product management capstone project

SPJ PM: Product Management Capstone Case Study

The Product Management Capstone project will give you an opportunity to apply the concepts and learning in the Certification Program in Product Management. Through dedicated guidance sessions from SP Jain faculty, you’ll learn how to solve real-world, industry-aligned case studies.

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Course Overview

Course curriculum, course content, spj pm: product management capstone project, lesson 01: introduction, 1.01 introduction, +44 20 3627 9615, why online bootcamp.

• Develop skills for real career growth Cutting-edge curriculum designed in guidance with industry and academia to develop job-ready skills
• Learn from experts active in their field, not out-of-touch trainers Leading practitioners who bring current best practices and case studies to sessions that fit into your work schedule.
• Learn by working on real-world problems Capstone projects involving real world data sets with virtual labs for hands-on learning
• Structured guidance ensuring learning never stops 24x7 Learning support from mentors and a community of like-minded peers to resolve any conceptual doubts

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Professional Certificate in Product Management

Build product management skills that will open doors to unprecedented opportunities

Get Your Brochure

May 1, 2024

6 months, online 15-20 hours per week

PROGRAM FEE

US$6,950 US$6,394 and get US$695 off with a referral

For Your Team

Enroll your team and learn with your peers

Learn together with your colleagues

Participants report that enrolling in a program with colleagues fosters collaborative learning and amplifies their impact.

Please provide your details to get more information about the group-enrollment pricing.

The benefit of learning together with your friend is that you keep each other accountable and have meaningful discussions about what you're learning.

Congratulations!

Based on the information you provided, your team is eligible for a special discount, for Professional Certificate in Product Management starting on May 1, 2024 .

We’ve sent you an email with enrollment next steps. If you’re ready to enroll now, click the button below.

Develop Future-Ready Skills Today

Emeritus is collaborating with Kellogg Executive Education to help you build future-ready skills. Enroll before and get up to 8% tuition assistance to set yourself up for professional success.​

Application Details

Program fee, us$6,950 us$6,394.

Explore financing options available for this program. Learn More

Program Overview

Product management has evolved rapidly over the last two years, as companies have responded to pandemic-driven shifts by expanding their platform-based and digital product offerings. That evolution has led to an increased demand for skillful product managers across all industries, and global powerhouses like Google, Tesla, Adobe, Salesforce, Apple and Meta, are focused on hiring them.

This intensified emphasis on product management is why the role itself is growing, with many product managers becoming direct owners of P&L in their companies. But all of this transformation—within the industry and the role—requires highly skilled professionals to help lead the way.

The Professional Certificate in Product Management from Kellogg Executive Education harnesses the best practices, frameworks, and hard and soft skills to enhance your success as a product manager. Whether you are launching your product management career or looking to hone your skills at a multinational corporation or a micro start-up, this program will provide you with the hands-on skills needed to succeed in this high-growth field.

Advance Your Career in Product Management

As you consider investing in yourself, the Professional Certificate in Product Management from Kellogg Executive Education will equip you with the skills that will enhance your success as a product manager.

In this program, you will develop an aptitude for the end-to-end process of discovering, designing, developing, delivering, and managing products. You will build and manage a product roadmap through user research, prototyping, and product analysis. With Kellogg Executive Education, you learn by doing. And you’ll learn from the top marketing and product management minds in the world.

The number of job openings for product managers listed on Glassdoor in 2022

Source: Glassdoor

The average annual salary for a product manager in the U.S. in 2022

The percentage of product managers employed by Fortune 500 companies in 2022

Source: Zippia

#1 Kellogg is ranked No. 1 among business schools for marketing education, according to the U.S. News & World Report , 2022.

Who Is This Program For?

The Professional Certificate in Product Management from Kellogg Executive Education is for those who want to build on or formalize their training for product management roles. The certificate will not only give you a broad perspective of the role but will also dig deep into many of the skills that will help you stand out to employers. This program is ideal for the following categories:

• Early-career professionals with one to five years of experience as a product manager or in a product support role
• Professionals making a lateral career move from an adjacent field such as engineering, UX/UI, marketing, or sales

Key Takeaways

• Master the end-to-end process of discovering, designing, developing, delivering, and managing products.
• Learn the strategic thinking and tactical implementation skills needed to become a professional product manager.
• Gain experience in product management tools and methodologies including project management, UI/UX (Miro), wireframing (Balsamiq), and analytics (Google Analytics)
• Hone your communication, negotiation, and influence skills to effectively manage people and relationships.
• Apply frameworks and tools to develop a start-to-finish product marketing plan.

Build Your Skill Set

Phase 1 Skills: Build Your Prototype

• Discover Customer Insights for Product Innovation
• Define Product Requirements
• Design Your Business Model
• Analyze the Numbers
• Roadmap Your Strategy

Phase 2 Skills: Go to Market

• Communicate like a Pro
• Manage Your Partner Ecosystem
• Develop the Growth-Hacker Mindset
• Assess the Data, Choose the Right Tool
• Manage Stakeholder Relationships

Program Topics

Learn what a product manager (PM) does and how the role varies across industries, company size, and format (B2B and B2C). Learn what you need to succeed in this role and what makes an outstanding product manager.

Learn about the nature, sources, and tools of customer insights (e.g., ethnography, customer experience mapping, customer advisory boards, product telemetry, human factors research, etc.), and move from insights to action.

Learn how to define and find product opportunities, Jobs-to-Be-Done (JTBD) framework, and assessing opportunities using the Real-Win-Worth It (R-W-W) framework.

Learn how to create a discovery hypothesis, measure product-market fit, apply the MVP framework (user stories, epics, and themes), and address the Agile requirements document.

Learn the definition and importance of business models and business model taxonomy—Freemium, Software as a Service (SaaS), and marketplace models, and equip yourself to choose the right business model for your product.

Understand the economics of a SaaS business (CLV, CAC, MRR, MRR Expansion, Churn); learn about analyses such as Net Present Value (NPV), Internal Rate of Return (IRR), and Product Profitability; and explore approaches to product pricing.

Learn the fundamentals of UX, conceptual, interaction, and virtual design, and the design sprint.

Explore the principles of Agile development, Agile methodologies (Scrum, Kanban, etc.), Scrum/Agile team structures, and Scaled Agile Framework (SAFe 5.0), and learn about transitioning to Agile.

Link business strategy to product development using roadmaps and product portfolio management, and learn how to use roadmapping tools.

Discover the importance of prototyping, and learn about rapid prototyping, prototyping classifications (Alpha, Beta, Pilot), prototyping artifacts, wireframing, 3D printing, and prototyping best practices.

Get an overview of the product launch and Go-to-Market strategy (GTM), elements of GTM strategy, product positioning and messaging, and product-launch planning.

Receive an overview of internal and external communication, discover the fundamentals of storytelling, and learn to give effective product presentations and demos. Additionally, identify the hidden benefits of impactful written communications, and learn how to run efficient meetings and deal with difficult situations.

Address the definition and creation of the "whole offer"— the Make, Buy, or Ally decisions. Manage strategic partnerships and strategies for ecosystem development and growth.

Discover how a company might grow product sales through customer development, market development, and demand expansion. Learn how to manage product line extensions, product line pruning, and product sunsetting.

Learn how to develop the growth-hacker mindset, and explore growth-hacking skills, strategies, processes, and best practices.

Gain an overview of model evaluation metrics and ways of identifying biases to avoid analytical errors. Explore ways to leverage popular platforms and tools, such as Google Analytics.

Learn the definitions and fundamentals of analytics and artificial intelligence/machine learning (AI/ML) along with AI/ML platforms, tools, and types of analytics—descriptive, predictive, and prescriptive.

Learn how to manage different relationships as a product manager. Specifically, this module will address relationships between the product manager and the engineering team, sales organizations, customers, and executive leadership.

Learn about the scalability of products versus services. Discover the development process for services and how it differs from that of products.

In this final module, you will complete and submit the capstone project.

Program Faculty

MOHANBIR SAWHNEY

Associate dean for digital innovation; mccormick foundation chair of technology; clinical professor of marketing; director of the center for research in technology & innovation.

MOHANBIR SAWHNEY Associate Dean for Digital Innovation; McCormick Foundation Chair of Technology; Clinical Professor of Marketing; Director of the Center for Research in Technology & Innovation Professor Sawhney is a globally recognized scholar, teacher, consultant, and speaker specializing in business innovation, modern marketing, and enterprise analytics. He has written seven management books, as well as dozens of influential articles in leading academic journals and managerial publications. His most recent book, The Sentient Enterprise: The Evolution of Business Decision Making, was published in October 2017 and was on The Wall Street Journal best-seller list. Professor Sawhney’s research has been published in leading journals such as California Management Review, Harvard Business Review, Journal of Interactive Marketing, Management Science, Marketing Science, MIT Sloan Management Review, and Journal of the Academy of Marketing Science. He is a frequent contributor to publications such as Fortune, Forbes, and Financial Times. Professor Sawhney’s clients include Accenture, Adobe Systems, AT&T, Boeing, Cisco Systems, Dell, DuPont, Entergy, Ericsson, Fidelity Investments, GE, General Mills, Goldman Sachs, Honeywell, Intuit, Jenner & Block, Jones Lang LaSalle, Johnson & Johnson, Kellogg Company, McDonald’s, Microsoft, Nissan Motor Corporation, Raytheon Missile Systems, Rockwell Automation, SAP, Sony, Teradata, and Textron. Professor Sawhney holds a Ph.D. in Marketing from the Wharton School of the University of Pennsylvania; an MBA from the Indian Institute of Management, Calcutta, and a Bachelor’s degree in Electrical Engineering from the Indian Institute of Technology, Delhi.

Instructors

Steven Benario Product Manager Steven is a Product Manager at Palo Alto Networks, an industry-leading cybersecurity provider. In his 12+ years in Product, he has worked with a broad swath of companies including Microsoft, AOL, Pivotal Labs, Tenable, Electronic Arts, and several early-stage startups. Through his career, he has developed a specialty in leading machine learning and artificial intelligence products. Since 2014, Steven has shared his knowledge and expertise through coaching and teaching product managers in a variety of settings. For the past several years, he has specifically focused on accelerating enterprises’ best practices and their ability to drive value for users with the latest technologies. His #1 approach for getting user feedback: “Can we just ask them?” Steven lives in New York and travels voraciously. If you can’t find him there, you’ll likely run into him on the ski slopes or biking, hiking, and eating his way around the world.

Tamara Sanderson UX/UI Design Lead Tamara has lived as an expat for nearly nine years and visited 70 countries, all while working at Google, Automattic and Oliver Wyman. She has approached her career with the same explorer mentality, with nearly 15 years of experience in roles ranging from management consulting to private equity, partnerships and now design. She is currently located in Boston, where she is a Design Lead for IDEO. She also teaches part-time at Jolt.io and is co-writing a book on remote work.

Tami Reiss Product Strategy Leader Tami Reiss is a product strategy leader with 15+ years of experience helping startups, established enterprise companies, and community profit organizations define their product strategy and set up product organizations for scale. She has worked with countless companies and organizations to set strong strategies for growth and specializes in B2B SaaS. Right now, Tami is focusing on coaching up and coming product leaders, teaching courses in management and strategy, and writing a children's book called "What do Product Managers Do?". Tami lives with her husband Nadav and daughter Ruth in Florida, but has spent half her life in LA and NYC. She loves to travel and considers herself a citizen of the world.

What Our Past Participants Say

"The program provided me with a useful framework to enter into the Product Management market." — Josias Costa, Senior Operations Manager, Keralty

"The best part of the program was how the content was structured into sets of small videos, mixed with learning assignments on each topic as I learned through. This helped me understand and memorize the concepts as I learned." — Kashyap Kuchipudi, Product Development Manager, American College of Radiology

"The curriculum covered a broad range of topics, which was very helpful, as it gave me an idea of all the skillsets needed for my role. I also liked that Professor Sawhney, and the program leaders, shared their own approach and strategic thinking behind each topic. Also, the discussion boards were a great way to expand my thinking by reading different points of view from my fellow learners." — Chloe Rao, Community Manager, Aaqua

"The office hours with the leaders were the best part of the program for me. I learned so much from their shared experiences and how they apply the theory." — Rogelio Garza Jimenez, Supervisor/Network Operation Center, Axtel

"I loved the sessions from Professor Sawhney and the wealth of knowledge he brings. The real-world insights into companies and the discussions were really great." — Aditi Jain, Product Owner, P97 Networks

"I enjoyed the product strategy, planning, and roadmapping aspects of the program. I also liked the machine learning topics." — Irtaza Syed, Associate Director of Technology: Enterprise, Data, and Technology Architecture, Cambia Health Solutions

"The passion and character of Professor Sawhney—this made the program for me." — Mark McPartland, Product Manager, Transport Exchange Group

"The clear structure of product development isn't something I was taught before, and I found it extremely helpful." — Tyler Hoffmeister, Product Manager, Pulmonx Corporation

Program Leaders

Our Learning Facilitators are industry experts who bring their insights to the course experience through live office hour sessions and personalized support.

Josh Quint has worked internationally and led teams of product managers in the construction and plumbing industries with a servant leadership approach. His global experience has given him a unique and open perspective in business working in developed and underdeveloped regions. Josh lives in Denver, CO with his family. He attended the University of Denver graduating with an Executive MBA.

Rafael Balbi, Jr

Rafael Balbi, Jr. is a product leader with 10 years of experience building world class products for millions of users. He's now a Director of Product at Vimeo -the world's leading video platform for businesses, where he partly oversees video tools for enterprises. Rafael is a graduate of Syracuse University with a BA in economics; he's also a graduate of Stanford's one year business program -LEAD.

Anna Schmunk, Consultant and Start-up Co-founder

With over 10 years of experience in product management and adjacent roles, Anna is an experienced product leader passionate about problem solving, organizing teams, systematizing learning fast and cross functional team leadership. Anna has worked on building and shipping products to customers from FinTech to Platform.

*This is a sample of our Program Leaders, that may change for upcoming cohorts.

Certificate

Upon successful completion of the program, Kellogg Executive Education grants a verified digital certificate of completion to participants.

After successful completion of the program, your verified digital certificate will be emailed to you in the name you used when registering for the program. All certificate images are for illustrative purposes only and may be subject to change at the discretion of Kellogg Executive Education. Note: This online certificate program does not grant academic credit or a degree from Kellogg School of Management.

Financing Options

We offer several options to help you afford tuition for the Professional Certificate in Product Management Program.

Available opportunities to lower tuition fees include: Referrals – You and a colleague can each receive $695 off your tuition when you enroll together. Refer now Group enrollments – A discount of up to 20% is available for group enrollments. For more information, email. [email protected]

US Residents (Deferred payment option available)

Sallie Mae*

Fixed repayment, interest-only repayment, and deferred payment options available. Click here to learn more *At the time of loan application, please select ‘Undergraduate students’ when prompted.

Climb Credit

Immediate repayment, interest-only repayment, and deferred payment options available. Click here to know more

Flexible Payment Options For All

Flexible Payment Options – Monthly payments as low as US$1,494. Choose to pay in two, three, or six monthly installments for higher flexibility Click here to learn more

You can opt for any one of the financing options to cover up to the full cost of the program tuition. If you are considering financing your program through one of our partners, the enrollment process can only be completed with the assistance of your program advisor. Please note that loan applications should be submitted no later than four business days prior to the enrollment deadline due to processing time.

What is Sallie Mae?

Sallie Mae is one of the largest private student loan lenders in the industry.

What is the process to apply for a loan?

Once you’ve applied for your program, you can then apply for a loan with Sallie Mae. When approved, you’ll choose your interest rate and your repayment option and sign the loan documents. The lender will send the tuition directly to your school.

How long will it take until I get a decision?

You can receive a credit result is as few as 15 minutes.

Do I need a cosigner?

If you don’t have a credit history, you will need a cosigner for your loan. A cosigner can be a parent, relative, or any other creditworthy individual. Their good credit history may help you get a loan.

If my application is accepted, am I committed to using the financing?

After your loan is approved, you are required to sign the loan terms. Your loan is not confirmed without this signature. You have the right to cancel your private student loan as described in the Final Loan Disclosure before funds are disbursed to your school.

What are the terms of the loan?

You can choose between fixed and variable interest for your loan. You can also choose one of three repayment options: Deferred Repayment, Fixed Repayment, and Interest Repayment.

When does loan payback begin?

You can make your first payment about one month after your program starts (fixed repayment or interest repayment) or six months after your program ends (deferred repayment).

How long will I be making payments?

Most loans have a 10-year standard repayment. When you apply for the loan, you will be given more information on the repayment plan.

How do I find out how much my monthly payment is?

You can find your monthly payment on the Monthly Payment Calculator here .

Are there any circumstances that would allow me to put my loan payments on hold?

Delinquency occurs when you fail to pay all or part of your monthly student loan payment. You could be eligible for a student loan deferment, which would allow you to temporarily reduce or postpone payments on your student loans in special circumstances.

Can I pay off my loan early?

There is no penalty for paying your loan off early or paying extra throughout the life of your loan. You have the flexibility to make early payments of fully pay off your loan without prepayment fees.

What is Climb Credit?

Climb Credit is a new kind of student lender.

Climb believes education is an investment and should be treated that way — we partner with schools offering career-focused education, and then provide accessible and affordable loans to attend these schools.

Simply type your school's name into the search bar after clicking "Apply now" to find a link to the application page. From there, you'll be able to complete our short online application.

You may also have received a link to apply for a Climb loan from your school’s admissions team, or you can find the link on your school’s website or Climb's website. Apply using your laptop, tablet, or phone.

You'll want to make sure you fill out an application for the specific school and program you'll be attending. We link our loans to each course, so your school will know you've been approved for a loan with us and that we'll be sending your tuition to them.

On average, 4:01 minutes — and just applying will not impact your credit score. We know that your time is valuable, so we’ve kept our application as short as possible.

No. Climb only fund loans for students who are attending the program. The program attendee should always be the primary borrower on the application.

During your application, you will have the option to add a co-borrower. If you have a co-borrower with a better credit score that you, adding them to your loan application can potentially help you get approved and/or receive a lower interest rate offer.

No. Applying for Climb financing is free and comes and carries no commitment until you accept and finalize the loan. The initial application will not affect your credit score, and you are free to decline your loan offer if you change your mind about financing.

To view the equation used to calculate your interest and monthly payments, check out this article HERE!

Depending on your program, we may offer loans with either an initial interest-only period while in class and for a few months after, a full deferral period while in class and for a few months after, or immediate full repayment.

For loans with an interest-only period or immediate full repayment, your first payment is due one month after your loan is funded.

Climb's standard loan tenor is 36 months, but you can pay any time before that, as there is no pre-payment penalty. You can repay your 3-year loan in 3 years or in 1 day.

Climb's goal is to make sure that your monthly payments stay low and affordable, which is why we give you the option to choose your term length when you apply.

Master’s students can choose between a 2-year or a 3-year repayment term.

Doctoral students can choose between a 4-year or a 5-year repayment term.

This amount is mentioned in your loan agreement.

In order not to fall behind on your Climb loan payments, you can request a deferral of payments on your loan. A deferment will allow you to temporarily reduce your monthly loan payment amount.

Absolutely! You can pre-pay your loan, in whole or in part, at any time with no penalties.

How do I know whether this program is right for me?

After reviewing the information on the program landing page, we recommend you submit the short form above to gain access to the program brochure, which includes more in-depth information. If you still have questions on whether this program is a good fit for you, please email [email protected] , and a dedicated program advisor will follow up with you very shortly.

Are there any prerequisites for this program?

Some programs do have prerequisites, particularly the more technical ones. This information will be noted on the program landing page and in the program brochure. If you are uncertain about program prerequisites and your capabilities, please email us at [email protected] for assistance.

What are the requirements to earn a certificate?

This is a graded program. You must complete a combination of individual assignments, quizzes, and a final project. Each component carries a certain number of points, and a cumulative score of 75 percent is required to pass and obtain your professional certificate.

Will I be guaranteed a job upon completion of the program?

The primary objective of this program is to give you the skills you need to be prepared for a job in this field. While eligible participants will receive career coaching and support and may receive introductions to our hiring partners, job placement is not guaranteed.

How much time will I be expected to devote to this program?

Each program includes an estimated learner effort per week. This is referenced at the top of the program landing page under the “Duration” section and in the program brochure, which you can obtain by submitting the short form at the top of this web page.

How will I spend my time in this program?

You will divide your learning time between viewing recorded coding demos, and video lectures, contributing to class discussions, completing assignments, projects, and knowledge checks, and attending optional live sessions with industry experts and program leaders.

How is the program administered? Can the program be accessed any time?

The program is accessed through the custom learning portal. This portal will give you access to all program-related content such as video lectures, assignments, and discussions. Live office hours will be conducted using a webinar tool. The video lectures and assignments are accessible weekly throughout the program. In the event you miss a live session, a recording will be made available.

Do I need to attend live sessions every week?

Faculty video lectures are recorded, allowing you to watch these on your own schedule. However, participation in optional live sessions and discussion boards is highly encouraged. Live sessions will give you the opportunity to draw on the coding experience of our industry-experienced program leaders to answer your questions and help reach your learning goals. The discussion boards are also an integral part of the learning experience, giving you and your peers the opportunity to learn together and receive guidance from the moderators.

Can I download the program videos?

You can download video transcripts, assignment templates, readings, etc. However, the video lectures are only available for streaming and require an internet connection.

How do I interact with other program participants?

You can communicate with other participants through our learning platform. You will be able to form groups based on your interests and location. A direct messaging feature is also available through the platform.

What is it like to learn online with the learning collaborator, Emeritus?

More than 300,000 learners across 200 countries have chosen to advance their skills with Emeritus and its educational learning partners. In fact, 90 percent of the respondents of a recent survey across all our programs said that their learning outcomes were met or exceeded.

All the contents of the course would be made available to students at the commencement of the course. However, to ensure the program delivers the desired learning outcomes the students may appoint Emeritus to manage the delivery of the program in a cohort-based manner the cost of which is already included in the overall course fee of the course.

A dedicated program support team is available 24/5 (Monday to Friday) to answer questions about the learning platform, technical issues, or anything else that may affect your learning experience.

What are the requirements to earn the certificate?

Each program includes an estimated learner effort per week, so you can gauge what is required before you enroll. This is referenced at the top of the program landing page under the “Duration” section and in the program brochure, which you can obtain by submitting the short form at the top of this web page. All programs are designed to fit into your working life. This program is scored as a pass or no-pass; participants must complete the required activities to pass and obtain the certificate of completion. Some programs include a final project submission or other assignments to obtain passing status. This information will be noted in the program brochure. Please contact us at [email protected] if you need further clarification of any specific program requirements.

What type of certificate will I receive?

Upon successful completion of the program, you will receive a smart digital certificate. The smart digital certificate can be shared with friends, family, schools, or potential employers. You can use it on your cover letter, résumé, and/or display it on your LinkedIn profile. The digital certificate will be sent approximately two weeks after the program, once grading is complete.

Can I get the hard copy of the certificate?

No, only verified digital certificates will be issued upon successful completion. This allows you to share your credentials on social platforms such as LinkedIn, Facebook, and Twitter.

Do I receive alumni status after completing this program?

No, there is no alumni status granted for this program. In some cases, there are credits that count toward a higher level of certification. This information will be clearly noted in the program brochure.

How long will I have access to the learning materials?

You will have access to the learning platform and all program materials (videos excluded) for one full year following the program end date . Access to the learning platform is restricted to registered participants per the terms of agreement.

What equipment is needed or the technical requirements for this program?

To successfully complete this course/program(me) online, you must have access to a device meeting the minimum requirements, found here . In addition, Microsoft Office or similar product and a PDF viewer are required to access documents, spreadsheets, presentations, PDF files, and transcripts in all programs. Technical programs might have additional tech requirements. Please check the learning platform on the first day of class.

Do I need to be online to access the program content?

Yes, the learning platform is accessed via the internet and video content is not available for download. You can download files of video transcripts, assignment templates, readings, etc. Video lectures must be streamed via the internet and webinars and small group sessions will require an internet connection.

What is the program fee for the program, and what forms of payment do you accept?

• The program fee is shown at the top of this page and payment must be made in US dollars only.
• Flexible payment options , group enrollment benefits, and referral bonus are available.
• Tuition assistance may be available for participants who qualify. Please contact your program advisor to discuss.

What if I don’t have a credit card? Is there another mode of payment accepted?

Yes, you can do the bank remittance in USD via wire transfer. Please contact your program advisor for more details.

Is there an option to make flexible payments for this program?

Yes flexible payment options are available for this program. We partner with loan providers to offer you flexible and transparent loan options. More information about loan financing is available here. Installment payments are also available—; you can find the options here.

Does the program fee include taxes? Are there any additional fees?

Yes, the program fee is inclusive of any taxes with the exception of GST for Singapore residents.

Who will be collecting the payment for the program?

Emeritus collects all program payments, provides learner enrollment and program support, and manages learning platform services.

What is the program refund and deferral policy?

For the program refund and deferral policy, please click the link here .

Didn't find what you were looking for? Write to us at [email protected] or Schedule a call with one of our Academic Advisors or call us at +1 315 658 3754 (US) / +44 114 697 4559 (UK) / +65 3138 6835  (SG)

Early registrations are encouraged. Seats fill up quickly!

Flexible payment options available. Learn more.

• Student Resources
• Alumni Resources

Master of Product Design and Development Management (mpd²) at the Segal Design Institute, McCormick School of Engineering

• Inside Our Program

A Capstone Culmination

Mpd2 students spend almost a year creating a product they think can impact the public and attract customer interest..

What is a product that doesn't exist that could have an impact and attract customer interest? 

Students in Northwestern Engineering's Master of Product Design and Development Management (MPD2) program are asked that very question as an introduction to their capstone project, a three-quarter long challenge to develop a potential solution to fill the void they identified.

The current structure of the MPD2 program is a collection of five-week and 10-week courses spread over two years. Students pursue their capstone during their second year, in addition to their 12 designated courses. Six of those courses are designed to directly apply to the capstone experience.

The second year begins with students taking a course about customer-driven opportunities. At the same time, they work with a team of classmates to explore opportunities for potential capstone projects through ethnographic and secondary research — common elements of the design process, Wicks said. Five weeks later, students examine each of their opportunity areas and begin to zero in on which has the most potential. While in the classroom, they develop a firm understanding of all aspects of the product design and development process.   

"Heading into their next quarter, they already have a focus area," Wicks said. "Then it's all about further expanding and defining what potential solutions could be in that area."

To help with that process, students study techniques and tactics used to enhance creativity and innovation.

By the midway point of their second year, the teams should have a clear concept in place of what they want to create. The students have defined what their solution might be — now it's time to refine it through design and research iterations. To augment that process, students take a course on essentials of design, which focuses on the principles of the visual aspect of design and provides deeper instruction about designing for different audiences.

"The first part of the capstone project is about desirability," Wicks said. "As students enter their final quarters, the project becomes about feasibility and viability."

When students begin their final quarter, their focus within the capstone project is on further developing their design, solidifying their value proposition, and exploring different ways they could potentially bring their product to market. That process is supported by a quarter-long course on business model design. At the conclusion of the quarter, student teams present a 20-minute pitch — including their solution, their business case, and the design of their product — to an audience of industry leaders and potential investors. 

The majority of MPD2 students are enrolled in the part-time program, and Wicks understands that spending nearly a year on a single project on top of other classes and work can be arduous. The payoff, however, is more than worth it.

"Just like the rest of our classes, the capstone project allows MPD2 students to take what they're learning in the classroom and apply it to a real-world problem," Wicks said. "Just as importantly, when they complete their capstone, they will be fully armed with a toolkit that will help them elevate their career from where they are to where they think they can be."

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Software Product Management Capstone

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Description

When you enroll for courses through Coursera you get to choose for a paid plan or for a free plan . 

• Free plan: No certicification and/or audit only. You will have access to all course materials except graded items.
• Paid plan:  Commit to earning a Certificate—it's a trusted, shareable way to showcase your new skills.

About this course: In this six-week capstone course, you will gain practical management experience in a safe, simulated software production setting. You will apply Agile practices and techniques to conquer industry-inspired challenges. Interacting with a realistic client, you will discern what they want and express what they truly need in software requirements to drive software production. Upon completing the capstone, you will be prepared to advance your career as a confident software product management professional.

Taught by:   Kenny Wong, Associate Professor

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Didn't find what you were looking for? See also: Product Management , Software / System Engineering , CompTIA A+ / Network+ / Security+ , IT Security , and Web Accessibility .

Taught by:   Kenny Wong, Associate Professor

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• Video: Capstone Preview
• 阅读: Course Map: Software Product Management Capstone
• Video: 0.1 Introduction
• 阅读: 0.2 Tutorial: Capstone Introduction
• 阅读: 0.3 Software Product Management Capstone Community Guidelines
• Video: 0.4 Plagiarism
• 阅读: 0.6 Discussion Forum: Introduce Yourself
• 阅读: 0.7 Capstone Assignments Time Estimates
• 阅读: 0.8 Resource: Software Product Manager Job Posting
• 阅读: 1.1 Email: Greetings from Inukshuk Books
• 阅读: 1.2 Tutorial: Decision Tree
• 阅读: 1.3 Decision Tree: Meeting the Client
• 阅读: 1.4 Decision Tree: Expert Advisor Meeting
• 阅读: 1.5 Email: TedTalk Video
• Video: 1.6 Video Simulation: Development Team Introduction (Monday)
• Video: 1.7 Video Simulation: Development Team Meeting (Monday)
• Video: 1.8 Tutorial: Google Docs Tutorial (Video Tutorial)
• 阅读: 1.9 Tutorial: Google Docs Tutorial (Written Tutorial)
• Video: 2.3 Video Simulation: Risk Discussion (Wednesday)
• 阅读: 2.5 Email: Removing Android
• 阅读: 3.1 Resource: Project Requirements/User Stories
• 阅读: 3.2 Email: Size Estimates and Dependencies
• 阅读: 3.3 Tutorial: Prioritization Template
• 阅读: 3.4 Decision Tree: Prioritization Meeting
• 阅读: 3.5 Email: Risk Assessment
• 阅读: 3.7 Exercise: Week 3 Release Planning
• 阅读: 3.9 Resource: Week 3 Project Release Plan (Proposed Solution)
• Video: 3.10 Video Simulation: Task Breakdown Meeting
• 阅读: 3.11 Email: Task Breakdown
• Video: 4.1 Video Simulation: Standup Meeting (Wednesday)
• 阅读: 4.2 Email: Acceptance Tests
• Video: 4.4 Simulation: Office Chat Conversation (Thursday)
• Video: 4.5 Video Simulation: Standup Meeting (Friday)
• Video: 4.6 Video Simulation: Client Demo and Backlog Refinements (Friday)
• Video: 4.8 Video Simulation: Sprint Retrospective (Friday)
• 阅读: 4.9 Resource: Sprint 1 Retrospective - Meeting Minutes
• 阅读: 4.10 Exercise: Week 4 Release Planning
• 阅读: 4.12 Resource: Week 4 Project Release Plan (Proposed Solution)
• 阅读: 4.14 Email: Iteration Plan Explanation
• Video: 5.1 Video Simulation: Standup Meeting (Monday)
• Video: 5.3 Video Simulation: Standup Meeting (Wednesday)
• Video: 5.4 Video Simulation: Standup Meeting (Friday)
• Video: 5.5 Video Simulation: Client Demo (Friday)
• Video: 5.6 Video Simulation: Backlog Refinement (Friday)
• 阅读: 5.7 Exercise: Week 5 Release Planning
• 阅读: 5.9 Resource: Week 5 Project Release Plan (Proposed Solution)
• Video: 5.11 Video Simulation: Sprint Retrospective (Friday)
• 阅读: 5.12 Resource: Sprint 2 Retrospective - Meeting Minutes (Friday)
• Video: 6.1 Video Simulation: Standup Meeting (Wednesday)
• 阅读: 6.2 Decision Tree: Loose Cannon
• Video: 6.3 Video Simulation: Standup Meeting (Friday)
• Video: 6.4 Video Simulation: Client Demo (Friday)
• 阅读: 6.6 Supplemental Reading: Release Burndown Solution
• Video: 6.7 Video Simulation: Project Retrospective
• 阅读: 6.8 Resource: Project Retrospective - Meeting Minutes
• Video: 6.10 Congratulations on completing the Capstone
• 阅读: Discussion Forum: Your Specialization Experience
• 阅读: Acknowledgements
• View related products with reviews: Product Management and Software / System Engineering .

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Showcasing strategic and impactful Product Management work. Explore real-world challenges, solutions, and achievements. A testament to my ability to drive results and innovate.

kamalkumar69/Product-Management--Capstone-Projects

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Greetings! I'm Kamal Kumar, and I'm currently pursuing an MBA in Marketing at Manipal University, Jaipur. My journey in the world of Product Management is fueled by a deep-seated passion for innovation and the ever-evolving landscape of consumer-centric products.

My academic journey has equipped me with a strong foundation in marketing, enabling me to grasp the intricacies of consumer behavior, market dynamics, and strategic marketing. However, it was my recent completion of the Product Management Launchpad program at Airtribe that brought my passion for Product Management to the forefront.

The immersive experience offered by Airtribe's program opened my eyes to the dynamic role of a Product Manager. It provided me with a holistic understanding of the product development lifecycle, from ideation to launch, and emphasized the significance of user-centric design and problem-solving. This journey has not only enriched my knowledge but has ignited a profound enthusiasm for shaping the future of digital products.

What sets me apart is my ability to bridge the gap between marketing and product development. I see Product Management as the nexus where innovation and marketing strategy converge, and it's this synergy that I'm eager to leverage in my career.

As I continue to learn, grow, and embark on new product management endeavors, my GitHub Portfolio serves as a living testament to my unwavering dedication, evolving skills, and the projects that define my trajectory in Product Management. With each project, I aim to contribute to the development of impactful, user-focused products and look forward to sharing my journey with you.# Product-Management--Capstone-Projects Showcasing strategic and impactful Product Management work. Explore real-world challenges, solutions, and achievements. A testament to my ability to drive results and innovate.

Tepper School of Business

Technology Strategy and Product Management MBA Track

Technologies have become pervasive and fundamental to the operation of modern businesses. These technologies are at the core of today’s knowledge-based economy, fueling the development of innovative products, services, and business processes. Developing great high-technology products and services requires more than just technical excellence. Technology leaders also need a deep understanding of business fundamentals and of how to integrate novel technologies, business processes, and market forces together to create successful products and services.

The Technology Strategy and Product Management MBA Track emphasizes strategic and management issues relevant to the development, application, and management of cutting-edge technologies. Utilizing the strengths of Carnegie Mellon’s number one ranked School of Computer Science , the track provides students a foundation in technology issues related broadly to hardware and software industries, as well as delivers knowledge in Financial Technology, High-Tech Healthcare, Mobile Apps, Internet of Things, and Robotics.

MBA graduates of this track are exceptionally prepared to address the complex issues that lie at the intersection of business and technology. They are trained to lead their future organizations in developing and executing technology strategies and managing projects.

Faculty Coordinator

Tim Derdenger Associate Professor of Marketing and Strategy 412-268-9812

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Who Should Apply

The Technology Strategy and Product Management Track prepares students who aspire to senior positions in firms ranging from product manager and technology consultant to ultimately vice president of products, chief technology officer, chief information officer, and chief executive officer.

Students enrolling in the track must have an undergraduate degree in Computer Science, Engineering, or comparable work experience in the high-technology sector.

Technology Strategy and Product Management Track Courses

Download an example overview of the Technology Strategy and Product Management Track curriculum [pdf] for more information.

Faculty may revise the curriculum and course offerings at any time.

Course Spotlight: Technology Strategy

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Technology Strategy and Product Management Capstone Course

Students who select a track complete their required capstone course within that track.

The Technology Strategy and Product Management capstone is an opportunity for students to develop key skills for future product managers. Students get to apply in a practical context many of the skills, techniques, and methodologies they have been exposed to during the course of the program.

Projects will be sourced via corporate partnerships and vary in industry focus from year to year.

Technology Strategy and Product Management Capstone Project Examples

Mba students boost lunar charging possibilities by capturing a go-to-market strategy in immersive capstone course, mba and msba students combine expertise to help ai platform overcome a scaling obstacle, tepper mba students build market strategy for upmc platform.

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Product Development Projects

Students complete an extensive project during their final year in the program, based on a real problem often identified in the companies where they work. The corporate-oriented Capstone project encompasses the broad integrative aspects of new product development – it synthesizes, increases, and demonstrates the student’s understanding of program material and underscores the behaviors essential to product development leadership. The Capstone project generates immediate benefits to sponsoring organizations.

Below is a list of previous capstone project titles and abstracts, by year.  Copies of the full reports are available upon request .

“Standardization and Optimization of Custom Refrigeration Equipment Design” Author: Patrick Clifford Abstract: In a niche market for HVAC equipment for marine and coastal applications, units are quoted and designed on a project-by-project basis to meet customer specifications.  An important question is whether these “custom” units are truly custom or is the current process too project specific to recognize value using a different approach. This study looks at historical sales data and stakeholder requirements to determine if a series of pre-designed offerings would be beneficial to the business while meeting the most common customer requirements. Recommendations are provided regarding standard unit configurations and process improvements to reduce lead times of key project deliverables such as quotes, technical documentation, bills of material and overall product delivery.

“Project Management in Weak Matrix Organizations” Author: Isabel Wyndrum Abstract: The goal of this capstone was to investigate root causes for new product development challenges within a “weak” matrix organization. Case studies and interviews were utilized to identify wastes, process gaps, and other problematic features of project management processes.  With this data, three overarching project management themes were developed: culture, strategy, and tools.  Based on these findings, five recommendations were presented to increase project management’s influence, optimize existing project management strategies, and strengthen project management and product development tool usage.

“The Sustainability Impact of the Moog Industrial Servovalve” Authors: Joseph Parker, Jeffrey Blasz, Derek Hager Abstract: This paper focuses on the elements of reuse and recycling within the Moog industrial servovalve.  By leveraging product development methods and tools, benefits of reuse and recycling are evidenced through metrics of costs of goods sold and turnaround time.  With deep investigations into the servovalve repair process, this paper uncovered several gaps associated with implementing component reuse which could have a positive impact to the company’s operating profits and customer expectations.

“Opportunities for Optimizing Internal Resources within a Divisional Company” Author: Emily Hojnacki Abstract: This study evaluates why a multi-industry technical engineering company is not utilizing internal resources efficiently to support development and qualification testing. Through review of case studies and interviews, this paper shows that having separate divisions has affected the overall culture and philosophy, leading to un-shared resources. Opportunities have been identified to influence the business structure and culture, to optimize all internal resources leading to increased efficiency, employee morale, innovation, and collaboration.

“Streamlining New Product Development Through Digital Product Lifecycle Management to Maximize Process Efficiency & Innovation” Authors: Hina Tarey, Rinnell Hazel Abstract: This project pinpointed inefficiencies in the current new product development process in project execution, time-to-market, communication, and data collection and management.  The work revealed insights into the necessary requirements for addressing these process inefficiencies through the implementation of a Digital Product Lifecycle Management (PLM) tool. The project also presents recommendations for specific PLM tools that meet the desired requirements.

“Assessing Customer Needs in the Context of Latent Requirements in Product Development” Author:  Joseph McGuiggin Abstract: This work is a review of customer needs assessment faults within a critical care medical device development environment.  Several methods and tools directly related to needs gathering and analysis are described along with a discussion of how knowledge moves between customers and assessment teams during needs gathering activities.  Recommendations included the use of a formal the Voice of Customer (VOC)  process, the creation of a lessons learned database, and implementation of a corporate informational program that addresses prevalent technical issues and concerns that are challenging product development teams.

“New Product Development Best Practices in Process Mapping and Knowledge Management for Creation of Development Agreement Proposals for Combination Products” Author: Katie Espenshade Abstract: Front-end processes are important in all new product development applications and best practices have been studied for different NPD methodologies such as platform, engineer-to-order, and agile design. This project focuses on “combination” products (pharmaceutical plus delivery system) and highlights process management and knowledge management in cross-functional teams. Research shows that many established tools are useful but require considerable customization because of the unique demands associated with combination products.

“Impacts and Recommendations for New Product Development within Remote Teams” Authors: Cameron Adams, Peter Artuso, Denis Niggli, David Schwartz Abstract: COVID-19 has forever changed the dynamics of corporate workplaces. This study looks at the impact of remote work on the NPD process, focusing on gaps in knowledge transfer associated with virtual teams, and offers guidance to organizations seeking to maintain effective NPD given the new realities of distributed product development.

“From Product Development to Manufacturing: The Intersection Between Culture, Product Design and Manufacturability, and Company Business Metrics” Authors: Courtney Osbahr, Gary Stevens Abstract: A lack of sufficient focus on product design for manufacturability/testability, incomplete product definition, inadequate product requirements flow down, insufficient product performance capability validation, and inconsistently documented product test requirements can lead to undesired business performance when a product is introduced into manufacturing.  Accountability systems to drive collaborative engineering are weak, limiting future improved product development processes and resulting in increased costs, decreased profitability, non-value-added activity that reduces factory capacity, and late customer deliveries.  Undesired performance in key business metrics includes increased Cost of Poor Quality (COPQ) during manufacturing which leads to reduced profitability and decreased on-time customer deliveries.

“Characterizing and Addressing Challenges of Test & Measurement Development in a Product Development Organization” Author: Laurence Morey Abstract: Characterizing and addressing challenges of test & measurement in a NPD organization can be a daunting task, requiring systems to characterize and gather data about new products.  This paper addresses the question, “What causes test and measurement process rigor to be sub-optimal?” Surveys and literature are examined, looking for gaps, to provide suggestions for improved performance.

“A Guide to Tailoring New Product Development Processes” Authors: Ahmad Hassan, Chris Tumminelli, Sean Lillis Abstract: Having well-established guidelines for adapting processes to specific situations results in higher project success and better project management.  Guidelines can outline what level of change is acceptable, empowering project leaders to make process changes as appropriate.  This capstone examines existing process tailoring guidelines and offers an updated framework for customizing defense contractor projects.  The proposed framework will be applied retroactively to test its effectiveness.

“Adapting Project Leadership Techniques When Global Supply Chains Collapse” Author: Rebecca Michalski Abstract: Covid-19 has underscored the importance of a robust supply chain. Although there have been past crises that have challenged supply chains, many manufacturers are still unable to meet customer demands after more than two years into the pandemic.  This capstone examines how benchmark companies have successfully weathered the pandemic and offers suggestion for improving the supply chain performance

“Use of Modified A3 with LAMDA Learning Cycle for Knowledge Creation and Capture during NPD Problem Solving” Author: Sen John Abstract: This paper discusses knowledge creation and capture during new product development problem solving, focusing on the implementation and utilization of a specific problem-solving process called A3LAMDA. The A3LAMDA process is introduced to the author’s NPD team in a Tier 1 automotive supplier through tutorial information and an exercise. Feedback from the team is incorporated into an implementation plan for management which includes next steps and anticipated challenges.

“Feasibility and Sustainability of 3D Plastic Filaments from Recycled Waste”

Authors: Judith Vandewinckel

Abstract: This project examines the technical feasibility and sustainability of specialty composite filaments made from bio-waste such as waste coffee grounds and micro-brew waste, recycled scrap 3D printed parts, and from waste in the form of pigmented polyester and polystyrene powder.  New composite filaments using these waste materials were functionally tested and demonstrated as suitable for additive manufacturing through extrusion processing.

“The Impact of Higher Education within a New Product Development Organization and its Employees”

Authors: Chris Atwood, Jeff Gauronski, and Dave Jarvis

Abstract: This study provided unique results by analyzing the effect of a product development specific higher education program over time within a product development organization, and therefore recommendations based on the results of the study were able to be presented to the company. Recommendations included continued funding of the program enabling employee development that benefits the company and encouraging more knowledge sharing between employees at the company

“A Value-Based Model for Feature Prioritization”

Authors: Louis DeSouza, Don Pangrazio, and Sanjiv Talwar

Abstract: Feature planning can be particularly challenging in embedded software that is becoming more important source of innovation, differentiation, and customer value.  This project addressed several gaps in value-based software engineering which include: creating a data-driven estimation model for value, incorporating uncertainty into the model, and providing a tool to help in prioritize features

“Missing Lead Edge Users: A Case Study and the Lead Edge User Trickle Down Effect”

Authors: Barry Ayash and Theo Gram

Abstract: This project is a case study regarding the role of Lead Edge Users in product innovation.  Although the company investigated was utilizing lead edge users, they weren’t translating lead user feedback into meaningful process improvements.  Recommendations for improvement are provided.

“Exploring the Feasibility of Quantifying Modularity and Innovation in Medical Devices”

Authors: Jeff Chiappone, Sagar Parikh, and Jefrin Palsetia

Abstract: As part of a larger research effort, it is hypothesized that modularity is a key product attribute that enables assurance of medical device safety and innovation.  This project demonstrates the feasibility of quantifying modularity and innovation for two different ventilator designs.  Functional and product structure explore the relationships of the components within the devices, and innovation is measured using the “Creative Product Semantic Scale.” 

“New Product Development: Reference Class Forecasting through Assessment of Complexity and Uncertainty”

Authors: Max McMahon

Abstract: This project aims to retrospectively create reference classes to estimate project schedules, and discusses the challenges inherent in creating reference classes and understanding their limitations.  Information utilized to build these classes includes company databases, assessment of product complexity using design structure matrices (DSM), and employee interviews.

“Assessment of the Implementation of Product Development Value Stream Mapping on an Industry Product Development Project”

Authors: Marissa Fox

Abstract: Product Development Value Stream Mapping (PDVSM) takes the traditional method of Value Stream Mapping (VSM) and adapts it to product development.  By analyzing the current product development process, it’s possible to see opportunities of improvement as well as areas of waste that can be eliminated to create a more efficient, streamlined product development process. Since PDVSM is a relatively new method, this report assesses the implementation of PDVSM in an industry setting.

“Exploring the Feasibility of Mapping Medical Device Development Using Product Value Stream Mapping Techniques to Identify Barriers to Innovation”

Authors: Irem Gultekin and Brian McCormack

Abstract: This paper focuses on information flows in product development value stream mapping (PDVSM), to identify challenges, barriers, and wastes that restrict innovation in medical device development.  This analysis facilitates the identification of restricted information flow, enabling organization to navigate complex regulatory challenges while maintaining inventive product development practices.

“Overcoming Barriers to Implementing and Sustaining Lean Product Development Tools”

Authors: Matt Miles and David Roberts

Abstract: This report examines several Lean Product Development tools that have been proposed to help reduce risk in new product development.  After identifying tools which have gained acceptance and the underlying reasons for their acceptance, the authors investigate other tools which have garnered less acceptance.  Rationale is presented for advocating for the implementation and sustainment of lean tools in the product development space.

“Improving Cost Estimation Accuracy of Engineer-To-Order (ETO) Product Development Proposals”

Authors: Steven Crockett, Brian Drost, and Jeffrey Ryan

Abstract: ETO proposals require that development costs are accurately estimated in order to generate competitive bids and remain profitable.  The authors examine the ETO proposal process to understand current industry practices, and provide insights into how organizations can improved their proposals and success rate.

“Methods and Challenges in Project Portfolio Prioritization”

Authors: Eric Miller and Patrick Woodman

Abstract: This report provides a qualitative summary of portfolio prioritization tools, application methodologies, and challenges associated with their implementation.   A framework is developed with suggested approaches to project prioritization based on the literature and a detailed examination of current practices at Corning.

“Introducing and Sustaining Process Improvement Programs Across Organizational Functions”

Authors: Rik Pardun, Dave Scherer, and Michael Trinidad

Abstract: Barriers to process improvement initiatives are examined in different functional areas to gain insights into the factors that contribute so success or failure.  In addition to well-known factors such as incentives, leadership, and training, the authors examine the role played by the nature of work tasks and the sub-culture of the functional group in the success or failure of change initiatives.

“Emotional Intelligence in Innovation and New Product Development”

Authors: Leslie Burger and Greg Munro

Abstract: This project examines the importance of emotional intelligence to the effectiveness of individuals and teams working on innovative new product development programs.  Barriers to the incorporation of emotional intelligence as a core strategy are also identified.

“Characterizing and Addressing the Challenges of Project Management in New Product Development”

Authors: Bailey Auspland and Nicholas Prince

Abstract: Characterizing and Addressing the Challenges of Project Management in New Product Development: Applying conventional lean thinking and project management methodologies to uncertainties inherent in the product development process creates a host of challenges.  This project attempts to answer the question, ‘What are the requirements for a theoretical project management tool that can manage product development projects?’ A case study in a biotechnology company offers additional insights.

“The Development of a Deliverables Framework for a Proposed Capstone Course in Commercialization”

Author: Kailey Bradt

Abstract: The Development of a Deliverables Framework for a Proposed Capstone Course in Commercialization: This capstone project proposes a process and deliverables package that is the expected output of a new Commercialization Capstone course currently under development.  The package is illustrated through its application to the development of the OWA Hair Wash product.

“Reducing Time to Market in High Mix, Low Volume Applications”

Authors: Andrew Van Wagoner

Abstract: Utilizing a systems level analysis, this project tailored an existing product development process and implemented changes within an ongoing project to reduce overall time to market

“A Blueprint for Organizational Change: A Systems Approach to Creating and Sustaining Organizational Change”

Authors:  Michaela Donnelly

Abstract:  The paper reviews a recent attempt by a newly acquired subsidiary to facilitate deployment of a broad corporate-wide change initiative. This project compares and contrasts change efforts against established protocols and outlines a new framework, with the goal of crafting a foundation for mature companies undertaking large scale change initiatives.

“Improving Information Flow: The Application of Lean Principles within Business Meetings”

Authors:  Seth Hill and Andrew Saladzius

Abstract:  Using Coordinated Management of Meaning (CMM) and Structuration Theory, we show how Lean Tools such as Visual Management and Leadership Standard Work can be leveraged to significantly improve the flow of information both vertically and horizontally throughout an organization.

“Enablers and Barriers to Successful Design for Customization: A Holistic Investigation”

Authors:  Marco Racheli and Daniel Halloran

Abstract:  Customization strategies to date have been explored from product, production system, and supply chain perspectives in an isolated, topical manner. This project takes a holistic systems approach to developing a customization strategy and then examines impacts to product design, production systems and supply chain design.

“Analysis of Failure Modes for Translation of VOC Into Engineering Requirements at Eaton”

Authors:  Esther Ledesma

Abstract:  Products that fail to meet sales projections often show a disconnect between customer and product requirements. This report identifies the most relevant and impactful failure modes at Eaton and offers recommendations, focusing on the application of user-driven development tools.

“An Assessment of Engineering-to-Order within the Context of an Existing Product Platform”

Authors:  Frank Tamarez Gomez

Abstract:  This project analyzes engineer-to-order requests over a two year period on two product platforms within a components manufacturing company to identify challenges faced by a company whose business model is based on mass customization. Opportunities for improvement are identified with particular relevance to engineering.

“Framework for Evaluating Critical Knowledge Transfer in the NPD Process”

Authors:  Robert Burnett, Jake Dietz, and Alex Loycano

Abstract:  This paper proposes a framework for identifying and quantifying knowledge transfer gaps within the New Product Development (NPD) process to enable targeted, cost effective solutions. Methods of mapping knowledge management flows, identifying & quantifying critical knowledge management gaps in the business process, and identifying potential solutions are presented. Results of a qualitative study from three companies are presented and knowledge management recommendations are made based on the findings.

“Aligning Business Decision Making to Strategy”

Authors:  Donald Barnes, Katherine Dominguez, Whitney Vázquez

Abstract:  A lack of clear strategic intent and poor execution leads to frequent and inefficient resource shifting, with costs not well quantified. The lack of tacit knowledge, inevitable repetition of work, lowered efficiency and morale all have a negative impact on engineers, especially if the rationale for change is not well understood or communicated. Through surveys, interviews, and statistical analysis, this project investigates the implementation and costs associated with a divisional strategy for resource shifting.

“Technical Debt: Extending the Metaphor”

Authors:  Tony DalSanto, Pedro Lugo-Perez, Jaime Vázquez-Mendoza

Abstract:  Technical Debt (TD) is a metaphor used by software engineers to express the state and health of software. Code has intrinsic value (principal) where the perception of that value might be higher than the actual value (debt). Software can lose value over time (depreciation) and there is a rate at which debt is accrued (interest). While source code itself has all of these attributes, the authors contend that much of the debt is determined by the perceptions of decision makers and the decisions made in applying resources to utilize and transform software. This paper examines and characterizes components of TD that are external to the source code.

“Integrator Risk Assessment Tool ( iRAFT ): An Updated Concurrent Product Development Risk Assessment Tool”

Authors:  Francis Conway, Joe Ehman, Venus Limcheron

Abstract:  In today’s competitive landscape, low development costs, new features and time to market are high priorities for companies trying to stay ahead of their competition. Many companies rely on outsourcing to supplement internal capabilities but, oftentimes, anticipated benefits of outsourcing are not always realized.  This project presents a risk assessment framework to help decision makers quantify supplier risk.

“Managing the Transition Toward a More Software-Centric Product Base” 

Authors:  Kyle DeCoster, David Thompson

Abstract:  This project focuses on what companies should do as they transition from industrial products to a more software-focused product portfolio; in particular, how different functions within the organization should adapt during such transition to increase the likelihood of future success.

“Raymond Corporation:  A Study in New Product Development”

Author:  Shane Storman

Abstract:  Understanding where a product stands along its product maturity cycle and tailoring investments is important to corporate profits and health.  Has it become a commodity or is it somewhere earlier in the lifecycle where innovation and technological differentiation still have significant impact?  This project evaluates a company’s new product portfolio to assess whether investment levels are consistent with product maturity.

“Benefits of a Systematic Approach to Reduce the Hidden Costs of Research and Development Outsourcing”

Authors:  Bruce Smith, Richard Gruszewski, Jim Van Bortel, Don Thresh

Abstract:  Senior level decisions to outsource R& D projects oftentimes fail to consider “hidden” or unexpected costs, thereby reducing or negating anticipated benefits. This paper examines the impact of a systematic approach across several layers of management within multiple organizations to uncover hidden costs and more accurately estimate the benefits of an outsourcing initiative.

“The Panic Factor: Organizational Emotional Response to Partnership, Merger, and Acquisition”

Authors:  Guido DiMatteo, Joe Ferrara, Jim Meyers, and Valerie Parcero

Abstract:  A model is developed to evaluate an organization’s emotional response to large scale PMA’s.  By considering factors such as emotional response intensity, longevity, and the relationship of these metrics to organizational perceptions, the model is able to help detect the presence of “organizations panic” and define its impact so that negative consequences to individuals and organizations can be minimized.

“Practices for Partnership Success”

Authors:  Ted Demyda, Matt Gerega, Fadi Rouhana, Ed Moskal

Abstract:  This project focused on practices to increase the success rate of large scale partnerships, and concluded with recommendations in six key areas.   A straightforward mechanism is offered to identify and implement these best practices, and metrics are provided to track performance.

“An Exploratory Examination of Structured Ideation within Product Development Teams”

Authors:  Joe Goodsell, Dan Scales, Chris Wergin

Abstract:  Set Based Concurrent Engineering (SBCE) has been recognized as a method to fuel innovation, yet companies struggle to adopt SBCE.  One challenge identified is the generation of multiple concept sets at the front end of product development. The companies investigated were excited about generating new ideas; however, they had very little experience with structured ideation methods.  This project examines both the barriers and how to use of structured ideation tools, including a current state assessment and an exploratory experiment at two companies

“Embracing Risk: Analysis of Negotiation Behaviors in Inter-Organizational Relationships”

Authors:  Nick Guzylak

Abstract:  This project analyzes negotiation behaviors between various groups in the new product development planning process. Behaviors are identified that are the most conducive to mutual understanding and cooperation and, ultimately, benefit the entire organization.

“The Problem Sourced Advantage: Utilizing the Problem Sourcing Toolbox to Rapidly Accelerate and Steer Product Development”

Authors:  Donald Ausmus, Christopher Pinto

Abstract:  This paper examines collaborative problem sourcing methodologies and shows how problem sourcing can be utilized to accelerate product development efforts.  Considerable confusion exists in terminology which can result in ineffective communication, poorly defined requirements, and unsuccessful utilization of resources.

“Developing an Objective Approach to Assessing the DoD’s Manufacturing Readiness Level (MRL) of a Design”

Author:  Daniel Herrling

Abstract:  Manufacturing Readiness Level (MRL) is used by the DoD to assess the likelihood of success of a given design prior to manufacturing.  This project demonstrated an approach to improve objectivity in assessing the MRL through better use of data and appropriate analysis, to replace subjective human-based assessment. 

“The Application of Business Fundamentals Utilizing a New Product Development Framework for Emerging Aquaculture Markets”

Authors:  Oliver Miller, Michael Kenward

Abstract:  Although profits can be made from aquaculture on a commercial scale, there is a high degree of risk associated with this type of business venture.  This capstone team investigates root causes for aquaculture businesses failure.

“An Investigation of Requirements Engineering Errors in Safety-Critical Product Development”

Author:  Paul Ebert

Abstract:  This research presents a qualitative case study of how and where errors are introduced in the requirements engineering process of a medical device manufacturer. Causes are explored and proposals for process improvement are provided.

“Leveraging Enterprise IT Systems to Develop VoC for New Product Development”

Authors:  Zhassulan Amirov, Richard Ray

Abstract:  This capstone project explores the opportunity to leverage enterprise IT business systems to augment conventional VoC processes.

“Statistical Worldview Analytical Metric Indicator”

Authors:  Jack Fitzgerald, Tom Walter, Bill Eign

Abstract:  Using metrics to measure performance is well understood, but metrics can also aide in predicting the success of a product development effort.  This paper focuses on the evaluation of metrics to help practitioners determine if chosen measures are, in fact, effective.  The paper will introduce a new tool called the “Statistical Worldview Analytical Metric Indicator” to help determine if a metric correlates with the success of an organizations product development efforts.

“Approximate Life-Cycle Cost Estimation – A Case Study”

Authors:  Chuck Munson, Josh Jones, Chin So

Abstract:  A lifecycle estimating (ALE) model is developed to help improve planning through better information, and to provide opportunities for design trades, design to cost targeting, and cost reduction initiatives. An artificial neural network (ANN) methodology is employed to develop the model.

“Patterns of Waste in Product Development”

Authors:  EJ Ryder, Jason Simmons, Sam Mendolia

Abstract:  This paper examines product development models and how they facilitate the identification of waste patterns, and provides insights for specific projects and organizations on how to identify waste.  Once characterized, waste can be reduced or eliminated.

“A Communication Methodology to Improve Collaboration in Cross-Functional Teams in the New Product Development Arena”

Authors:  Allison Matusick, Margot Sandy, Tim Weiskopff

Abstract:  Collaboration within cross-functional teams has been studied extensively, but counterproductive conflict continues to be an obstacle to team performance.   This project examines how teams can better identify a set of tools to mitigate or avoid conflict, and then develops a robust toolset for application within the New Product Development domain.

“Right-Sourcing Product Development”

Authors:  Jason Stanbro, Don Moran, Doug Axtell

Abstract:  Appropriate sourcing of new product development requires that organizations consider a myriad of factors, both internal and external.  This paper carefully examines both successful and unsuccessful outsourcing relationships as well as insourcing arrangements, to help identify critical decision criteria and their impact on “right-sourcing.”  Finally, a tool is developed to help organizations make more informed sourcing decisions.

“Agile Principles in Regulated Development Environments"

Authors:  Sam Saif, Prasad Puzhankara, Savio Soares, Eric Zolner

Abstract:  This project explores the application of “Agile” product development methodologies to companies in heavily regulated industries.  Although agile principles have been utilized extensively, application to medical device development and to other regulated industries has been limited and the results disappointing.  Three case studies are examined and recommendations are provided for incorporating Agile principles in regulated product development processes.

“ROADS - Robust Organization Analysis and Design Synthesis”

Authors:  Pete Richard, Tim Rountree, Amit Khanna, Charlie Hacker

Abstract:  Today’s leaders face unrelenting pressure to utilize the resources and energy of their organizations for growth, often by harnessing policies informed by best practices.  Leaders must also monitor the enterprise to validate whether policies product desired outputs, and then respond effectively.  This project identifies analytical methods to help select and apply guiding principles to organizational challenges, and proposes a new methodology called “Robust Organization Analysis and Design Synthesis (ROADS)” founded on systems engineering principles.

“New Product Development Analysis of a Federal Vendor”

Authors:  Justin McMillan, Kevin Muto, Jeff Prokop, Roy Sumarsono

Abstract:  In spite of extensive research on new product development, little attention has been given to firms known as “global vendors” to the federal government.  This project will attempt to characterize and identify key practices employed by one of “top 100” federal vendors, compared to best practices captured in the literature and associated with commercial enterprises.  The goal is a plan to improve NPD performance at federal vendors.

“Towards Empowerment: A Methodology Linking Psychological and Structural Empowerment”

Authors:  Chris Rericha, Bill Egert, Andrew Pierson

Abstract:  Current literature on empowerment has largely been focused on either structural or psychological elements of empowerment. This project investigates the links between these two characterizations and proposes a novel methodology for identifying structural obstacles to greater psychological empowerment.

“Business Model Evaluation”

Authors:  Eduardo Martony, Michael Cote

Abstract:  In today’s competitive environment, companies need a strong business model  that articulates how the organization creates and captures value.  Assessment of a business model requires not only a fundamental understanding but also how to use the business model and how to identify which components are critical for success.  This paper uncovers some of the mysteries surrounding business models and offers suggestions on how to effectively evaluate them.

“Component Obsolescence: Managing Lifecycle Differences in Commercial Products for the Department of Defense”

Authors:  Scott Bartholemew, Travis Brown, Glen Dragon, Aaron Smykowski.

Abstract:  The Department of Defense (DoD) is constantly looking to improve its communications capabilities. In order to meet cutting edge technological needs, producers of military products must utilize the latest commercial, off-the-shelf (COTS) components.  COTS components often have a primary use in the high volume commercial markets (eg. smart phones) which are characterized by short product lifecycles to satisfy consumer needs and remain competitive.  Most tactical military products have a very long design, production and support period that can often exceed ten years. Given the lifecycle mismatch, an obsolescence management process is essential for a producer of military products to effectively manage obsolescence.

“Lean Concepts and the Ideation Phase of New Product Development”

Authors:  John Giorgi, John Serio, Mehran Sabzehi, Brian Wenink.

Abstract:  Lean methods have been widely studied and practiced by many manufacturing and product development organizations.  While manufacturing has garnered much of the attention, product development has also been examined as companies take a holistic view of how their business processes can be continuously improved through lean thinking.  This paper looks at the application of lean philosophies such as fast failure, continuous improvement, and pull processing to idea genesis, selection, and new product introduction.  Findings suggest that companies with innovation processes that exhibited the most lean behaviors were also most satisfied with their performance.

“Listening to the Voices: Identifying Critical Success Factors of World-Class Voice of the Customer Processes”

Authors:  James McCusker, Joshua Ostrander, Joseph Presicci, Bret Woz.

Abstract:  Companies all create products and services for customers but there is considerable variation in how customer information is gathered and utilized.  Needs and wants, usually referred to as “Voice of the Customer” (VoC), consists of many things obtained in many ways, and most companies struggle with the VoC process.  Companies in government and military markets struggle even more and their VoC process are oftentimes more difficult to understand and less thoroughly studied.  This paper focuses on the differences between these two market types for the purpose of development insights and offering suggestions to organizations looking for world-class VoC elicitation techniques.

“Decision Criteria for Backshoring or Retaining Advanced Manufacturing, New Product Development, and R&D Activities Onshore”

Authors:  Linn Hoover, Derek Schmitt, Matthew Ochs

Abstract:  There is emerging evidence of companies "backshoring" work that had previously been offshored as well as companies retaining advanced manufacturing, new product development, and R&D “onshore”.  This capstone project identified twenty decision criteria cited by companies for retaining or backshoring these activities to the US, and defines units of measure for each criterion. A decision-making process is proposed including concept selection and decision modeling tools to assist senior managers as they evaluate options regarding onshore/offshore or offshore/backshore.

“Inefficiencies in Management Customer Software Problems: A Case Study on Opportunities to Improved the Customer Software Problem Management Process”

Authors:  David Campbell, Alan Dawson, Timothy Dioguardi

Abstract:  This paper discusses the complexities of software and how companies manage the customer software support process, to identify inefficiencies and to formulate improvement strategies.  Common issues include ineffective communication, decentralized information technology (IT) systems, and a lack of dedicated software maintenance teams.   Opportunities exist to improve the customer software problem management (CSPM) process which can provide competitive advantage through the efficient resolution of customer software problems.

“Identifying Success Factors for Inter-firm Online Collaboration Within the New Product Development Process”

Authors:  James Guentner, Matthew Hoffmann, Seth Merritt

Abstract:  Online collaboration and the success factors that enable its adoption within an extended new product development (NPD) team are not well understood, causing companies to underutilize social media within the NPD process. This paper attempts to understand whether these tools can be effectively used to improve NPD, and what the success factors are for deploying and utilizing online collaboration tools.  A qualitative repertory grid technique is used to solicit antecedents, success factors and consequences from social media experts.

”Enablers and Barriers to Successful Platform-based Product Development”

Authors:  David Havens, Jens Jorgensen, Paul Salvatore

Abstract:  Product development teams are facing continued pressure to develop more products in less time and with fewer resources. Platform-based developed is commonly seen as a solution to increase capacity of the product development pipeline.  This paper focuses on identifying enablers and barriers to successful platform-based product development by utilizing data from successful and unsuccessful platform development teams working under similar constraints.   Key enablers include institutionalizing systems engineering, development and communication of product development roadmaps, augmentation of phase gate review process and critical parameter characterization.  Augmentation of phase gate review process includes a recommendation to focus product development justification on point products and product development on a family of products.  Operational recommendations are considered possible without significant changes to existing processes and organizational structures.

“Developing New Products for Emerging Markets: A Competency Based Approach”

Authors:  Casey Kang, Matt Place, Donna Seyler

Abstract:  Multinational corporations (MNC’s) are strategically disadvantaged in developing new products for emerging markets due to geographical, economic, social, culture, infrastructure and governmental differences. The lack of solid market data often forces MNCs to use generic macroeconomic data and to make assumptions based on their home markets.  Our work suggests that deeply embedded values, processes and resources need to be adjusted to win in emerging markets.

“Holistic Approach to Lessons Learned in the New Product Development Process”

Authors:  Robin Louvain, Matt Pankow, Mike Sculley

Abstract:  To be effective at organizational learning, a company needs a structured, holistic approach to its lessons-learned process. The approach must be built upon a foundation of strong management support and a culture that promotes learning.  A formal lessons-learned process should be integrated into the product development process and utilized at the start of the project, during project execution, and at project conclusion in a post-project review (that focuses on processes), and in a post-launch review (that evaluates the product in the market).

“Sustainability: Waste Stream Utilization”

Authors:  Trevor Gyles, Alicia Mruthyunjaya, Franly Sanchez, Jerry Valentino

Abstract:  As sustainability continues to gain momentum, companies are seeking ways to integrate sustainbility into their product development process and to understand the impact of their decisions on the environment.  By using waste as raw material, companies can continue to recycle technical and biological nutrients to improve resource utilization across the entire ecosystem. This project focuses on the characteristics that enable resource exchanges to take place and provides insights on the role taken by product development.

“The Commercialization of Radical Innovation in Small Companies: Theory and Application to Catalytic Converter Industry”

Authors:  Charles Dickinson, Kevin Kolmetz, Michael McVeigh, John Solpietro

Abstract:  This project examinnes a nanomaterials start-up company and its efforts to commercialize a"radical innovation” and sell into a well established market.  Recommendations are offered on the basis of existing literature and a comprehensive assessment of the company and its target market.

“Effectively Integrating Design Thinking into the NPD Process”

Authors:  Dale Ryan, Ellery Wong, Tom Pierce

Abstract:  This Capstone project argues that the insertion of “design thinking” principles and practices into the NPD process can significantly enhance the innovation capability and competitiveness of the firm.  Specifically, design thinking methodologies provide a means of conceiving and delivering products with relevant product differentiation and resonating customer value, which yield a measurable and significant return-on-investment.  Further, the integration of design thinking into an existing NPD process can be accomplished in a straightforward manner.

“From Products to Services: A Case Study on Transitioning to Services-led Strategy”

Authors:  Jeffrey Earl, Steve Hart, David Lomenzo

Abstract:  Harvard University Professor Clayton Christensen is well regarded for his research on product life cycles and the theory of the shifting basis of competition.  Firms competing in the 1 st  stage are generally vertically integrated with integral product architectures and rely heavily on tacit engineering knowledge of how the product works.  In the 4 th  basis of competition price and product variety are most important.  This Capstone team suggests an opportunity for firms to move beyond the 4 th  to a 5 th  basis of competition, where the product definition changes to include not just the physical item but also the entire customer experience surrounding the product.  Firms must go beyond appealing products to customer-specific services.

“Challenges in Incorporation Sustainability into Product Development”

Authors:  S.A. Athalye, S.K. Govindarajan, C.A. Lopez

Abstract:  Our study began with an overview of the role of internal considerations as a firm implements a sustainability strategy, but we found that, in general, the literature was unable to guide implementation of a corporate sustainability strategy or initiative at the level of the product development value chain. Therefore, we sought to understand how senior and mid-level managers actually implement such a strategy. Using a qualitative approach, we studied two business divisions at two large, multinational firms that are relatively early in their development of an integrated sustainability strategy.  Our findings provide insight into the role of internal factors at the level of a business division as it attempts to incorporate sustainability into product development.

“Technology Transfer: Does Company Size Matter? A Comparison of SME's vs. Large Corporations”

Authors:  James Apolito, Shawn Chawgo, Jennifer Rice

Abstract:  The project examines technology transfer practices which aid small-to-medium sized enterprises (SME’s) commercialize new technologies.  A survey was conducted with three large firms to understand best practices and shortcomings encountered during technology transfer efforts.  The same survey was then given to seven SME’s to examine similarities and differences with large firms.  The surveys in combination with secondary research was used to identify key enablers of technology transfer and to develop a model to assist companies of all sizes in the commercialization of new technologies.

“Growth as a Process: Leveraging PSG's Core Business to Achieve Growth Through Innovation and Adjacencies”

Authors:  Alicia Campbell, David Cipolla, Rod Proulx

Abstract:   The Xerox Production Systems Group (PSG), like many other businesses today, experiences the pressures to grow in a competitive environment, while continually focusing on cost reductions and improving existing technologies. While operational efficiency is critical to optimizing profits of a business, it is equally important to increase top line growth to perpetuate the business. Ironically, demands from financial markets can entice management teams into having a shorter than optimal time horizon when dealing with sustainable growth. Some companies, including Whirlpool and Pitney Bowes, have found methods of growth through innovation processes that are sustainable over time. Our challenge, and the purpose of this capstone project, is to understand the methods and processes of companies that have used innovation to achieve success. And from these processes and our understanding of the PSG innovation processes and culture, we will choose the elements that best fit within the PSG environment, and synthesize these elements into a single sustainable innovative process to drive growth from the core.

“Knowledge Transfer: Developing a Framework for Knowledge Transfer within the Product Development Process”

Authors:  Timothy Carter, Kimberly Wayman, Michael Lopez

Abstract:  To succeed in product development a corporation must effectively transfer the knowledge created during the development of its products from one development phase to the next.  The necessity to transfer explicit and tacit knowledge more effectively has intensified in recent years due to the changing landscape of new product development and the increase in global competition. The accelerated rate at which technology is changing has significantly reduced the product development life cycle. This project examines ways that knowledge transfer can reduce overall development cost and optimize cycle time.

“Foundations for Strategic Outsourcing ”

Authors:  Jonathan Hunter, Mark Raymond, Daniel Wood

Abstract:   Many companies have fallen victim to the belief that outsourcing will guarantee long term success.  Through inadequate information, a lack of long-term thinking and planning, and a host of other reasons, companies continue to spend more and achieve less with their outsourcing programs.  This project examines a number of companies that have been successful and unsuccessful in the outsourcing arena.  The authors summarize best practices and create a toolkit to increase the success rate of outsourcing activities.

“Immersion & Iteration: Leading Edge Approaches for Early Stage Product Planning”

Authors:  Christopher Bondy, Jack Rahill, Michael Povio

Abstract:   Developing products that truly delight customers is, surprisingly, an unusual occurrence.  Uncovering the requirements that drive breakthrough products is a daunting product planning task in today’s fast moving, competitive, and high-tech global marketplace. This project examines obstacles that arise in the traditional product planning process to the conceptualization and development of breakthrough products.  Results suggest that successful companies engage in much more intimate immersion with target customers, they build more prototypes, and frequently revisit the planning process throughout the development process.  A new product planning process is proposed for breakthrough products.

“The Role of the Voice of the Customer in Product Development: Identification of Process Issues and a Review of Current Practices”

Authors:  Diego Pereda, Joel Spano, Roderick Zimmerman

Abstract:   To win in the marketplace, manufacturers must develop product or services that are differentiated from all the others in a manner which resonates with the end user.  Understanding the customer and how to meet their needs is more important than best practices or process efficiency.  This project reviews commonly used VOC techniques in the literature and at both  Xerox and ITT Space Systems, and then proposes a new VOC process to addresses shortfalls.

“Convergence of Market and Technology Opportunities in Derivative Product Development: A Project Selection Framework”

Authors:   Carol-Lynn Goldstein, Matthew McLaughlin, Jeanne Wesline

Abstract:   Firms today increasingly seek to leverage product platforms via derivative product versions of the base platform, but successfully doing so is a significant challenge.  Numerous enablers are required, such as robust product development processes, effective and well trained organizations, R&D activities that are aligned to support product strategies, and a clearly defined corporate strategy.  In derivative product development, firms struggle with identifying the optimum derivatives to develop and bring to market.  Our research has lead us to propose a generic derivative concept generation and selection framework of use in platform development.

“Partnering to Productize Technology: Putting Best Practices to Test in Developing and Launching New Products”

Authors:   Ravi K Nareppa. David S. Shuman

Abstract:   Having performed an in-depth review of available literature on the topic of innovation and partnering, one could conclude that there are many companies that systematically process ideas and incorporate them into new products. While examples abound of larger companies performing collaborations, we became curious about how concepts and inventions can be passed from the unaffiliated inventor to the corporate world. Cases where individual or small teams of inventors were able to find a home for their technology with large companies were few. Thus it was decided that perhaps the best way we might gain in- depth knowledge on this topic was to develop a product of our own and try to make some contacts with potential partners.

“Open Innovation Inside & Out: Recommendations to Xerox & Delphi”

Authors:  Nancy Jia, David Anderson, Shelly Hamilton

Abstract:   Since Henry Chesbrough coined the term Open Innovation in his 2003 book Open Innovation: The New Imperative for Creating and Profiting from Technology, Open Innovation has become a buzz phrase in the business world and numerous publications have been released on the topic. Unfortunately most of the literature is limited in scope to the aspect of Open Innovation which deals with leveraging ideas originating outside the four walls of the firm and in general fails to provide practical advice from an established firm's perspective.  To address this shortfall, the authors propose the development and implementation of a virtual Innovation Marketplace, breaking down the organizational silos within the firm, aiding in the creation of a high-energy, innovative environment of collaboration labeled “Open Inside.”

“New Process Implementation: A Multi-Dimensional Approach”

Authors:  Jason Calus, James Ellis, Brian Fletcher

Abstract:   The goal of this project is to address deficiencies in the literature regarding the organizational impact of new process implementation.  The authors closely examine a process roll-out at ITT Space Systems and develop a segmentation model that provide insights of use to other firms.

“Achieving Growth for Large Pharmaceutical Corporations through Strategic Licensing”

Author:  X. Michael Liu

Abstract:  Product development in the pharmaceutical industry has become a lengthy, risky, costly and extremely complex process.  Few pharmaceutical companies today have the breadth of internal proficiency and resources required to continuously develop sufficient new products to keep their pipelines filled.  Many large pharmaceutical corporations have utilized mechanisms such as licensing, alliances and acquisitions to obtain new products/technology and fuel growth. This capstone research project focuses on strategic licensing as an effective means of achieving top line growth for pharmaceutical companies.  It utilizes secondary and primary research to identify critical success factors and failure indicators associated with licensing agreements between large pharmaceutical companies and smaller biotech firms.  Current “best practices” in pharmaceutical licensing are also identified.

“Strategic Thinking and Resource Management in Small to Mid-Size Printing Companies”

Authors:  Bob Strach, Jeff Miller

Abstract:   Very little research has been conducted within the printing industry to identify how small companies develop strategic plans and make decisions for the future.  This study provides insights into the strategic development process through exploratory interviews with firms experiencing a broad range of growth rates.  Results show that small and medium size companies who carefully align resources with a strategic plan for growth experience high growth relative to their industry average.

“What is the Right Platform Development Strategy for a Small, High Tech Company?”

Authors:  Brian Bessel, Ken Rosys, Tom Patrick

Abstract:   Contemporary literature on product platforms is focused almost exclusively on large organizations, but small companies have constraints and organizational structures that may prohibit adoption of platform strategies common to larger companies.  This paper examines fifteen small high-technology companies and develops a platform “continuum” that relates organizational characteristics and behaviors to success in executing a platform strategy. 

“Using Technological Growth Curves for Business Decision Making”

Author:  Matile Malimabe

Abstract:  A methodology is presented for improving product forecasting by integrating robust forecasting techniques associated with technological product diffusion.  Historical data, industry trends, and survey information provide inputs to several prediction models, which are utilized to generate growth curves.  The goal is to provide general managers with a tool to understand forecasts and enable enlightened decision making regarding product development and deployment in the marketplace.

“Leveraging the Organization’s Collective Intelligence: The Application of Prediction Markets to the New Product Development Process”

Authors:  Tim Green, Sarwat Siddique

"Conducting Market Research Using Web-based Methods and Their Impact on the Product Development Process”

Authors:  Kris Hartman, Tina Chapman

Abstract:   Failure to adequately understand market needs and trends is the primary reason that new products fail in the marketplace.  This paper examines web-based market research methods and their important role in understanding customers and markets, and in improving the effectiveness of the product development process.

"Examining the Implications of the Integral/Modular/Re-Integral Hypothesis of Product Architecture: A Study of the Contemporary Camera, Automobile, and Disk Drive Industries"

Authors:  Jim Nargi, Joe Miska, Mary Schlitzer

Abstract:   Ease of use, miniaturization, and design differentiation in commoditized markets are recognized as important new drivers of reintegration.  Several contemporary trends present additional risks during the reintegration stage to companies trying to avoid undifferentiated product offerings and obsolescence.  This paper examines three key industries, through primary and secondary research, and provides insights and advice to companies in the face of commoditization.

"New Product Development: Corporate Culture and Quantitative Tools"

Authors:  Gar Larkin, Mark Trzyzewski

"Disruptive Indicators and an Early Warning Methodology"

Authors:  Peter Cucci , Greg Eisenbach, Megan Weiner

Abstract:  Clayton Christensen has shown how disruptive innovations can affect an incumbent company’s products and competitive position. This paper explores whether or not a disruptive event in predictable.  In particular, conditions are examined under which radically different customer solutions and business models are required to compete. Using Geoffrey Moore's technology adoption model in conjunction with Christensen’s theory of disruptive innovation, three case studies are critiqued and early indicators identified. These indicators are then applied to a situation that is predicted to happen, to demonstrate that organizations can respond proactively.

"Tacit Knowledge Transfer -- The Integrator's Dilemna”

Authors:  Ted Foos, Gary Schum

Abstract:  This project centers on the challenges associated with internalizing and integrating tacit knowledge from an external partner.  The authors investigate factors such as contracts, due diligence, and trust, that may influence the transfer of tacit knowledge from one organization to another.  Suggestions are made for improving transfer and retention of tacit knowledge to improve the success of alliances and acquisitions. (This project was published in the Journal of Knowledge Management, v. 10, #1, 2006, pp. 6-18).

"A Commercialization Framework for Making Strategic Make, Buy, and Sell Decisions"

Authors:  Dan Czuprynski, Wayne Didas, Lisa Simpson

Abstract:  This project is focused on providing a strategic framework for make/buy/sell decisions. Areas investigated include decision making, new product commercialization, and value chain participation with the goal of developing a collection of recommended practices for the firm to improve their make/buy/sell decision making capability. A strategic framework is provided for integration with the product commercialization process.  Four industry segments were researched to learn how decisions are really made.  These decision models were evaluated against recommended practices and a newly developed decision making maturity model.

“Radical Innovation in Medium Size Companies”

Authors:  Patricia Dwyer, Connie Treese

Abstract:   Unlike large enterprises and small startup companies, medium-sized firms ($100-$500MM in revenues) have been below the radar screen with respect to investigations of their unique challenges and assets for innovation implementation.    Like large firms, medium-sized firms have institutionalized process-oriented structures to some degree.  Like smaller companies, medium-sized firms have limited resources to support R&D or to defend commercialization of groundbreaking products.  This exploratory study examines radical innovation in medium-size firms to uncover contextual issues unique to firms in this size category.  Specific focus areas include: strategic view of radical innovation, decision-making framework, metrics utilized to approve and track projects, team structure, and other operational aspects of innovation.

“An Exploration into the Fuzzy Front End of Innovation”

Authors:  Dhirendra Damji, Scott Latona, Rajesh Mehta, Eric Mundt

Abstract:   A firm’s ability to balance its efficient and rational tendencies against its entrepreneurial drive and innovation process has a strong influence on a company’s ability to create new products.  This paper examines the least understood segment of the innovation pipeline, the initial stage of the pipeline or “fuzzy front end.”  By drawing strong parallels between the entrepreneurial process and the processes at the front end of the innovation process, and validating them with primary data, the authors offer a new framework for the fuzzy front end along with suggestions to help companies improve.

“Strategic Alliances: Dynamic Factors That Can Change a Firm’s Competitiveness”

Authors:  Mike Flood, Melissa McCullough

Abstract:   Strategic alliances have become an essential component of corporate business strategy, yet statistics suggest that up to 70% of alliances fail to deliver on their objectives.  The authors examine the dynamic behavior of alliances, with an emphasis on those factors which originally influenced alliance formation.  A framework for analysis of an alliance’s environment is provided, and five cases are studied to test validity of the model and provide recommendations for alliance formation and management.

“Creating Competitive Advantage in Commodity Markets:  The Implications of Product Modularity on the Product Development Process”

Authors:  Johanne Korrie, Terry Street, Giana Phelan

Abstract:   As the basis of competition moves away from features and functions to price and product variety, it becomes too complex, time-consuming, and expensive to develop integrated products.  Consequently, companies must eventually modularize their designs; yet, the ability to create a product-based differentiation strategy is difficult in industries with modular product architectures.  This paper examines how leading firms that compete in modular markets sustain competitive advantage, and how their product differentiation methodology affects the product development process.  Six distinct approaches are identified and then examined at firms that have successfully adopted each approach.

“Discovery of Hidden Assets in Large and Small Companies”

Authors:  Jim Abraham, Matt Lowenstein, Win Trafton

Abstract:   Traditional methods of coupling a company’s capabilities with the needs of customers are well known, yet maintaining a competitive advantage through these capabilities is a constant concern.  Adrian Slywotzky and Richard Wise in, “The Growth Crisis – and How to Escape It,” have coined the term “hidden assets” and described how companies can leverage these assets to provide solutions that meet higher-order customer needs.  This paper focuses on a methodology to help uncover a company’s hidden assets, one that considers core competencies, strategic assets, capabilities, and strategic alignment.  Hypotheses are tested through interviews at a series of large and small companies.

Abstract:   As the basis of competition moves away from features and functions to price and product variety, it becomes too complex, time-consuming, and expensive to develop integrated products.&n

“Application of a Model for Effective Personality Profiling of Key Decision Makers for Use in Competitive Intelligence”

Authors:  Nancy Dibella, Bob Gerardi, Peter Kelch, Bill Messner

Abstract:   Developing models that forecast competitive behavior provides important strategic advantages.  Unfortunately, a key decision maker’s personality and style of thinking are absent from most competitive intelligence models.  This paper builds upon an established model for personality profiling and develops a process for gathering, analyzing, and characterizing the behavioral pattern of key decision makers.  A scorecard is proposed and the process validated through case studies.

“Methods for Improving the Technology Readiness Assessment Process within New Product Development”

Authors:  Nick Evevsky, Tom Maurer, Tom Wright

Abstract:   Although significant improvements have been made to stage-gate processes and tools, may commercialization projects still fail as a result of inadequate risk assessment and risk management associated with new technologies.  The authors identify several opportunities to improve the effectiveness of technology readiness assessment activities.  A model is developed to address these opportunities, and a methodology is proposed for applying the decision model to existing stage-gate processes.  The model is tested and verified on twenty projects.

“The Role of Architecture in Defining the Business Strategy for New Product Development”

Authors:  Jeff Drawe, Dave Erdtmann, Mary Roux

Abstract:   In search for sustainable growth, mature companies continually formulate new business strategies.  At the same time, these companies are exploring new product architectures and technologies as a source of competitive advantage.  Oftentimes, unfortunately, these activities take place independently because companies fail to comprehend the interdependencies.  In this paper, a framework is presented that identifies key aspects and architectural decisions needed by firms to develop radically new business concepts.  Three case studies are analyzed and were found to support the hypothesis that product architecture decisions play a critical role in building new business concepts.  Linking architecture with business concept development allows companies to consider the entire value stream in its NPD strategy.

“Technology Clusters – Improving Technology Transfer”

Authors:  Anne Bohan, Lisa DeLouise, Paul Wegman

Abstract:   Regional industrial specialization has long been a recognized phenomenon, but the utilization of industrial clusters as a framework for economic development has not been exploited until recently.  This paper explores the tenets of industrial cluster theory and applies them to the Rochester regional photonics cluster, to better understand the underpinnings of the cluster and to identify barriers to economic growth.  A framework is developed and used to derive recommendations for facilitating growth of the Rochester regional photonics cluster.

“Practical Guide to Assessing Organizational Readiness for Capitalizing on Virtual Teams”

Authors:  Joe Hancock, Mark Jankowski

Abstract:   The use of virtual teams in new product development has many established benefits; however, organizations have had difficulty implementing virtual teams with any level of consistency.  This paper presents a practical new tool, called the Virtual Teaming Scorecard, to help project managers assess whether their organization is capable of leveraging virtual teams to meet project objectives.  Decision criteria are provided, along with decision support and real-world examples for each assessment characteristic.  A case study illustrates utilization of the scorecard to predict the likelihood of success in a product development program.

“Start-up acceleration of NPD”

Authors:  Jodi Aboujoudi, Joe Rouhana, Mark Muscato

Abstract :  Increasingly complex products and shorter product development cycle times impose significant challenges for teams and managers.  This Capstone project seeks to better understand root causes associated with sluggish performance early in a project’s life cycle.  An in-depth examination of a recent project is undertaken along with historical data analysis from 180 other projects.  Suggestions are offered for addressing the sources of slow progress during the early stages of NPD.

“Selecting Winning Product Ideas in Mature Manufacturing Companies”

Authors:  Mark Amico, Sue Burek, Zhenze Hu

Abstract:   This project examines the extent to which a popular screening tool can be applied to mature industries, and looks for opportunities to enhance the underlying model.  Several hypotheses are developed and tested against data collected on 21 projects from three companies. Results from the study are utilized to adjust the model and provide recommendations for mature companies interested in improving their idea selection processes.

“Radical Innovation: An Analysis of Strategy and Capabilities of Corporations in Upstate NY”

Authors:  Nick Ganzon, Mike Moorehead, Jack Rieger

Abstract:   Established companies are usually successful at incremental innovation but have difficulties with radical innovation characteristic of new or unstable markets.  Qualitative research based on interviews and published data were collected from five companies in upstate New York.  Based on these studies, the authors describe best practices, and practices to avoid, to help companies create a culture of radical innovation that can coexist with capabilities for incremental innovation.  A radical innovation capability model is proposed to enable companies to track progress in capability development.

“Strategic Sourcing of Product Development Services – A Decision Making Framework”

Authors : Neil Dempsey, Salvador Barragan-Perez, Charles Cappellino.  

Abstract:  Execution of an extended enterprise sourcing model for product development services is an essential endeavor in today's highly competitive and fast paced global economy.  This project explores the critical challenges that must be overcome as companies seek to implement the extended enterprise, including supplier capability assessment, the impact on maintenance of technical competencies, and confusion over roles and responsibilities. A four-step framework is developed to assist product development managers in making effective sourcing decisions.  (This project was presented at the Management Roundtable conference on Product and Process Leadership in Boston, April 2001, and published in the Journal of Supply Chain Management).

“The Governance Mechanisms that Influence the Success of International Strategic Alliances”

Authors: Ed Solcz, Mike Piccirilli, Bill Williams

Abstract: This project examines three primary factors that influence the success of international strategic alliances: the selection of an alliance partner, the choice of organizational form or governance structure, and the management processes used to govern the relationship.  A diagnostic/prescriptive tool is developed to determine the likelihood of alliance success.  Along with a concise set of lessons learned, utilization of the tool will enhance the probability of success for future alliances.

“Collaborative Design and Development to Accelerate Durable Goods Design and Manufacturing”

Authors: Gary Faguy, Tom Lambert, David Thompson, Kris Walker

Abstract: The ever increasing demand for new products at benchmark quality levels necessitates the engagement of partners.  Enabled by the Internet and advanced software, a new breed of collaborative design tools is emerging that will solve many of the problems experienced while partnering.  Our research shows that two major organizational limitations must be solved in order for assembled products companies to embrace these critical tools: 1) internal resources must be optimized by creating true concurrent design practices across global geographies, and 2) partnerships must be extended in an effort to virtualize resources.

“Applying Self-Organizing Principles to Product Development in a Globally Distributed Environment”

Authors: Mike Monahan, Gene DiTomasso, Tony Fantanzo

Abstract:  Command and control style management is often too slow or inefficient to manage complex organizations in a turbulent marketplace.  There is a tendency for these organizations to suffer from process paralysis.  Globalization of product design among business partners in a web-based environment represents a paradigm shift in new product development which requires fundamentally new ways of architecting, designing and manufacturing products. This project examines ways in which governing principles of complex adaptive systems can be utilized to improve the architecting, design and management processes of products developed in globally distributed environments.

“Technology Infrastructure Services at Customer Sites”

Authors: Anthony Nozzi, Amy VanDerwerken

Abstract:  Employees located at customer sites often do not have access to electronic information services provided to employees at internally connected sites.  This project undertakes the development of an information systems architecture that enables the delivery of employee services and access to internal corporate resources at remote sites.  A business and technical feasibility analysis forms a solid foundation for full-scale development and implementation.

“Platform Element Dynamics in a Multi-Product Development Environment”

Authors: Hamidah Mansor, Mark Troia

Abstract: One popular approach designed to improve product delivery and lower cost is to develop a family of products based on a common platform. Despite mounds of literature and years of industry experience associated with platform implementation, there continue to be significant challenges with this approach.  In this project a strategic framework is constructed to evaluate the factors affecting platform strategy. A structure is provided to assess the platform development process against its organizational infrastructure and in the context of continuous technology evolution. New ideas are forwarded to improve the platform development process and identify a complementary organizational infrastructure.  A technology roadmap for future platforms is also identified.

“The Application of Software Process Improvement (SPI) and CMM to the New Product Development Process and Financial Results”

Authors: Anthony Bradley, Chris Shafer

Abstract: SPI initiatives are commonplace in today’s software development companies.  Logically, these initiatives should translate into more efficient product development and, therefore, to improved productivity and cost savings.  This project examines SPI activities in a number of companies to determine financial impact and NPD process performance impact.  Guidelines are provided to help managers make intelligent decisions about the application of CMM to SPI initiatives as a function of organizational size and structure, project type and scope.

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Becoming a product manager in a ‘productized world’

By Sachin Waikar and LeeAnn Shelton

Welcome to the second installment of our series, “Predictions on Jobs,” in which our faculty share the latest trends in hiring across a variety of career fields. Today, we’re discussing tech and product management with Mohan Sawhney, a professor in Kellogg’s MBA programs and a globally recognized scholar and speaker on innovation. 

The need for good product managers is growing exponentially. Why? Because the business world is becoming increasingly “productized.” 

Here’s what that means, says Mohanbir Sawhney , associate dean of digital innovation and clinical professor of marketing at Kellogg. In general, product managers guide the development of a product or feature, using customer insights to get business, technology and design teams on the same page and managing every phase of taking it from idea to reality: from planning to development to launch and improvement. 

In this post, Sawhney discusses the opportunity landscape for those aspiring to product management and how Kellogg prepares MBA students to excel in this role. 

Product management in technology firms

Tech remains a highly attractive sector for MBA graduates. In fact, the industry is one of the top destinations for Kellogg graduates. For MBA students in particular, career paths in technology “boil down to product management and product marketing,” Sawhney says. 

That raises the question of how to become a skilled product manager or marketer. “To answer this question, we need to understand what these professionals actually do, what deliverables they create,” Sawhney says. “For example, they may create user persona, user stories, Total Addressable Market (TAM) estimates, wireframes, and go-to-market strategies.” 

These deliverables are shaped by tools — product management tools, software tools, AI tools and more. “Product Management software tools are critical to your success as product managers.” That reality motivates the curriculum of Sawhney’s Product Management for Technology Companies class, where students “go through the whole product management process from conceptualizing opportunities to thinking about the product concept and converting it into a product design and then taking it to market.”  

This Spring, Sawhney redesigned his product management course ground-up to incorporate the latest developments in Generative AI. “Students learn best practices and frameworks and work on a capstone project that incorporates specific Generative AI tools at multiple stages,” he says. He and his team added lab sessions, as well, where students learn to use key tools in hands-on sessions.  

“I’m working with companies that build the tools to bring the best to Kellogg. My students use state-of-the-art generative AI tools,” Sawhney says. For example, all students have access to latest Generative AI tools like Perplexity Pro, and project management tools like Notion.

Beyond the tech field 

Product manager roles are commonly found in technology companies like Microsoft and Apple. But there is a vast universe of product management roles in services firms. For example, the financial services firm Vanguard has 1,000 employees in product management roles, Sawhney notes. “They’re building the mobile app, building the website, building the tools as part of ‘digital product management,’” Sawhney says. Banks, insurance companies, consulting firms, and law firms all have such product management needs.  

Professional services firms increasingly feature digital products that are embedded in services. “Say you’re doing tax and audit at Deloitte, and you start to automate some of those services with AI,” Sawhney says. “Now this productized service needs a product manager.” 

“The product DNA has to be developed within every professional services firm,” he continues. That means there's a rising need for product manager roles in consulting, banking, insurance, analytics, and many other professional services sectors. Kellogg, with faculty like Sawhney, can help anyone make the most of a product management career in any sector.

The Kellogg Advantage 

From coursework to extracurricular activities to a growing and supportive alumni network, Kellogg’s degree programs are helping students land their dream jobs in product management. Here’s why: 

• A degree program like no other. The MMM program  is an immersive dual-degree program in which students earn an MBA from Kellogg and an MS in design innovation from Northwestern’s renowned  Segal Design Institute at the McCormick School of Engineering and Applied Science. Graduates gain a strong foundation in both business and design, and alumni have gone on to lead product and design teams at a variety of well-known companies including Google, BCG, Zillow and more.
• A dedicated pathway and courses. Many aspiring product managers also enroll in the Two-Year MBA Program , or the MBAi program , where they enjoy a dedicated Technology Management Pathway  with a wide variety of courses focusing on product management, product marketing management and business operations and strategy. “The curricular pathway at Kellogg is really well-developed,” Sawhney says.
• Robust extracurricular opportunities. Kellogg boasts an active student-led Technology Club . They host many networking, learning and social events every year. A highlight is the annual Technology Conference, which welcomes industry leaders to campus every year. 
• Leading executive education opportunities. For those further along in product management and marketing careers, Kellogg offers online executive education, including several programs Sawhney runs: Product Strategy , Chief Product Officer , and a Product Management professional certification . Together, his product management courses have enrolled over 10,000 students from over 100 countries. “When you look at the impact and number of people we have reached, we can confidently say that Kellogg is the top business school in developing product managers”, Sawhney says.
• A large, growing alumni community in tech. More than 1,300 alumni have product manager or product marketing manager in their job titles. And, a large percentage of Kellogg graduating classes enter the tech industry, many in locations on the West Coast. Top tech firms including Apple, Google, Amazon and Microsoft regularly recruit and hire Kellogg students. In recent years, almost 25% of the graduating MBA class has been employed by the technology industry, commonly in product management and product marketing roles. 
• Career guidance tailored for you. Our Career Management Center  at Kellogg offers unlimited one-on-one coaching to students, a dedicated research specialist to help you chart your professional path, and resources that extend even after graduation. For those particularly interested in technology, we have a well-rounded suite of opportunities to educate students on careers in product management through panels with alumni, interviewing workshops specific to technology roles and over 15 technology-focused CMC Industry Advisors to offer guidance. Lastly, annual treks to San Francisco, Chicago, New York give students insight into product management roles from alumni and industry professionals.  

Read next 

Curious about what an MBA in tech or product management at Kellogg can do for you? Follow the links here to read about students and alumni in tech and discover the latest research from our faculty on innovation . Or, explore our degree programs  to find the right fit for you. 

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What Is a Capstone Project in Engineering?

For Faculty Lecturer Alyssa McCluskey , the capstone project at the University of Colorado’s Engineering Management Program (EMP) boils down to two things: agency and opportunity. 

Agency, because students can chart their own course. And opportunity, arising from that agency, allows students to become leaders on their own or within their organizations. McCluskey ought to know: Capstone worked for her as a student and she knew, eventually, it could work for others as well.

“In my civil engineering capstone, we could explore and create different solutions to the use of biosolids, and I was really proud of the report and presentation that we produced,” McCluskey says. “I did send the report to my future employer, a research institute in Boston, and was hired partially based on the document that I had sent them. And I just remember really enjoying the process. So I wanted to bring that to this Program as something to offer the students.

What Is a Capstone Project?

In the Engineering Management Program, students can now elect to cap off their engineering curriculum with a capstone project. The project can be anything that uses their management and engineering skills to make a product, design software or find innovative ways to affect change within their industry.

In the past, students were given a list of topics to write an 8-10 page paper using concepts learned throughout the program to culminate their degree. McCluskey found that the traditional method was serving neither students nor faculty well. This method seemed like just regurgitating material and lacked a meaningful experience for students to use what they learned throughout the degree.

Looking for more flexible options for CU students, the EMP decided to offer two paths for degree completion: completing the full coursework, 30 credit hours, or taking 27 credit hours of coursework and completing a final 3-credit capstone project in their final semester. 

“We made the capstone flexible so students can explore any ideas or topics of interest,” McCluskey says. “Anything from hot topics in project management to anything they found interesting over their courses in the EMP. I encourage them to look at courses they really enjoyed, talk with professors they enjoyed learning from, meet with professionals working in areas they are interested in and think of topics around that.”

A Diverse Range of Capstone Project Ideas

EMP just launched this program and there are four students in the first cohort, each working on a unique capstone project. All of them are focused on finding practical solutions to real-world problems.

One student’s capstone is about finding effective methods and tactics to increase employee engagement within the Office of Information Technology (OIT).

“This is a student who’s employed at OIT at CU,” McCluskey says. “And so she was asking how do we retain our employees and make them happy and want to stay? She found some startling statistics that close to 50% of employees are thinking of leaving.”

This capstone is especially topical given the nature of the Great Resignation where many employees are seeking better opportunities and are no longer willing to settle for the status quo.

“She did a number of surveys, listened to podcasts, took some courses and came up with a plan that she’s trying to implement within her department based on the capstone she worked on,” McCluskey adds. 

Another fascinating engineering capstone project idea was one student’s mission to make a more sustainable satellite, combining interests in both sustainability and the aerospace industry. 

“They developed a tool to quantify the environmental impacts of producing, launching and disposing of a satellite,” McCluskey says. After inputting the information into a spreadsheet, it comes out with “the carbon footprint of what the satellite would produce. And not only that but also ranking which areas you should spend your [resources] and get the most bang for the buck that’s most probably going to reduce your carbon footprint,” McCluskey says.

Given the concerns about orbital “space junk,” this capstone project addresses a need in aerospace that could be all the more germane as technology allows us to explore beyond our own planet.

And for the person on the move  whose arms are constantly full and trying to literally—and figuratively—juggle the messiness of life, one student came to the capstone project with an idea already in hand: “merge bottle technology”—magnetized stacking water bottles that allow you to carry different beverages or food in one place, even at different temperatures.

“What I saw was great,” McCluskey says. “As a parent, you’re having to carry all these things, right? Also, he found that people in the healthcare industry and first responders who might be on a shift for a long time were interested right away. You can keep something hot, you can keep something cold, you could put food in one and drinks in another. Teachers as well. They have all these bags and bunches of containers they carry around. So instead of having multiple water bottles for your coffee and your water, you could just carry one stack.”

Yet another capstone project focuses on the uncertainties inherent in software product development and how that uncertainty affects humans at the neurobiological level. 

“This student is in the software product management field, so she studied how we can better support employees to deal with uncertainty,” McCluskey says, “and she came up with four main things that companies can do to help their employees deal with that.”

The capstone project identified four key strategic theories—frequent stakeholder communication, a transparent roadmap with dependencies, iterative feedback opportunities and integration and focus on analytics—that empower product managers to ameliorate uncertainty among stakeholders during the software development process. 

Perhaps the biggest takeaway is that students focus their capstone project not on abstract concepts, but on tangible strategies that have the potential for immediate real-world application. As a result, these capstone projects can help a student stand out as a desirable employee and a potential leader in their field or company.

Communication and Research: Soft Skills for Engineers that Pay Dividends

Many people—even many experts— know their field and products inside and out but struggle with communicating their ideas and knowledge to key audiences within their company or to clients. To help develop these skills, part of the capstone project incorporates a communication course. 

“This involves working on your writing, working on your presentation skills, and working on peer reviews,” McCluskey says. 

Good communication also means translating sometimes complex ideas and knowledge into a “language” that a wide audience can understand. That’s a skill that students refine over the course of their projects. 

“You may understand something so well that you’re using acronyms others don’t know and you just lose the reader right away,” McCluskey says. “So that’s something we spend some time on. What’s nice is that we switch throughout the semester with our peers as well as the instructors and advisors so that if anybody is unfamiliar with something, it’s highlighted.”

Another benefit of the capstone project is that it allows students to stretch and improve their research skills beyond the usual Google search. Rachel Knapp, assistant professor and applied sciences librarian at CU, spoke to the capstone cohort and went over online resources available to CU students via OneSearch and discussed best practices in research strategies—for instance, how to narrow a topic and get the best out of information searches and how to determine which journals you may want to publish in. If capstone students get “stuck” in their research or are not getting the results hoped for, they can set up an appointment with a CU librarian to help with ideas and options. 

Armed with this information, the capstone gives the students a chance to put into action much of what they’ve learned during the EMP and presents a valuable opportunity to live out what being an engineering manager is all about.

“They come in and they are the project manager of their capstones, ” McCluskey says. “So they get a chance to implement all the things you can think of that go into that: time management, building out your product schedule, problem-solving skills, thinking ahead, identifying what you might run into that’s going to cause a problem. They start to build their confidence because they’re now experts on this topic.”

Taking on a project of this nature flexes many skills including writing and planning, constructively giving peer feedback, and setting and achieving goals—while also making a student an attractive hire or a more effective contributor in their current position.

“The student who created the toolbox for the sustainable satellite,” McCluskey says, “is actually presenting to some higher-ups in his company who have expressed interest in what he’s done. So that’s not only letting our student be seen by people up in his organization but also giving him a way forward and fast track in that sense.”

“This is a Chance to Explore Something That Interests You”

For students, these ideas for capstone projects lead to something beyond typical coursework: the freedom to explore. Instead of listening to lectures and wondering, “Will this be on the test?” EMP capstone cohorts take the reins of their interests and bring those ideas to the world with the idea of solving a problem for individuals  (teachers/mothers/first responders) or an entire industry (more sustainable satellite building for aerospace).

“This is a chance to explore something that interests you,” McCluskey says. “You’re not coming to a class prescribed exactly what you have to learn. You get to choose where you want to put your time and where your interests lie. It’s a win-win: You’re getting credit for it, and you're also coming out with something that you might personally believe in or want to move forward with.”

McCluskey is proof positive of the benefits of the capstone. She still works with advisors she knew from 30 years ago. 

She says, “You’re really developing those relationships as well, not only with your classmates through working together in peer reviews and class, but also with your advisor and other professionals you interact with over the semester.” 

“I’m their guide on this adventure,” McCluskey adds. “I bring in some guest speakers so they can learn from outside experts. I try to base the guest speakers on student interests like entrepreneurship and journal editors for publishing papers to help spark and refine student ideas. I also have lectures and guest speakers on communication best practices throughout the course, and then help them stay on track.”

Advisors, faculty or working professionals who are chosen by each student, meet with them at least five times over the semester, all the while reviewing the work. These relationships may bear fruit later in a career and provide an important sounding board for bouncing around new ideas.

And in the end, the progress made quite literally puts a capstone on the Engineering Management Program.

“It gives you confidence and pride in the culmination of your degree,” McCluskey says. “It's not just a piece of paper, you actually have a product that you've developed and the ability that you can do something like this.”

Engineering Capstone Projects: For EMP, It’s Just the Beginning

For McCluskey, this is an exciting time. Seeing the four students come through the capstone project fills her with optimism for the future of the project and, more importantly, what it offers to EMP students willing to take on the capstone and flex their engineering skills.

She sees students come in with ideas that are all over the board and then with her help along with other advisors, refine the ideas so they are manageable and attainable. It is gratifying for McCluskey to hear what the cohort had achieved at the end of this pilot program.

“We had them present to all the advisors at the end of the semester and they offered beautiful presentations,” she says. “They were high quality. They were very articulate. They answered questions. It was fun to see the advisors’ excitement with the different products.”

It could be that one student's capstone becomes the cornerstone of another student’s in the future; that it could, as McCluskey says, “spawn another idea for the next capstone. There might be somebody interested in a project that someone else did before and they could take it to the next step.”

For now, the capstone project is offered only in the spring semester, but with growing interest, it could be offered every semester.

The hope is that each session of capstone projects will spur more inspiration and more innovation.

“I was ready for some bumps along the road,” McCluskey says. “I was able to be pretty agile and move where I saw the needs that were there. So I’m really excited to learn more from these students and watch more students grow from an idea to a product they’re proud of. So I’m excited to just have more of them.”

Learn More About the EMP Capstone

To learn more, please visit the Engineering Management Program website or email [email protected] for more information about the capstone project.

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The best side projects for product managers

After 10 years of continuously working in product management, I decided to leave my full-time job to take a short vacation around a similar time last year. Back then, I wanted to get into freelancing since I liked the idea of working on different products for a shorter period of time. Sometimes that was not possible at my last employer, Zalando, so in the hopes of exploring this new route, I launched a set of side projects.

These projects helped me get a client for whom I am working as a freelance product manager. Interestingly, my association with LogRocket as a freelance writer also happened via one of the side projects.

In this article, we will deep dive into why product managers should have side projects and how they can help with your personal brand.

Different types of side projects product managers can work on

First and foremost, a side project is highly dependent on the competency of the PM. A PM with a high level of coding skills might be able to create a full-fledged website as a solution to a customer’s problem, while a PM that might not be as proficient with coding might pick up a different solution. In this section, we will explore all different types of side projects a PM can work on:

Website or app

This probably is the most obvious one but is also a time, resource, and money-consuming option. We need to understand that a website or app is not always a solution. There are multiple other ways by which a customer problem can be solved. Hence, it’s important to understand what the problem is and then implement a solution such as a website or app.

Interestingly, the market is now filled with a lot of no-code/low-code tools that a PM can use to build full-fledged websites without much coding. However, there is a steep learning curve for these platforms. Some highly recommended no-code/low-code tools are bubble.io, Carrd, Webflow, and Zapier.

Newsletters

Lenny Rachitsky left Airbnb in 2019 after serving as a product lead. He wanted to build a startup, but his interest in writing led him to create a newsletter on substack. Now in 2023, he has 472K subscribers.

The growth of his newsletter shows the opportunity that lies in the entire newsletter space. This shows that a website or app doesn’t always need to be a side project. There are a lot of free newsletter platforms that can help you create and run a newsletter in minutes. Some recommended ones are Substack, LinkedIn Newsletter, Mailchimp, and MailerLite.

A couple of years back, I was preparing for a product management interview at Meta. During this phase, I came across Dianna Yau . She has a series of videos on her YouTube channel that helped me learn more about how to approach problems. To date, this is her side project.

Videos are a great way to solve a problem. And on the other hand, they don’t take a lot of time, money, and effort. YouTube, Instagram, and TikTok are the preferred platforms for videos. But it’s good to understand who is your target audience before selecting one platform.

Courses are another great way of earning a little more money as a side project while teaching others what you already know.

Recently got a PM job at a startup? Create a course that helps other PM aspirants how to find a job at a startup. Hired a few PMs in your team? Create a course that helps other hiring managers understand what to look out for while hiring PMs.

Opportunities are endless. You just need an idea that’s worth solving. Kajabi, Gumroad, Udemy, Skillshare, are a few of the notable platforms to create courses.

Another interesting option for a side project is a podcast. If you aren’t into writing, coding, or creating videos, a podcast is a great way to share your thoughts and ideas. One of the interesting reasons why a podcast is an interesting side project is that it requires minimal effort to create one.

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On the other hand, users can listen to the podcast even while at work or at the gym. This is different from watching a video or going through a course. Spotify is the preferred platform for podcasts, but there are other smaller ones such as riverside.fm, podbean, etc.

How to find and start a side project

Now that we learned a handful of side projects that PMs can pursue in their free time, let’s deep dive and understand how to start a side project and pick one that makes the most sense for you:

• Find your expertise — Every PM has a different skillset; some come from a coding background, some have very strong design knowledge, and some are exceptionally data-driven. So it really depends on where your expertise lies. That ideally should be the starting point
• Find a problem worth solving — Once you figure out what you’re really good at, the next step is to find a problem worth solving. The best way to do that is to have a close look at your life and see if there is something worth solving in it. Chances are, you will find something. Missing your mom’s home-cooked food? Want to find people to work out with? Problems are everywhere. You just need to figure out which one is worth solving for you
• Understand the magnitude of the problem — Does the problem affect a really small group of people or do you think there is a lot more than that? Do your research and figure out the magnitude of the problem
• Talk to the users — Once you understand the problem, talk to the users affected by it. Buy them a coffee and get to understand their psychology related to the problem
• Build an MVP — This part is where things get a little complicated. Since we are talking about a side project, we don’t want to invest tons of money or time on this. So the idea is to build something minimal and simple that can solve the user’s problems
• Take feedback and iterate — Once the MVP is out, talk to the users again. Show the MVP. Understand how they are using your product. Does your product solve their problem? If not, understand what’s missing. Iterate accordingly

Why should a PM have a side project?

So, you may be asking yourself, “If I have a full-time job, why should I have a side project too?” Great question — let’s talk about why PMs should have a side project:

Extra money

For anyone who knows what a recession is, also knows the importance of being financially stable. Considering how the market went down last year and is still recovering, it’s important to always have that extra cash for tough times. And side projects help you with that.

I want to highlight though that not all side projects will help you earn money and definitely not a huge amount, but, if done wisely, side projects can surely help you pay your bills.

Develops personal branding

The job market is competitive. Today, in order to stand out, it’s important to showcase your own personal brand. Truth be told, a strong personal brand evokes confidence and trust. And side projects help you to achieve that.

Improves skills

In the past, there have been cases where I was not able to showcase or work on some of my skills as a product manager since the product I was working on didn’t require those skills. This is where a side project can help. It can help fill in the gaps — especially those related to the skills that you haven’t got an opportunity to work on in your full-time job.

Helps with networking

Side projects help you to network with everyone — hiring managers, recruiters, fellow PMs, etc. Networking is the single most effective tool to increase opportunities in any form, be it finding a new job, generating new business opportunities, finding new customers, and more. Side projects help you do that.

How I used side projects to get my freelance PM gig

I have been a fan of side projects. At the start of the year when I was actively looking for a freelance product management gig, I started a build-in public project to build four micro products in four weeks. I wrote on Medium as well as LinkedIn everyday for 30 days about how I was building these micro products.

The idea was to continue building one of those products after the completion of this side project and make it revenue-generating. But here’s how things played differently. I got in touch with the founder of my current employer via Indiehacker. He was amazed by my project. The interviews went well and I have been happily working with him and the team for the last four months as a freelance product manager.

Along similar lines, Nicole from LogRocket found my writing and reached out to offer me a writing partnership with LogRocket — because of which I am able to write this article. Both of these opportunities knocked at my doorstep simply because I did a side project.

Final thoughts

Side projects can definitely enhance the knowledge of a PM. And in most cases will add up to their experience. There are umpteen examples of when PMs left their 9–6 jobs after their side projects took off. So you never know what’s in store!

If there is an idea in your mind, I would highly recommend you bring it to life. Best case, you will be self-sustainable via the project, worst case, you will learn something.

Are you working on a side project? If yes, please comment. I would love to know.

Featured image source: IconScout

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A guide to the V2MOM framework

The V2MOM framework encourages continuous communication and updates, making it a dynamic tool for managing progress towards goals.

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An Agile Primer: Agile Estimating and the “MoSCoW Process”

by PMHut Team · May 9, 2015

An Agile Primer: Agile Estimating and the “MoSCoW Process” By Chuck Snead

One common criticism of Agile Development methodologies by those used to more predictive methods is that Agile Development does not guarantee that all listed features will be completed by the end of a project. However, this is by design. What Agile Development does promise to do is to focus development on the features most relevant to the end users first, while providing the option to add more if time permits. This is an important distinction.

Because the end point of the predictive planning process for Traditional projects is a relatively inviolate development schedule, product owners and end users have been trained to take an “everything but the kitchen sink” mentality when converging on a solution, since the change control process tends to discourage the addition of more features once a project has been started. Product owners in Traditional projects also tend to have little control over the order in which features are produced, since development order is often determined more by efficiency of development than prioritization based on business value; the reason being that order shouldn’t matter, since everything is going to be delivered anyway.

However, in terms of usability and relevance, the development order does matter, since not all features speculated at the beginning of a project may, actually, be needed by the project, or even be relevant by the time they are deployed. Since expending development effort on activities that may not be needed or relevant at time of delivery is a significant source of waste, then a development pattern needs to exist that allows features to be prioritized based on the immediate need of the end users, starting with want they must have first, and working down from there. Enter the MoSCoW process.

MoSCoW is an acronym for prioritizing feature development along the following guidelines:

• MUST have features that are required for the project to be called a success.

SHOULD have features that have a high priority, but are not required for success.

COULD have features which would be nice to have, but are not high priority.

An important differentiator in the above process is the term “required for success.” Some features will obviously be required, such as those needed to meet regulatory requirements. Others may be deemed required due to the percentage of end users who desire the feature. But the criteria for determining what is required should be as objective as possible. If a product owner merely “feels” something is required without evidence to back it up, then this is a feature that may more properly be defined as a high priority “should have” instead of a “must have.” The reason this distinction is significant is because it establishes an important milestone for determining the success of a project, Agile or otherwise, by focusing development initially on the absolute minimum set of features needed for delivery of a project, while making allowances for additional features if time and resource needs allow it.

MoSCoW does this iteratively by first utilizing brainstorming sessions to populate the backlog with features and user stories. The product owner and team will then group the stories by their must/should/could/won’t have status. This will lead to other stories being identified and prioritized until the team determines that a sufficient number of stories have been identified to reasonably quantify the project. The following are some helpful criteria for distinguishing must, should, and could:

• Critical core features required by the solution to function
• Features required by law, statute, etc.
• VERY high priority business requirements
• High priority business requirements
• Highly desired features not defined as “must have”
• “Nice-to-have” features not defined as “must have” or “should have”

Once the stories have been grouped, the team will utilize some form of relative estimating, usually utilizing story points, to quantify the relative complexity of the stories on the backlog. Once this is complete, the team will then take 3-4 stories for which they have a high level of confidence and decompose those stories into hour and resource estimates, utilizing “ideal” time. The team will then divide the number of estimated hours by the sum of the story points used for the estimation to calculate an average hours-per-story-point. This average will then be multiplied by the total number of story points on the backlog to estimate the total number of hours needed to produce it. This can then be utilized to determine if the team can realistically produce all of the features identified on the backlog, or where to draw the line for that release of the project.

Depending on where the line is drawn (must haves only, must haves plus some percentage of should haves, must haves plus should haves, etc.) it is common practice to multiply the agreed upon total by a risk factor based on the assumed risk of the project. This provides a buffer to accommodate stories that will be discovered during development. Some typical multiplication factors are:

• Maintenance/recurring: 1.25
• Well defined: 1.5
• Extensive rewrite/new development: 2.0
• Quick start: 2.0 or greater

Thus if the sum of must haves and should haves for a well-defined upgrade project comes to 150 story points, the total projected story points for the project would be (150 * 1.5) = 225. If the average hours per story point for the project was estimated at 10, then the estimated hours for the project would be (225 * 10) = 2250 hours. This hour estimate would then be used to calculate the projected cost and resource requirements of the project.

Chuck Snead is a Project Management Professional (PMP), PMI Agile Certified Practitioner (PMI-ACP), and Certified Scrum Master (CSM) with over fifteen years of experience managing Waterfall/Traditional and Agile projects, for both the private and public sectors. He also has a Master’s degrees in both Information Technology and Business Administration, and he teaches various IT and project management courses as an adjunct professor. You can read more articles from Chuck on his blog .

PMHut.com is a website dedicated to providing PM articles, detailed project management software reviews, and the latest news for the most popular web-based collaboration tools.

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The Evolutionary Development Phase

This is one of the six phases in the DSDM ® Process , which can be configured in different ways to create various types of lifecycle for the project.

This phase is where we develop the product iteratively and create increments of it. (See the build incrementally from firm foundations principle.) Following the deliver on time and develop iteratively principles, our development is done in timeboxes which have fixed durations: We repeat our development processes.

The evolutionary development phase uses many techniques/practices such as MoSCoW Prioritization, modeling, and facilitated workshops.

The development that we talk about in this context contains all aspects of development, including testing: We have iterative development , where all development processes are repeated. This is so, because we want the output to be complete and able to generate useful feedback.

Even though the output of the evolutionary development phase is so complete that it can be put into production without much extra work, we don’t do it after each iteration because deployment needs to be aligned with the business aspects outside the project. As a result, there’s a deployment phase for putting the latest increment into production.

Written by Nader K. Rad

This is (and will be) a work in progress: More details will be added in the future, depending on the feedback.

This wiki is developed and managed by an accredited trainer, independent of Agile Business Consortium and APMG. While aligned with their guidelines, it’s not an official resource.

MoSCoW prioritization of the product backlog

Moscow backlog prioritization.

Prioritization is probably the most discussed part of development processes. Product backlogs are often quite complex with hundreds of requirements. How to find user stories in your story map which you should start developing first?

Traditional approach

The approach of traditional processes is simple. You have high, medium, low priorities. Ok, for some organizations it is still not enough so they have priorities on the scale of 0 to 10.

But do such priorities help deliver the most important and most valuable thing at the same time?

In agile, we want to support the pull principle. We want to let our developers pull the next requirement, develop it, deliver it. Then continue to the next one. So, in Agile we need a line of requirements.  Agile processes and frameworks focus on the delivery of valuable stuff first. This is fine; however, there is a necessity to consider other perspectives as well.  There are two kinds of companies.

If you want to prioritize and be agile, you can’t be just one of the types. You have to be company following both of them and even more .

Customers’ perspective

In ScrumDesk we prefer to consider the customer’s perspective first. The idea is that a satisfied customer is a driver of further changes and success of the product itself . A satisfied customer is willing to improve the product not just by social marketing, by new ideas, but in our case even by the development of the product itself.

As the product owner, the first thing you have to understand is who your customer/user is. You need to understand and describe her space, her context, her jobs, the pains or gains she is looking for.

The best part is just coming. Based on a more than 10 years old survey done by Scot Ambler, 45% of functionalities are NEVER, NOT ONCE, used. Only 7% are used always. Plus 13% very often.

So, why develop something that customers will not use? You just spent the life of your colleagues! Common! The answer is NO! Now MoSCoW prioritization comes to help.

Based on that you should be able to decide if a feature is:

• Must – a heart is a “must”. Without it, there is no live organism. What is a must in your application?
• Should – a hand is “should”. Without it is hard. But you can survive even without a hand. Well, in most cases.
• Could – hair is “could”. It is fine to have them, you even look nicer, but you will definitely survive without them
• Won’t – unnecessary waste. Btw, is there anything “won’t” in a body?

How to estimate MoSCoW values in 7 steps?

• As a Product Owner, try to be in the skin of your customer. There might be multiple types of them, so choose one, or some group of them.
• If you were him, will the feature be a must, should, could, or won’t?
• Forget about the time of development, forget about effort. It is just about customer and feature.
• What if this feature was not a must, but should? Would the customer realize that?
• What if the feature was could and not should? Would the customer realize that?
• Try to make it less “must”. Remember 7% features used always.
• Compare requirements to each other. Repeat a couple of times.

Let’s say your backlog looks like this:

After MoSCoW prioritization you should have a line of requirements ordered by MUST, SHOULD, COULD values. This might be done in ScrumDesk PLAN view

How to manage MoSCoW in ScrumDesk ?

To set the value to backlog item you need just click it (in any view, either STORY MAP , BACKLOG , PLAN or WORK ) to access details in the side view. Prioritization fields are displayed below the title of the backlog item. The first one is MoSCoW.

Value can be visible on cards in STORY MAP.

Once the value is entered, you can filter and group items based on it all ScrumDesk  views, i.e. in the product backlog.

However, you are not done with prioritization in this step. What about business value? More to follow…

< Print physical cards  | Content | Agile prioritization based on Business value >

Suggestions or feedback?

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Preparing MIT’s campus for cardiac emergencies

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MIT has launched an initiative to install an automated external defibrillator (AED) in every building on MIT’s campus, including leased spaces and satellite locations. The effort will continue over the course of the upcoming year and is supported through funds from MIT’s central budget.

“Rapid access to an AED is a critical step in the survival of cardiac arrest victims,” says Suzanne Blake, director of MIT Emergency Management, which is spearheading the project. “We’re excited about the opportunity to implement this program at MIT and improve our lifesaving capabilities on campus.”

AEDs work by sending an electric charge to the heart of a person experiencing a cardiac emergency in order to restore their normal heart rhythm. But an AED is only effective if it is in close proximity to the cardiac emergency. While AEDs are not an uncommon sight around MIT — many buildings have them — their availability has been dependent on a department’s purchasing one through its own budget. With this new program, the funding is being provided centrally and the devices are being supplied to units free of charge.

“It was important for the Institute to make this investment to ensure that these devices are widely available to members of our community,” says Glen Shor, executive vice president and treasurer. “Suzanne and her team were critical to making this happen, and they will continue to oversee the program as a whole, including the procurement, administration, and maintenance of AEDs on our campus.”

Not only will the program install AEDs in buildings that weren’t previously equipped with them, it will also replace existing ones. For Senior Emergency Management Specialist David Barber, equipping every MIT building with an AED has long been a professional goal — and it’s one that derives from a personal experience.

“About 11 years ago. I became infinitely more interested in AEDs because I had a cardiac event on campus, and an AED saved my life,” Barber says. “I'm very lucky.” It’s a story he’s not shy about sharing with others. In fact, he often recounts his experience during CPR classes he teaches to underscore how use of the device, in combination with CPR, can be lifesaving.

Barber also enjoys describing how this particular type of AED made its way to MIT’s campus — or rather, made its return. “Being passionate about AEDs, I'm always on the lookout for the latest, greatest thing,” he says. Several years ago, MIT mechanical engineering students Rory Beyer ’17 and Moseley Andrews ’17 contacted Barber to find out if his office could provide them with used AEDs for a class 2.009 (Product Engineering Process) project. After graduating from MIT, the students continued to build upon the idea, and Barber heard from them again — this time to share information about their company, Avive, which they co-founded with a third partner, Sameer Jafri.

The energy-efficient Avive devices have built-in maintenance tracking. They also provide users with step-by-step instructions on a touch-screen display — a helpful feature for those without experience operating an AED and those who might find the prospect of doing so intimidating.

For Barber, the success of the new program has been incredibly rewarding. “It's a triple win: One in every building, new technology, and departments don't have to pay for them anymore. That the idea was born in an MIT classroom makes it even better.”

While training is not required to use an AED, MIT Emergency Management encourages all MIT community members to take first aid, CPR, and AED training to become more informed about how to respond to cardiac and other emergencies. MIT is a “ HeartSafe Campus , ” a certification granted by the National Collegiate Emergency Medical Services Foundation. Contact [email protected] with any questions about the AED program.

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