更有效的产品管理(英文)

NewProblems,NewSolutions:MakingPortfolioManagementMoreEffectiveWORKINGPAPERNo:9Authors:Dr.RobertG.CooperDr.ScottJ.EdgettDr.ElkoJ.KleinschmidtThisarticlewaspublishedinResearchTechnologyManagement(IndustrialResearchInstitute,Inc.)Volume43,Number2,2000.AmembercompanyoftheProductDevelopmentInstitute34StoneChurchRoadSuite111Ancaster,OntarioL9K1P4Canada(905)304-8797Fax:[phone]©2000ProductDevelopmentInstituteNewProblems,NewSolutionsMakingPortfolioManagementMoreEffective©Copyright2000ProductDevelopmentInstitute1NewProblems,NewSolutions:MakingPortfolioManagementMoreEffectiveTherearetwowaysforabusinesstosucceedatnewproducts:doingprojectsright,anddoingtherightprojects.Mostnewproductprescriptionsfocusonthefirstroute–forexampleoneffectiveprojectmanagement,usingcross-functionalteams,andbuildinginthevoiceofthecustomer.Portfoliomanagement,thetopicofthisarticle,focusesonthesecondroute,namelyondoingtherightprojects.Inspiteofallthehypearoundthetopicofportfoliomanagement,andthemyriadportfoliomethodsproposed,managershaveidentifiedmajorproblemsandhaveraisedseriousconcernsabouttheeffectivenessofportfoliotechniques.Thisarticlereportstheresultsofcontinuingresearchintoportfoliomanagementpracticesandresults:ithighlightssomeoftheproblems,andofferssometentativesolutions–solutionsthathavebeenwitnessedintypicalfirmsastheytrytoaddresstheissueofpickingtherightprojects(seeboxinsert).PortfolioManagementisVital,ButFlawedPortfoliomanagementisfundamentaltosuccessfulnewproductdevelopment.Portfoliomanagementisaboutresourceallocation-howyourbusinessspendsitscapitalandpeopleresources,andwhichdevelopmentprojectsitinvestsin.Portfoliomanagementisalsoaboutprojectselection-ensuringthatyouhaveasteadystreamofbignewproductwinners!Andportfoliomanagementisaboutstrategy:itisonemethodbywhichyouoperationalizeyourbusiness’sstrategy.Recentyearshavewitnessedaheightenedinterestinportfoliomanagement,notonlyinthetechnicalcommunity,butintheCEO’sofficeaswell.AccordingtoourrecentsurveyofIRImembers,portfoliomanagementhasgainedprominenceforanumberofreasons[3]:†Financial–tomaximizereturnonR&Dandtechnologyspending†Tomaintainthebusiness’scompetitiveposition†Toproperlyallocatescarceresources†Toforgethelinkbetweenprojectselectionandbusinessstrategy†Toachieveastrongerfocus†Toyieldtherightbalanceofprojectsandinvestments†Tocommunicateprojectprioritiesbothverticallyandhorizontallywithintheorganization†Toprovidegreaterobjectivityinprojectselection.ResearchintoPortfolioManagementThisarticlereportsthefindingsofacontinuingresearchinvestigationintoportfoliomanagementpracticesandperformances,doneinpartwithIRI-membercompanies.PartIofthestudylookedat35leadingfirms’portfoliomanagementapproaches,andwasreportedinthisjournal[1].PartIIconsideredamuchlargersampleofcompanies(205businesses),andwasabletocorrelateperformanceresultsversusmethodsused[2].PartIIIoftheresearch,reportedhere,probessomeofthedifficultiesuncoveredinportfoliomanagement,andwhatsomecompaniesaredoingtoaddressthesedifficulties.The30companiesinPartIIIweredeliberatelychosen,basedonpriorknowledgeoftheirapproachesandthefactthattheywereactivelyaddressingportfoliomanagementissues.Furthertheyaremorerepresentativeofindustryatlarge(typicalcompanies,asopposedtoPartI,whichfocusedonleadingfirmsonly).Theresearchiscasestudyinnature(i.e.,interviewswithmanagementinthefirms).NewProblems,NewSolutionsMakingPortfolioManagementMoreEffective©Copyright2000ProductDevelopmentInstitute2Theproblemisthateffectiveportfoliomanagementhasproventobeanelusivegoalformanybusinesses.Managementratedtheeffectivenessoftheirprojectselectionandportfoliomanagementmethods,andtheresultsareprovocative[4](Figure1):•Portfoliomethodsinuseweregivenhighmarksforensuringstrategicalignment–thatR&Dspendingandprojectsundertakenareconsistentwiththebusiness’sstrategy•Portfoliomethodsalsofaredwellintermsofselectinghighvalueprojects•Butportfoliomethodswereratedmuchweakerintermsof:†Havingtherightnumberofprojects(therearefartoomanyprojectsinmostbusiness’sportfolios)†Promotingtimelycompletionofprojects(thereisgridlockinthepipeline)†Havingtherightbalanceofprojects(toomanyminor,incrementalprojects).NotethemajorsignificantdifferencesinFigure1betweentheBestandWorstperformers:clearlyanumberofcompaniesarestrugglingwiththeirportfolios,whileaminorityseemtohaveitright!withbusiness'sobjectivesveryhighvalueprojectsthebusiness'sstrategyontime(nogridlock)balanceofprojectsnumberofprojectsPoorExcellentBusinesseswerecategorizedinto3groups:Best,WorstandAll.BestandWorstaretopandbottom20%intermsoftheirportfolioperformance.Source[4].AlldifferencesbetweenBestandWorstaresignificantatthe0.001level.Performancemetricsarerank-orderedaccordingtomeanscores(highestmeanscoresattopoffigure.Figure1:Businesses'portfolioperformanceresultsareonaveragefairlygoodacrosssixkeymetrics.Butthereexistweaknessesintermsoftoomanyprojects,pipelinegridlock,andtherightbalanceofprojects.AlsotherearemajordifferencebetweentheBestversustheWorstperformers.ProjectsarealignedPortfoliocontainsSpendingreflectsProjectsaredonePortfoliohasgoodPo