Process management requires specific orientation to F2M and T2M

The speed of the product development process can be effectively controlled by the application of the process principles and methods. The design of the process interfaces should be adapted to a specific, strategic orientation of the telecommunications company because this will have a major influence on the product development.

Specific approaches are necessary to orient process management as well to the F2M and, in later phases, the T2M. Basically three approaches for the design of PLM processes can be discerned. One of these approaches is the classic and widespread stage-gate process. In this case, the development of a product from the idea to the market launch is broken down into several individual sections (stages) and decision points (gates). Each of the stages moves the degree of maturity of the development project forward one more step until the market launch is possible. The gates play a decision role. At every gate, formal criteria are examined to determine whether the development project will be stopped, a process stage will be repeated, or the process will be advanced to the next stage.   

Although use of the stage-gate process is very widespread and enjoys broad acceptance, there are a number of weaknesses inherent in this approach. Whereas the stages have the character of processes, the gates, as the name itself indicates, are decision-making points where it is determined what will happen with the development project. The gates are all too frequently defined according to fixed and formal criteria; the decision is generally made by an official body which meets at defined intervals. Time delays in the development project are virtually built in to the method.  

A sensible alternative is the concept of the fuzzy gates. There are two advantages here: on the one hand, the development process retains its very sensible formality and project-related character; on the other, process time lags are avoided because the gates are designed according to the “fuzzy” principle. If formal criteria at the end of a process stage correspond to the target specifications, the further development of the product project can continue. The formal approval of the gate can be obtained retroactively. The fuzzy gate concept also includes a meshing of activities from various process stages. For example, the realization team can be involved in the concept phase so that there is a smooth transition between the individual stages without any delays. The fuzzy gate approach is able to save a certain amount of time in product development, which nowadays can result in a direct competitive advantage.

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