tag:blogger.com,1999:blog-34363336.post6209467865710650946..comments2021-05-25T07:58:48.563-07:00Comments on Coaching Excellence in NPD Teams: The Great Divide – Technical Leadership and Project ManagementJeff Jorvig - IC Design Leaderhttp://www.blogger.com/profile/15518464303087106227noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-34363336.post-13621491350533088762008-12-14T06:55:00.000-07:002008-12-14T06:55:00.000-07:00Regarding Sean's Comment:In the majority of cases ...Regarding Sean's Comment:<BR/>In the majority of cases the reasons that projects slip has less to do with the unknown invention aspects of a project than with holes in the planning details of a project. A comment such as "You can't plan invention" tends to become a scape goat that allows the technical planning process to continue at a sub-optimal level. It's not that we can be perfect, but that we genuinely believe that we always can get better and are taking actions to do so.Jeff Jorvig - IC Design Leaderhttps://www.blogger.com/profile/15518464303087106227noreply@blogger.comtag:blogger.com,1999:blog-34363336.post-60182758491718564542008-12-13T22:55:00.000-07:002008-12-13T22:55:00.000-07:00"The simple truth is that if a project did not com...<I>"The simple truth is that if a project did not complete as planned, something that should have been part of the planning process was left out."</I><BR/><BR/>Many projects involve discovery and may not complete as planned. I think the real trick is to postpone decisions until they need to be made, so that you have as much information as possible. The stage gate commitment model tends to force decisions about a timetable much earlier than you have any real information to sustain. <BR/><BR/>I think engineering is different from manufacturing: while there may be repeatable sub-elements, you are normally attempting something new or at at the least that hasn't been done before by our team/organization. <BR/><BR/>If you aren't why would you do it?Anonymousnoreply@blogger.com