ASME 101 & ALF Shared Visions

1:00–2:30 and 2:45-4:15, Saturday, 5 March 2011

2011 Leadership Training Conference

Products & Services, Processes

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Products and Services Processes for Divisions and Institutes

• Rick Marboe, Technical Communities Rep, Programs & Activities Operating Board – marboer2@asme.org

• Michael Ireland, Managing Director, Institutes Sector – Irelandm@asme.org

• Burt Dicht, Managing Director, Knowledge & Community Sector - Dichtb@asme.org

• Philip DiVietro, Managing Director, Publishing and Unit Support - DiVietrop@asme.org

• Raj Manchanda, Director, Emerging Technologies– Manchandar@asme.org

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• Gain an understanding of the processes and best practices for your unit to develop and implement new products and services that:

– are aimed at adding value and meeting the needs of ASME’s members and customers– advance the strategic priorities of ASME and the Knowledge & Community and

Institutes Sectors.

• Gain an ability to understand and execute the principles of product portfolio assessment, prioritization, implementation, and management.

• Gain an understanding how your unit can approach new product development with the idea of building a portfolio of related products.

Session ObjectivesFrom this session, you will:

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• ASME’s, K&C and Institutes Sectors’ Strategic Priorities

• Stage Gate Management Process • Case Studies• Help create potential solutions - scenario• ASME’s Product Portfolio Development Approach =>

Your Unit Use

Session Outline

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• Energy – Serving as an essential energy technology resource

• Global Impact – Providing locally relevant standards, certification, technical information, networking, and advocacy

• Engineering Workforce – Expanding the capacity and effectiveness of the engineering workforce

ASME Strategic Objectiveshttp://strategy.asme.org

Global Impact

WorkforceDevelopmentEnergyEnergy

ASME’s Strategic

Focus

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Strategy Integration Roadmap Example

Knowledge BasedBusiness

Approach for New Product

Development

New Products that Align to ASME’s Strategic Objectives

New Product Idea Generation

ENERGY

GLOBAL IMPACT

WORKFORCE DEVELOPMENT

Better Access To P&S

CommunicationEffectiveness

Revenue Generation

Balance Volunteer Workload

Attract Students& EC Engineers

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1. Attract and retain students and early career engineers

2. Balance the volunteer workload

3. Reduce K & C’s operating subsidy

4. Improve communication effectiveness: with members, with units

5. Make it easier for members to access ASME products and services.

Knowledge and Community Sector Strategic Objectives

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1. Serve as communication link to and from the ASME BOG

2. Facilitate the development of new institutes.

3. Share best practices among the Institutes and within ASME.

4. Facilitate communications and awareness with other ASME Sectors.

5. Recommend mergers and acquisitions of outside organizations to become Institutes of ASME (interface model).

Institutes Sector Board Strategic Objectives

What is a Product/Service?• Something that fills a market need• Something offered to a customer• Impact can be financial or mission oriented …

ASME product/service types with examples:

OK – We have some ideas – now how do we choose what to do?

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Why do we need it? • Make decisions that address business opportunities• More effective use of finite volunteer and Society

resources • Aligns products and services to meeting Society and

technical unit objectives and enhancing member customer value

A Knowledge Based Business Development Process

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A Stage-Gate Process is a roadmap for moving a new-product project from idea to launch. The Stage-Gate divides the process into distinct stages separated by decision gates. At each stage, a prescribed set of tasks or criteria must be met in order to proceed to the next stage. The Stage Gate Process allows for:– Well-defined decision criteria– Significant resources to be allocated only after preliminary requirements are met– Clearly identified and accepted roles and responsibilities

Stage Gate Process

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Selection Filter

Filter 1-Alignment to ASME vision, mission and core values and external trends

Filter 2-Alignment to ASME’s technical communities interest and expertise

Filter 3-Prioritization of ideas

Ideas

Selection Launch

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Management Process Overview:Emerging Technologies Example

ET selection(draft completed)

Product portfolio development & enhancement(work in progress)

Phase 1

Strategic Assessment

Phase 3

Prioritization

Phase 4

Planning & Development

Phase 5

Delivery

Gate 1

Gate 3

Phase 2

Community Analysis

Gate 2

Phase 6

Assessment

Gate 4Enhance product portfolio Exit

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Provide Proposal form and

instructions to Idea Generator

1.0

K&C ET Staff

Complete Proposal and

return to K&C ET Staff

2.0

Idea Generator

Idea GeneratorIndividual

ASME MemberASME Committee

ASME StaffOther

Idea for

New ET area

Decision ProcessGate 1

Preliminary Proposal 2Yes

No

Communicate to Idea Generatordecision not to pursue effort

4.0

Chair SPC

Decision Process – Gate 1

Themes for Decision Criteria:- Relevance to ME- Alignment with ASME’s strategic initiatives- Upward funding trends in ET area

Decision Maker(s):Chair, Strategic Planning Committee Chair, Emerging Technology CommitteeK&C ET Staff

Supported ByPortfolio Management Terminate

Obtain preliminary input

from ETC and ASME GR

3.0

K&C ET Staff

Preliminary Proposal &

volunteer input

Phase 1: Strategic Assessment

Proposal*

CONTENT- Scope- Rationale

IMPACT- Funding trends- Audience

CONTRIBUTORS & COMPETION- Current Players- Potential Collaboration

*Please see proposal template for compete list of questions

Activity

Activity Number

Responsible Party

Legend

Gate 1

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2

Compile current activities and

stakeholders within technical

communities

6.0

IC, SPC

Compile current activities and collaboration

opportunities across ASME

5.0

Portfolio Management Identify Division and

other internal constituent interest, and gaps in internal

expertise

7.0

IC, SPC, K&C ET Staff

Communicate to Idea Generator decision not to pursue effort

10.0

Chair SPC

3Decision ProcessGate 2

Yes

No

Terminate

Decision Process – Gate 2

Themes for Decision Criteria:

- ASME volunteer support/interest - Expertise to participate

Decision Maker(s) Chair, SPCChair, ICDirector, K&C ET Staff

Supported ByMembers, SPCPortfolio Management

Evaluate potential partners’ interest in collaborating with

ASME

9.0

K&C ET Staff / Idea Generator

Investigate potential external partners (organizations, individuals, etc)

8.0

Idea Generator

Phase 2: Community Analysis

Gate 2

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Phase 3: Prioritization Phase

ET Assessment Dashboard

3Decision ProcessGate 3

Decision Process – Gate 3

Themes for Decision Criteria:- Promising market potential and competitive landscape

- Complements current ET portfolio - Staff resource availability

Decision Maker(s) Chair, SPCDirector, Technical Programming & Development

Supported By K&C ET StaffPortfolio Management

Communicate decision not to pursue idea at current time

15.0

Chair SPC

Terminate

Rejected ideas

4New ET idea(s)

to pursue immediately

New ideas not to pursue immediately

Prioritize all new ET ideas using ET assessment

dashboard

12.0

SPC, K&C ET Staff, Portfolio Management

Identify fit with current ET

portfolio

13.0

K&C ET Staff, Portfolio

Management

Ideas to re-visit in the future

Engage volunteers and staff who will be working on ET area

14.0

IC, K&C ET staff

CompleteMarket and Competitor

Analysis

11.0

MR & DA

Gate 3

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Collaboration & Portfolio Development

Acronyms

SPC: Strategic Planning Committee (K&C – Technical Communities)

ETC: Emerging Technology Committee (K&C-TC)

CRTD: Center for Research & Technology Development (K&C-TC)

BoND: Board on New Development (Standards & Certification)

EESAB : Energy & Environmental Standards Advisory Board (S&C)

IC: Interdisciplinary Council (K&C-TC)

Abbreviations

Tech Div: Technical Division (K&C-TC)

Gov’t Rel: Government Relations

SPC ETC IC

CRTD

BoNDEESAB

TechDiv

Gov’tRel

Possible disciplines for standards development

Areas for research committees to develop

Enhance portfolio of products in existing disciplines

News + white papers

Balanced mix of revenue and mission products

Product/Service Roadmap

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• ASME Journal : Nanotechnology in Engineering and Medicine

• 1st Global Congress : NanoEngineering for Medicine and Biology

Case Study:Product Portfolio Development :Nano Engineering & Health Care

To-do list : How can we?- Continue to build community

- Continue to build our relationships with multidisciplinary organizations, experts

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Case Study: Journal on Nanotechnology in

Engineering and Medicine

Idea Generation

Community and Stakeholder Engagement

Strategic Assessment and Analysis

Decision Making

Planning, Development and Implementation

Product Roll-out

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Case Study: Global Congress on NanoEngineering for

Medicine and Biology

Strategic Assessment and Validation

Planning, Development and Implementation

Community and Stakeholder Idea Generation

Data Collection

Product Roll-out

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Your Ideas: Putting Them to the Test

Filter 1 - Alignment to ASME and Sector vision, mission and core values and external trends

Filter 2 - Alignment to ASME’s technical unit(s) interest and expertise

Filter 3 - Prioritization of ideas

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Division Executive Comm, Technical Committees, etc. _______________________________________________

Cross-Sector ASME units _______________________________________________

Students _______________________________________________

Retired Members _______________________________________________

________________________ _______________________________________________

Building Community ChecklistHave you included all stakeholders?

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Recommend the non-ASME expert to a :

Division Technical Committee? Division Executive Committee? Standards and Certification Committee? ________________________________ ________________________________

Building Multidisciplinary Relationships

Checklist

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Strategic fit Alignment to ASME strategy? Alignment with K&C or Institutes Sectors’ strategic priorities

Validation What data supports your concept? market size, potential, etc. Are you filling a need?

How fast can you deliver? A few weeks, several months, next year!

Have you considered differing engagement opportunities? Roundtable, article, webinar, workshop, etc. Have you leveraged ASME HQ capabilities, tools, etc.?

Execute and evaluate Would your customers recommend your product? How do you plan to continue interactions with your customers?

Quick New Product Launch Checklist

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Product Portfolio Roadmap

Research Community

Practicing Engineers & Early Career Engineers

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Recap of the Processes

Tools to help your unit more effectively and efficiently make

decisions about creating a portfolio of unit products and services

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– Where does your idea fall on the portfolio roadmap?

– Engage other stakeholders and staff – Validate concept

• Filtering process (Adaptive to your needs)

– Consider delivery method options– Plan and Launch– Evaluate and Product Improvement

Unit Product Portfolio DevelopmentHow do You Start?

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Stage Gate Approach

Phase 1: Strategic Assessment

Phase 2: Community Analysis

Phase 3: Prioritization Phase

The stage gate is the continue orterminate decision made at theend of each phase.

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• Divide into 2 or 3 groups

• (5 min) Brainstorm to develop a list of possible new products and services from your division or institute that are different from any provided now (expand your portfolio). What would create value that would attract or retain new members?

• (10 min) Use the tools that you have been exposed to in this session to stage gate these ideas as you might in your executive committee to ‘down’ select one product or service to implement.

• (20 min) Discussion with everyone about your product and how the process worked for each group.

Knowledge into Practice

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• This presentation will be posted on the 2011 LTC Web Site, at: http://www.asmeconferences.org/ltc11/presentations.cfm

• To learn more about the Emerging Technologies Management Process please visit the “K & C Strategic Planning Committee” - ASME Peerlink Community at:http://peerlink.asme.org/COP/KCStrategicPlanningCommittee/

Resources

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• LTC 11 Flash Drive Resources– Products and Services for Divisions & Institutes (LTC 11

Presentation)– Preliminary Proposal Form (Can be used for new product

development)

• Books– Roadmapping Emergent Technologies by Alan Smith and

David Tolfree– Product Innovation and Technology Strategy by Robert

Cooper & Scott Edgett– Value Innovation Portfolio Management by Shelia Mello, &

Wayne Mackey– (all available on Amazon.com or barnesandnoble.com)

Resources

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Contact Information• Russ Skocypec, Chair, K&C Board on Technical Knowledge Dissemination

(BTKD)– rdskocy@sandia.gov

• Michael Ireland, Managing Director, Institutes Sector – Irelandm@asme.org

• Burt Dicht, Managing Director, Knowledge & Community Sector - Dichtb@asme.org

• Philip DiVietro, Managing Director, Publishing and Unit Support - DiVietrop@asme.org

• Raj Manchanda, Director, Emerging Technologies– Manchandar@asme.org

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• Gained an understanding of the processes and best practices for your unit to develop and implement new products and services that:

– are aimed at adding value and meeting the needs of ASME’s members and customers– advance the strategic priorities of ASME and the Knowledge & Community and

Institutes Sectors.

• Gained an ability to understand and execute the principles of product portfolio assessment, prioritization, implementation, and management .

• Gained an understanding of how your unit can approach new product development with the idea of building a portfolio of related products.

During this session, you should have:

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It is now up to you to bring this methodology back to your unit executive committee to implement.

You can inspire others to make a difference in your unit and ASME if they know their ideas will get a fair evaluation and you develop a product and services portfolio to appeal to a breadth of customers.

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Questions