Learn how establishing a cross-functional product line roadmapping process is key to helping your organization create specific targets to generate and identify the right projects to be part of your portfolio. View the video at: http://budurl.com/ez2n

1. Confidential – The Adept Group
Product Line Roadmapping: Unlocking the Potential
of Your Portfolio
June 26th 2014
Live tweet with #ProdRM

2. Confidential – The Adept Group
Paul O’Connor
Founder/Managing Director
The Adept Group
paul.oconnor@adept-plm.com

3. Product Line Roadmapping:
Unlocking the Potential of Your Portfolio
June 2014
3© Adept Group 2014

4. Confidential – The Adept Group
Different Roadmapping
Orientations
4
Customer-centric
Technology-centric
Supply chain-centric
Product line-centric
Business
planning-centric
Our focus is…
Product Line-Centric Roadmapping
© Adept Group 2014

5. Confidential – The Adept Group
Why Do We Need Product
Line Roadmapping?
5
Product line-centric
© Adept Group 2014
Let’s look at it from a
Portfolio Management perspective…

6. Confidential – The Adept Group
Products in Development
(Portfolio of Projects in the Stage Gate Process)
Gate
0
Gate
1
Gate
2
Gate
3
Gate
5
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
Stage Completion in Stage Gate Process
NPD-RiskAssessorTM Statistical Model
Analysis of Project Risk
0 1 2 3 4 5
0
6
12
18
24
30
36
BellRinger1 (31%)
Ultimate 7 (29%)
RioGrande (55%)
Venus J (77%)
MonthsLeft
6© Adept Group 2014

7. Confidential – The Adept Group
$0
$5,000
$10,000
$15,000
$20,000
$0
$5,000
$10,000
$15,000
$20,000
2014
$25,000
$30,000
$35,000
$25,000
$30,000
$35,000
$40,000
$45,000
$40,000
$45,000
2015 2016 2017 2018
(1)
(3)
(4) (4) (4)
Adjusted for RiskAssessorTM
calculated risk
Accumulated Expected-Launch
Value of the Stage Gate Portfolio
RiskAssessor is a trademark of The Adept Group
7© Adept Group 2014

8. Confidential – The Adept Group
Improving the Portfolio
8
What can be done to this portfolio to meet the financial objectives?
© Adept Group 2014

9. Confidential – The Adept Group
Typical Approach to Improving
an NPD Portfolio
Add more projects… add more bubbles
9© Adept Group 2014
But… if we add more projects using the same
resources, we slow all projects and mover the bars
further to right… still missing our $ objective
Shelve one or more projects, shifting resources to
the others
But… if we shelve a project the height of the bars
will become lower… still missing our $ objective

10. Confidential – The Adept Group
Answer:
Discovery and creation of exceptional product concepts is
essential to NPD portfolio optimization.
Optimizing an NPD portfolio without a defined
front-end process is problematic.
The portfolio simply needs
Bigger, Better Bubbles
10
1
2
© Adept Group 2014
Here the insights:

11. Confidential – The Adept Group
Targeting
Product Line
Roadmapping (PLR)
Delivering
Stage Gate
Innovating
Front-End –
Concept Generation
Business
Strategy
Production and
Product
Management
Flow of NPD Processes
R I G H T P R O J E C T S R I G H T
The quality of the output from one sub-process…
has extreme impact on the performance of the set of
projects in the next sub-process.
Here is another simple insight:
11© Adept Group 2014
Let’s look at this from a perspective of linking business
strategy all the way to having new products in the market.

12. Confidential – The Adept Group
POLL QUESTION

13. Confidential – The Adept Group
Product Line Roadmapping is a sub-process within the full architecture that drives the
portfolio
13
Each sub-process has:
1. Work Flow
2. Information Flow
3. Decision Flow
All should be aligned and
streamlined
This chevron depicts the
“Full Architecture” of
product development from
strategic planning through
in-market life cycle
management.
Full Process Architecture of NPD
Product Line
Roadmapping
© Adept Group 2014

14. Confidential – The Adept Group
20152013 2014 2016 2017
A
C
B
PRODUCT LINE
PLATFORMS
TARGET MARKET
SEGMENTS
TECHNOLGY BUILDING
BLOCKS
PIDs PICsPIMs
Technology
Building Block 4
Technology
Building Block 3
Technology
Building Block 5
Technology
Building Block 1
Technology
Building Block 2
????
Seg 2
Seg 1 XXX
ZZZ
YYY
PRODUCTS IN
THE MARKET
PRODUCTS IN CONCEPT
(TARGETS FOR NEW
PRODUCTS/INNOVATION
PRODUCTS IN
DEVELOPMENT
(STAGE-GATE)
The platform links technologies to market
Full Process Architecture of NPD
14© Adept Group 2014
Technology building blocks may
or may not be time dependent
Segments may or may
not be time dependent
PIDs and PICs are
time dependent

15. Confidential – The Adept Group 15
Generic Product Line Roadmapping
• Facilitate organizations in
designing and implementing
an iterative product line
roadmapping process… from
Adept generic to client
customized.
• Set up an iterative process to
improve information quality
and the “genius” of insights.
Roadmapping RampUpTM is a trademark of The Adept Group
Phase 3 Phase 4
MarketingTechnologyPortfolioResourcesLifeCycle
Phase 1 Phase 2
StrategyProductLine
101 Segment
the Market
102 Generate
Directional
Policy Matrix
104 Identify
Contributors ,
Influencers and
VOC Participants
105 Identify
Market Trends
and Opportunities
106 Identify
Actions to
Improve
Competitiveness
109 Analyze
PotentialPICs
vs. Distribution
Channels
107 Identify &
PrioritizeFuture
Customer Needs
through VOC
108 Analyze
PotentialPICs
versus
Competition
201 Assess
Technology
Platform
Capabilities
202 Identify
Enabling
Technologies
based on VOC
204 Generate
Technology
Roadmap based
on PLP
203 Identify
Technology gaps
205 Generate
Technology Action
Plan, Integrate into
overall roadmap
301 Evaluate
Impact of PIDs
on Portfolio
302 Evaluate
PIDs vs Key
Criteria
304 Evaluate
Proposed
Portfoliovs Key
Criteria
305 Rationalize
PortfolioMix to
Optimize
Portfolio
103
Select
Target
Segments
704
Generate
Potential PICs
705
ReshapePICs
based on
VOC , Tech
map, PLP
Gaps
706
Create
Summary
Documents
401 Identify
Current
Resource
Utilization
402 Define
Resource Need
going forward
403 Develop
Resource Proposal
that Closes
IdentifiedGaps
404 Rationalize
Resource Plan
501 Collect
Revenue and
Profit Forecasts
502 Map PIMs
& PIDs
onto Lifecycle
Curve
503 Craft
LifecycleAction
Plan
601 Identify
Current Desired
Product Line
Strategy
602 Conduct
Current
Competitive PL
Strategy
Assessment
603 Evaluate
Desired Strategy
versus Actual
Strategy
604 Define
Recourse
Options for PL
Strategy
605 Analyze
Impact of Proposed
PICs on PL Strategy
701 Identify
Current Platforms
for PIMs and
Extensions
702 Map PIDs
onto Product Line
703 Identify Road
Map Gaps and
Opportunities
706 Rationalixe
Road Map to
Close Gap in PL
Growth Goals
Current
Conditions
Drill
Down
Charters
Optimize &
RationalizeSegment
Selection
Draft Charters
Reshape
Charters
Complete
Doc’s & Plans
© Adept Group 2014

16. Confidential – The Adept Group
Four Unique Components of
Product Line Roadmapping
16
The direct link to NPD portfolio management: Does this portfolio carry out
each product line roadmap?
Focus on product line platform leverage and product line strategy. One or
more platforms become the focal point of roadmapping iterations.
Using all information and transformed insights, creatively generate targets
for innovation, products in concepts (PICs), new platform exploration, and
technology scouting charters … for inclusion in the front end portfolio. It’s
about the flow: raw information value insight decisions/actions
“Fits strategy” gate criteria transform to “on roadmap.” Individual new
product concepts do not go to concept screening. Rather, due diligence is
to convert the concept to a PIC… evaluate its position on a roadmap… build
out the PIC using roadmap constraints and insights… move the PIC to
concept generation.
1
2
3
4
© Adept Group 2014

17. Confidential – The Adept Group
Construct of Insight Flow
17
How well?
What Quality?
Organizational Capability and Quality of Insight Flow
How well?
What Quality?
How well?
What Quality?
Information to Valued Insight
CTQ of Insight:
- Timing, Speed, Depth, Robustness, Accuracy
- Context Relevancy of Source; Data Target
- Intelligence of Information to Insight Aggregation
- Validation of Data, Information, Insight
- Value in Context of Plan (Current, Future State)
Transform to
Value Insight :
Comprehension,
Rationale
Rearrangement,
Clustering,
Aggregation of
Raw Insight
Information
Raw Insight
1
Valued Insight to Planning
Prioritization
Transfer
Sharing and
Recognition of
Insight
CTQ of Transfer:
- Behavioral / Cultural
- Methods / Approaches to
Communications
- Structural Focus: Responsibility, Roles
- Strategy Dynamics / Roadmap Fit
Decision
Prioritization
2
Product Definition and
Value Realization
CTQ of Value Realization:
- Project & Process Management
- Portfolio Management
Product Definition
Action ;
Insight Utilization
Realization of
Value from Insight
3
© Adept Group 2014

18. Confidential – The Adept Group
POLL QUESTION

19. Confidential – The Adept Group
Construct: Cross-organization,
Cross-hierarchy Processes
19
Roadmapping Opportunity
Technology & Intellectual Property Intelligence
Market Intelligence
Product Line Strategizing and Road Mapping
Front end Portfolio Management Project Portfolio Management
Concept Generation
Product Definition
Stage Gate Process
Project Management
Information to Valued Insight
CTQ of Insight:
- Timing, Speed, Depth, Robustness, Accuracy
- Context Relevancy of Source; Data Target
- Intelligence of Information to Insight Aggregation
- Validation of Data, Information, Insight
- Value in Context of Plan (Current, Future State)
Transform to
Value Insight :
Comprehension,
Rationale
Rearrangement,
Clustering,
Aggregation of
Raw Insight
Information
Raw Insight
Valued Insight to Planning
Prioritization
Transfer
Sharing and
Recognition of
Insight
CTQ of Transfer:
- Behavioral / Cultural
- Methods / Approaches to
Communications
- Structural Focus: Responsibility, Roles
- Strategy Dynamics / Roadmap Fit
Decision
Prioritization
Product Definition and
Value Realization
CTQ of Value Realization:
- Project & Process Management
- Portfolio Management
Product Definition
Action ;
Insight Utilization
Realization of
Value from Insight
© Adept Group 2014

20. Confidential – The Adept Group 20
Cadence and Process Connections
Forget “portfolio balance”… Ask: Does
the portfolio of projects carry out the
different product line strategies?
Envisioning:
Platform Assessments,
Technology Scouting and
Market Forecasting
ƒ (Life cycle duration)
PL Strategy &
Execution Planning:
Creating/Updating detailed
Roadmaps / Roll-ups
Quarterly to Annual
Time Horizon
Operational:
Today’s Project
Portfolio Management
Continual - Quarterly
Certainty
Product Line Strategizing and Roadmapping
1. Portfolio Management = Current through 2.5 yrs
2. PL Strategy & Execution Planning: 2 yrs through 7 yrs
3. Envisioning: 5 years through 10+ Years
2 yrs 4 yrs 8 yrs 10 yrs

21. Confidential – The Adept Group
Integrating Roadmapping with
NPD Project Portfolio Management
21
Envisioning:
Platform Assessments,
Technology Scouting and
Market Forecasting
ƒ (Life cycle duration)
Strategy &
Execution Planning:
Creating/Updating detailed
Roadmaps / Roll-ups
Quarterly to Annual
Operational:
Today’s Project
Portfolio Management
Continual - Quarterly
Portfolio Management Product Line Strategizing and Roadmapping
Roll-up across all product lines and projects
Strategic advantage gained through process alignment
and streamlining for the purpose of amplifying output
without increased entropy / chaos.

22. Confidential – The Adept Group
Five Key Contributors to Value
22
Improved Product Line
Strategies:
Smart product line roadmaps
enable the creation of realizable
product line strategies
• Enabling a line of products, not
just a one-off product
• Providing a game to beat
competitors, with full due
diligence and understanding
• Leveraging the product line
platform… implying notable
strategic gains
1
Remove Latencies:
Product line roadmaps improve
speed-to-market due to shared
vision, alignment, collaboration
and coordination… across all
stakeholders
• More efficient and timely
execution across functions
• The minimization of latency (lost
time) of full product line build out
2
Faster Organizational
Response:
Product line roadmapping (the
process) enables organizations
to recognize and respond
quickly to specific new
opportunities, risks, changes,
threats… proficiently manage
uncertainty
• Product line roadmapping
generates the content of what-if
explorations of uncertainty
• Enables an organization, across
all functions, to quickly and
intelligently react to all
environmental influences
3
© Adept Group 2014

23. Confidential – The Adept Group
Five Key Contributors to Value
23
Front-to-Back Process Integration:
Product line roadmapping extends the impact
of stage/gate and portfolio management to
levels these processes cannot accomplish
alone
• Gate Criterion: “Is this project critical to the
roadmap?”; enabling an understanding as to
whether the organization is working on the
right set of projects
• Portfolio Management: “Is this portfolio
‘balanced’?” becomes “Does this set of
projects fulfill the needs of the roadmap(s)?”
4
True Linkage to Business Strategy:
Product line roadmaps are a significant
addition to business strategy… enabling
linkage of product line strategies with one
another and with other strategy “links”
• In business strategy… links in a chain to create a
business strategy: Ex: a supply chain strategy link,
sales strategy link, operations strategy link, an
intellectual property strategy links, a human resource
strategy link and multiple product line strategy links.
• Roadmaps define product strategies as specific links
enabling connection with other product line
strategies… more than just coordination of product
development activities with non-product development
activities
• Establishes a critical and recognizable role for product
line strategies in overall business strategy
5
© Adept Group 2014

24. Confidential – The Adept Group
Learn more…
24
Video sharing: Fast, more detailed overview in 6 videos,
each lasting 8-10 minutes.
Deeper dive into Product Platforms and Product Line
Strategies as they link with Business Strategy.
www.adept-plm.com
1 - Introduction to Product Line Strategizing & Roadmapping
2 - Understanding Platforms: The Key to Product Line Strategies
3 - Platform Types and Realization of Strategic Leverage
4 - Unique Elements of Product Line Roadmapping & Strategizing
5 - Product Line Strategizing & Roadmapping as an Organizational Process
6 - Accelerating Implementations and the Power of Software
Go to:

25. Confidential – The Adept Group
Paul O’Connor, Managing Director, The Adept Group
paul.oconnor@adept-plm.com
904-551-0673
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