developer to customer No marketing ownership Bureaucratic process (no flexibility) New employees, knowledge dilution Underestimation of support Overstretching of scope Nonmanagement, organizational scope increase Underestimation of integration Component/ determines business policy Subcritical investment 15 Gerrit Muller GDpitfalls

16 Models for Generic Development supplying business customer policy and planning customer oriented process (sales, service, ion) lead customer direct feedback too specific? Creation carrier feedback specific? create generic s people and technology management process technology push feedback problem too generic no feedback 16 Gerrit Muller GDmodels

17 Exercise Generic Developments What are the top 3 benefits for your family or generic development? What are the top 3 disadvantages? Exercise Families and Generic Developments 17 Gerrit Muller MPFexercise

18 Roadmap Creation Contradicting Experiences Drivers bad longer time to market high investments lots of maintenance poor quality poor reliability diversity is opposed lot of know how required predictable too late dependability knowledge dilution lack of market focus interference but integration required good reduced time to market reduced investment reduced (shared) maintenance cost improved quality improved reliability easier diversity management understanding of one base system improved predictability larger purchasing power means to consolidate knowledge increase added value enables parallel developments free feature propagation Customer value Extrovert driver Internal benefits Introvert driver application adaptability availability variations new features originating from different s timely availability reliability asset creation increase economy of scale availability of accumulated feature set design for configurability shared ural framework quality increase predictability availability integrated base maturity Shared Asset Creation customer Longer Chains customer Customer Roadmap Business Drivers Info Order Support information order support Policy and Planning,, and People s Customer Business drivers Budgets Generic assets Budget, plan Budget, plan needs and feedback material Creation generic assets Shared Assets Creation Customer-Oriented Technical Doc. People related processes People People Policy and Planning, and People s Budgets, generics budget, plan budget, plan Needs and feedback Needs and feedback generics presales sales logistics ion service Customer-Oriented Technical Documentation Creation feedback Shared Assets Creation feedback material people Value related processes people people People,, and Management People,, and Management Exercise Families and Generic Developments 18 Gerrit Muller

19 Some Architecting Means Organizational Complexity Delay to Market entire portfolio family single project leader project leader operational portfolio operational family operational single project leader project leader technical portfolio family commercial portfolio marketing family marketing feature 1 integration Platform integration test feature 1 feature 2 Release test Release module developers developers feature 2 Pitfalls Technical /People/Organization Successful and Failing Models Too generic Innovation stops (stable interfaces) Vulnerability Forced cooperation Time feature to market Unrealistic expectations Distance developer to customer No marketing ownership Bureaucratic process (no flexibility) New employees, knowledge dilution Underestimation of support Overstretching of scope Nonmanagement, organizational scope increase Underestimation of integration Component/ determines business policy Subcritical investment supplying business policy and planning customer Creation create generic s customer oriented process (sales, service, ion) people and technology management process lead customer carrier technology push direct feedback too specific? feedback specific? feedback problem too generic no feedback Exercise Families and Generic Developments 19 Gerrit Muller

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