Learning Based Project Management

Learning Based Project

Management

Stage-Gate New Product Development Process

InitialScreen

SecondScreen

Decision on

BusinessCase

Post-Development

Review

Pre-Commercialization

BusinessAnalysis

Ideation PreliminaryInvestigation

DetailedInvestigation

(Build BusinessCase)

Development Testing &Validation

Full Production& Market Launch

PostImplementation

Review

Idea Gate 1

Stage1

Gate2

Stage 2

Gate 3

Stage 3

Gate 4

Stage4

Stage5

Gate5

PIR

Source: Robert G. Cooper, Winning at New Products, Addison-Wesley 1993

1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999

D1

D2

D3 D4 D5

Diaper tapes Shell material for disposable diapers

Technology in search of market applications

D6

Project in limbo. Develop- ment work suspended.

New flurry of development activity for agri- cultural applications.

D7

D8

New applications sought through major corporate PR campaign.

D9

Project transferred to business unit. Multiple applications are pursued.

RI Lifecycle: Dupont Biomax® Detail

Project Discontinuities (T, M, R, O)

Category Discontinuity Cases in which the discontinuity occurred

Technical 1. Major setback in technology development, application development, or manufacturing process development

All projects except NN

2. Technical breakthrough: major leap forward All projects

Market 3. Assumption about attractiveness of a particular application space turns out to be false

AD, DPbio, IBMSiGe, NN, TI

4. Market test of prototype fails or has disappointing results

DPbio, IBMbook,

5. Successful close of key customer AD, DPbio, IBMSiGe, TI

6. Major potential customer provides positive testimonial that grabs senior management attention

DPbio, IBMSiGe, NN,



Organizational

7. Loss of champion (permanently or temporarily)

GM, NN, TI, UTC

8. Change of attitude in business unit AD, DPbio, GE, IBMbook, IBMSiGe,

9. Change of project manager AP, AD, DPbio, GM, IBMbook, TI

10. Change in senior management AP, NN, P, TI, UTC

11. Change in SBU management GE, IBMbook

12. Transition in project phase / home All except GM, IBMbook, and P.

13. Change in corporate level priority re: innovation

AP, Dpemit, Dpbio, NN, P, UTC



Resource 14. Major loss of funding DPbio, GE, GM, TI15. Major gain of funding AP, AD, DPemit, DPbio,

GE, GM, IBM SIGe, NN, P,

16. Failure to close alliance deal DPemit, DPbio, NN, P

17. Failure of partner in technical development or manufacturing

GE, GM

18. Successful close of key partnership deal or acquisition

AP, AD, DPemit, GE, IBMSiGe, NN

19. Addition of key team member, e.g. a research fellow

AP, AD, DPbio, IBMSiGe, NN, TI

20. Loss of a key team member who was difficult to replace

AP, AD, DPbio, GM, IBMSiGe, NN, P, TI

Three Dimensions of Project Uncertainty

Categories of Uncertainty

Technical

Market

Resource

Organization L

aten

cy

Una

ntic

ipat

ed

A

ntic

ipat

ed

Routine -Showstopper

Criticality

Dimension 1

Dimension 2

Dimension 3

Categories of Uncertainty (T, M, R, O)

Issues Cases in Which the Uncertainty Arose over the Course of the

LifeCycle.What technical features does this breakthrough innovation enable?What should the technical specifications be?What additional technical developments are required to implement technical objectives?What approach will we adopt to achieve those objectives?In what form will the product or process be presented to the customer? How will the product or process be produced?

AP, Dpemit, Dpbio, GE, GM, IBMSiGe, NN, TIAll cases except UTC

All except NN

AP, Dpemit, Dpbio, GE, GM, IBMbook, IBMSiGe, P, TIAP, GE, GM, IBMbook, P, TI

All cases except UTC Tech

nica

l Unc

erta

inty


Issues Cases in Which the Uncertainty Arose over the Course of the

LifeCycle.How do we know this pursuit is worth the effort?How can the project team learn about potential new markets that may not yet exist?What is the value proposition?What will be our initial application(s)?What is the economic model for the venture? How will we make money?What sales and distribution infrastructure must be developed to support the business model?

AP, Dpbio, IBMbook, IBMSiGe, NN, PAP, AD, Dpbio, IBMbook, NN, P, TI, UTC

All casesAll except DPEmit, GE, GMAll except GM

AP, Dpemit, Dpbio, GM, IBMSiGe, NN, P, TI

Mar

ket U

ncer

tain

ty

Issues CasesWhat capabilities must the project team embody?Who should lead the project team? How do we recruit these individuals?How do we deal with unanticipated changes in the team and changes required by the maturation of the project?How do we define the relationships with the rest of the organization – the business development entity, if it exists; one or more business units; central R&D; senior corporate management?How do we stay on the radar screen of corporate management?How do we manage the expectations of senior management? Of the receiving operating unit?If the project does not have a natural home in an existing operating unit, what organizational structure should be formed to run this business?What will be the oversight process for the project? Who will implement it? How will it change over time?How do we manage the interfaces with internal and external partners?

AP, AD, DPEmit, Dpbio, GM, IBMSiGe, NN, P, TIAP, AD, Dpemit, Dpbio, GM, NN, P, TIAP, AD, DPEmit, Dpbio, GM, IBMSiGe, NN, P, TI

AP, AD, Dpbio, GE, Gm, IBMBook, IBMSiGe, P, UTC

GE, GM, IBMbook, NN, P, UTC

All cases

AD, Dpbio,GM, IBMBook, IBMSiGe, NN, P, TI, UTC

AP, DPBio, GE, GM, IBMSiGe, NN, P, UTC

AP, AD, Dpbio, Dpemit, GE, GM, IBMbook, IBMSiGe, NN, P, TI

Org

aniz

atio

nal U

ncer

tain

ty


Issues Cases in Which the Uncertainty Arose over the Course of the LifeCycle.

What resources and competencies are required to complete the project tasks?Which of these are currently available to us?How should we acquire missing resources and competencies – through internal development or partnering?What amount of funding do we need for next steps and how do we access it?Who are potential partners and how do we form partnerships?

What is the smartest method to use for managing those relationships?

All Cases

All Cases

All Cases

All Cases

AP, Dpemit, Dpbio, GE, GM, IBMbook, IBMSiGe, NN, P, TIAP, Dpemit, GE, GM, NN, P

Res

ourc

e U

ncer

tain

ty

Latency and Criticality Dimensions of Uncertainty

Cell 2:Unanticipated but

Routine

Cell 4:Unanticipated Showstopper

Cell 1:Anticipated and

Routine

Cell 3: Anticipated

Showstopper

Criticality

Low High

Low

High

Lat

ency

13

Cell 1: Anticipated and Routine

• Can be converted into assumptions at the outset

• Incorporate into an assumptions testing plan that guides the project team’s ongoing activity:– From the outset of IBM’s electronic book project, it was

understood that dramatic advances in display resolution would be required before consumers would convert from traditional paper books to e-book counterparts. So part of the project effort aimed at implementing a display technology development plan.

– GM’s hybrid vehicle team understood that significant advances in battery technology were critical to their success.

– Nortel’s Channelware project team realized that they would have to determine which software customers would be willing to rent rather than buy.

– Air Products knew that it would need a partnership with a ceramics R&D firm to gain access to materials expertise.

14

Cell 2: Unanticipated but routine

• These uncertainties can be converted into assumptions as they occur and can be incorporated into the periodic revisions to the assumptions testing plan that guides ongoing activity.

– In one initial field application of DuPont’s Biomax®, the

material degraded too quickly. This flaw was not known in advance but was addressed through routine procedures for modifying the material’s characteristics.

– In Nortel’s Channelware project, one of the project team members had to take a leave of absence for health reasons. His departure created an uncertainty, but could be resolved in routine fashion by recruiting a new team member with similar expertise.

15

Cell 3: Anticipated Showstopper

• A critical discontinuity or transition that can be anticipated and is amenable to planning and preparation. Requires the development or acquisition of people, resources, competencies and relationships.– Most of the projects utilized government R&D funding for technology

development, and these contracts had clear end dates. Project teams knew in advance that new sources of funding had to be developed if they hoped to carry their projects forward.

– Some projects, if successful, were clearly destined to become part of an existing business unit. In these cases, the project teams knew that they would have to accomplish the hand off to the business unit or the project would languish.

– In some projects, the retirement date for the project champion was announced and another champion would need to be recruited if the project were to continue.

• These kinds of discontinuities can be anticipated. Project teams can make preparations to deal with them.

16

Cell 4: Unanticipated Showstopper

• Discontinuities that inflict major shocks to the project. Project level life or death crises: require rapid, aggressive responses to prevent loss of organizational support.

– In one case, project continuation was dependent on enlisting a manufacturing partner. After a thorough search, the best candidate partner was identified and a “courtship” ensued. After a year of negotiation, however, the potential partner abruptly pulled out. The project team headed into its annual evaluation uncertain of continuation of its funding.

Latent and Derivative Assumptions: Example Fact Pattern

• DT Corp specializes in communications hardware technologies for the home market. They need a new business platform.

• A corporate venture team has been tasked to identify and develop a new platform for release Q1 2009.

• Challenge: Leverage our current technologies into the small-medium business market.

• The CV team considers an adapted version of the intercom used in large homes, with added features:– Digital Displays– Records communications exchanges – Communications can be blasted or targeted– Can be integrated with video for use on screens in meeting

rooms– Limited to within building communications for now, but platform

strategy is to develop cross building communications mechanisms

• CV team is asking for money to test the idea out and move forward with incubation.

Elevator Pitch

The Interactive Intercom system leverages DT Corp’s technology into a whole new platform for growth: the Business customer. Enabling two way communication and broadcast communications, in sync with data or video on screens across the building’s meeting rooms simultaneously may be beneficial for companies needing to disseminate information broadly or get decisions made based on a broad constituency in the company. The recording feature enables documentation that communications were effectively transmitted and that decisions were, in fact, made.

The market potential for these systems is DKK 2.1 billion ($US 350 million), and annual technology upgrades add more promise. If DT Corp were to realize 5% market share, we would enjoy DKK 105 million ($US17.5 million) from this venture in the first year, which would account for a 20% growth spike in our revenue. Given that the technology already exists, costs would be minimized, and our ROI is estimated to be approximately 18% for the first year.

Latent Assumptions????

Latent Assumptions????

• Can make this happen by Q1 2009.• Can use same sales force???• We understand the buying cycle in small-

medium businesses.• Technology that’s useful in the home

market is readily adaptable to the business environment.

• Can divert engineering resources to get this developed.

• Derivative Assumptions??

• Accompanying Primary Assumptions???

Derivative Assumptions

• Market Potential is $350 million

• 5% market share

• $17.5million in revenue

• Costs will be minimized, so can achieve 18% ROI.

Accompanying Primary Assumptions

• # of potential users? Price?

• What value does the market see in this? Why would even 5% adopt it? What will be the advertising that supports us getting 5%?

• Based on what price?

• Howso? Engineering development? Mktg costs?

Learning Approach: T M R O As of (Date)

Status: What is Known?

Uncertainties: What is Unknown? Code re: latency and criticality and need to attend in this period.

Assumptions Being Made. Primary (expressed in terms of market, value, customer benefit terms), not derivative (expressed in financial terms), per Sykes and Dunham 1985.

Detail Several Approaches to Test Each Assumption, and associated cost and people required of each approach. Select the most effective test, where effectiveness is a function of learning per dollar and unit of time invested.

To Do List: Delegate tasks and timetables for conducting test.

Objectives/Evaluative Criteria for the Test. How do you know if the test was successful or not?

Learning Outcomes:

What have we learned? Have we converted assumptions into knowledge?

How does this learning impact the other categories (T, M, R, O)?

How does this learning impact overall project progress/risks?

How does learning influence next steps?

Learning Plan Template

Clarify Uncertainties –Management Checklist (I)

Categories TechnicalUncertainty

Market Uncertainty

Resource Uncertainty

OrganizationUncertainty

Uncertainty Focus

Understanding technology drivers, value and economic

feasibility

Learning about market drivers,

value creation and business viability

Accessing money, people and

organizational competencies

Gaining and maintaining

organizational legitimacy

Areas to Consider

-Completeness andCorrectness of UnderlyingScientific Knowledge-Articulation of NewBenefits that are Enabled-Potential for MultipleMarket Applications-Potential Cost SavingAdvantages-Approaches to SolvingIdentified TechnicalProblems -Manufacturing andSoftware DevelopmentRequirements-Scalability at AcceptableEconomics

-Clarity of ValueProposition-Size of Business Potential-Initial Market EntryApplication and Follow-onApplications-Initial Customer Partners-Other Required ValueChain Agents-Existence of OtherTechnical/PotentialCompetitive Solutions-Business ModelAppropriateness

-Availability of Internaland External Funding -Project RequirementsFor Money, Teamand Partnerships -Project Lead Choice-Team CompetenciesAligned with ProjectRequirements-Talent Attraction andDevelopment-Competency AcquisitionIn-House or ExternalPartnerships-Partnership Identification,Formation andManagement-Ongoing Assessment ofCurrent Partnerships asProject Matures

-Strategic Context forInnovation-Commitment of SeniorManagement-Relationships withInternal Stakeholders-Potential OrganizationalResistors-Influence with CorporateStrategy/ Management-Expectations of SeniorManagement andTransitioning Units-Organizational Design-Project Home andReporting Structure-Nature of ProjectGuidance Process

2.1 Clarify Uncertainties –Management Checklist (II)

Categories TechnicalUncertainty

Market Uncertainty

Resource Uncertainty

OrganizationUncertainty

Uncertainty Focus

Understanding technology drivers, value and economic

feasibility

Learning about market drivers, value

creation and business viability

Accessing money, people and

organizational competencies

Gaining and maintaining

organizational legitimacy

Potential Flaws and

Fatal Flaws or Showstoppers

-Technology Proof ofConcept Setback-Prototype Limitations-Cost Disadvantages-Technology and/orApplicationDevelopment Issues-Development ProcessMajor Issues

-MarketAttractiveness TurnsOut to be False-Market Test ofPrototype Fails orDisappointing-Inability to SecureAppropriate CustomerPartner-Lack of robustness,depth, scope and/ornumber of newcapabilities offeredresulting in limited orconstrained marketapplications-Inappropriate timehorizon for newMarket Creation

-Major Funding Loss dueto Reversal of OverallCorporate Performance-Project Team Limitations-Inability to AttractRequired Talent-Lack of PartnershipStrategy -Failure of Alliance Deal orTechnical Partner -Undefined PartnershipExit Conditions

-Loss of Champion-Change in SeniorManagement and/orStrategic Intent-Change in SeniorChampion/Sponsor-Transfer ofResponsibilities at ProjectTransition -Lack of StrategicMarketingCommunications-Inappropriate Portfolioand Project Metrics-Insufficient Runway toDemonstrate BusinessResults

A Hypothetical Example……

Galactic Travel Corporation

Business Concept

We believe we have a way to transport living beings nearly instantaneously from one specific location to any other specific location in the galaxy. This would alleviate traffic congestion, waiting, and the costs associated with other forms of transportation infrastructure. We believe we have the capability to temporarily decompose an individual into his/her unique molecular structure, transport the molecules through space (and perhaps time) using electro-chemical and magnetic fields as our energy source, and recompose them upon their arrival at their destination.

We believe this could revolutionize transportation as well as societal infrastructure, enabling gatherings of members from across the globe and, indeed, the galaxy, as well as individuals to go wherever they want instantaneously.

We face a number of technical challenges, chief among which is the reassembly upon arrival, but believe this can be overcome. We are asking for a go ahead to take the next steps in exploring this opportunity.

Learning Loop 1

• For each category– List knowns (provide source)– List unknowns/assumptions– Work on latency

• Identify Criticality– Devise tests for most critical ACROSS the

four categories– Develop time/budget requirements

Technical Issues?

• Knowns (+ Evidence)– Our composition is knowable (DNA sequencing is now

available)– Living beings can be decomposed using cryogenics

technology, like freeze drying. (this has been done with mice..it’s in the literature).

– Physical things can be built atom by atom, because of the existence of atomic force microscopes and demonstration of atomic precision manufacturing at the nano-scale level.

– Experiments in plasma physics have indicated that techniques exist for directed movement of molecules.

Technical Unknowns

1. What will the quantum effects of this be? 1. Assume: Chaotic movement of the decomposed molecules.

2. How do we transport the molecules while maintaining a blueprint for reformation?

1. Assume: We can find a way to send information along with the molecules.

3. How do we keep the molecules together during transport?

1. Assume: We can develop a boundary. 4. How fast can we get the molecules to travel?

1. Assume: At least the speed of light (allows for instantaneous travel).

5. How far a distance can molecules be transported in a directed manner?

1. Assume: Infinitely far.

Red = Critical Assumptions

Market

Knowns:1. The cost of individual transportation is escalating (gasoline

prices). 2. There is a strong lobby against applying cryogenic

technologies to humans (recent news)Unknowns/assumptions:

3. Potential application markets that may value this:1. CIA, FBI2. Major corporations (helps global corporate communications).3. NASA (for space exploration)4. Who else??

4. People will value the time savings.5. How manage potential fear of mistakes?6. They will be willing to invest in necessary transportation

equipment. 7. They will be willing to pay both a fixed investment component

and a usage fee component. Note….this one is way too early. Not necessary for LL1. We have no idea yet.

Resource

Known1. We have a core team with expertise in

transportation methodologies.2. We have no capabilities in decomposition or

recomposition of living matter.3. We have no capabilities in developing blueprints of

individuals’ composition.

Unknown4. Who might be potential partners for #2 and #3

above? 5. What will be required to engage them in this

project?

Organizational Issues

Knowns:1. We are a transportation company. (Annual report).2. Senior leadership is committed to white space opportunities. (Recent

podcast)3. Sr VP of largest division (personal transport) has resisted previous

innovations that will cannibalize his current businesses (trains, plane rental)

4. We are committed to service based business models. (per recent strategy statements)

5. We have never successfully co-developed anything with a partner. (Experience review).

Unknowns:6. How do we manage the issue of cannibalization?

1. Assume that recent commitment from the top (#2 above) means actions will be taken to protect this project from #3 problem above.

7. Do we want to sell equipment? Or service? Or both?1. Assume service only.

8. Are we prepared to partner? Or are we going to try to vertically integrate into decomposition, re-composition and blueprinting?

1. Prepared to partner.9. Is senior leadership prepared to move into this particular strategic domain

of transportation? 1. Assume yes.

Technical IssuesKnowns Evidence1. …

n

Unknowns Assumptions Test/Action Accountability Status Learning

1….

n

Market IssuesKnowns Evidence1…

n

Unknowns Assumptions Test/Action Accountability Status Learning1…

n

Resource IssuesKnowns Evidence

Unknowns Assumptions Test/Action Accountability Status Learning1…

n

Organizational Issues….

LL1 Milestone Review and LL2 setup….

Technical Tests and Learning

1. How do we transport the molecules while maintaining a blueprint for reformation?

1. Assume: We can find a way to send information along with the molecules.As of 5/29/08: Got 2 partners. One developed a blueprint based on DNA sequencing

(biology), and the other from a fingerprint scan. DNA sequencing more accurate….Fingerprint scan more cost effective.

Next steps: What is the potential for cost reduction with partner #1 and what is the potential for increasing accuracy with partner #2? (Are these the most Critical on the list of technical uncertainties? Do these impact the other dimensions of uncertainty?)

• How do we keep the molecules together during transport?• Assume: We can develop a boundary. As of 5/29/08: Ran two tests:

a. Control existing forces in a manner that would allow cohesive transport (Vanderwall’s forces, Electron density forces)b. Apply something physical to the decomposed cryogenized matter, e.g. a nano-coating sealant.

Both test failed. Next steps: Rather than taking a cryogenic approach to decomposition, convert the

matter to energy using plasma physics. Explore properties of Debye Spheres. Emergent Uncertainty: Can we do this while maintaining the blueprint to enable re-

composition?

Market Tests and Learning

1. Potential application markets that may value this:1. CIA, FBI2. Major corporations (helps global corporate communications).3. NASA (for space exploration)4. Who else??

As of 5/29/08:A presentation at a technical conference by one of our scientists

regarding the potential for plasma physics to play a role in transportation, along with presentation of initial data demonstrating plasma as a medium for carrying cryogenic material drew attention from an Air Purification company. They believe this can have major applications in moving specific types of particles that occur naturally in some geographies to other, locations that need such particles.

New Uncertainty (Organizational)…Is this a business we want to get into?

Two major corporations (Pepsico and Google) have expressed interest in a demonstration device.

New Uncertainties…• When will we have a demo device? (T). • How structure the arrangments with these two companies? (R)?

Resource Tests and Learning

1. Who might be potential partners for #2 and #3 above? (re-composition and blueprints?)

2. What will be required to engage them in this project?

As of 5/29/08: Have identified a potential partner for #2 above, but cannot convince them to engage with us. Continuing to look for others.

Have found university center working on #3. Have joined that center.

New Uncertainty: What will be our IP position given our work with the university? Assume we will want exclusive ownership (R, O)

Organizational Tests and Learning

• Are we prepared to partner? Or are we going to try to vertically integrate into decomposition, re-composition and blueprinting?

Assume we’re prepared to partner.As of 5/29/08.. Yes, permission to partner on decomposition and

re-composition, but not on blueprinting. Keep that as a new domain and build competency. (Note interaction with IP issue raised above).

Emergent Uncertainty: How get access to necessary talent for blueprinting: Assume: Hire from the university whose center we just joined.

2. Is senior leadership prepared to move into this particular strategic domain of transportation?

Assume yes. As of 5/29/08.. Discussion with senior leadership indicates

enthusiasm about the military applications for now. (Impacts M).

Project:______________________________ Disagree(0)

Neutral(1)

Agree(2)

Part I – Elevator Speech1. Value proposition was clear.2. Speech was delivered in two minutes or less.

Sub-TotalPart II – Learning Plan Process1. The business opportunity is clearly described.2. The technology benefits are listed.3. Application spaces are identified.4. The team has interacted directly with the market. 5. The team conducted adequate secondary research.5. Strategic linkages are considered.6. The four uncertainties are covered.7. A realistic milestone plan has been developed.8. Resource requirements are identified.9. Next learning steps are prioritized.

Sub-Total

Learning Loop Review Board Coaching & Evaluation Template

Disagree(0)

Neutral(1)

Agree(2)

Part III—Project Progress1. The business opportunity is an exciting one.2. The technology benefits are multitudinous.3. The technology benefits are an order of magnitude

beyond what is currently available.4. The project is gaining traction in the market at the

level that is needed.5. The linkages to the organization’s strategic intent

continue to strengthen.6. The next technical hurdles have been clarified and

the tasks needed to address them are doable. 7. The next market hurdles….8. The next resource hurdles …..9. The next organizational hurdles…

Sub-Total


Disagree(0)

Neutral(1)

Agree(2)

Part IV—Presentation Style1. The level of content was appropriate for a review

board.2. The presentation delivery was well paced.

3. The presentation was professional.

4. The contributions of the team were acknowledged.

Sub-TotalTotal

Part V– Additional Feedback and notes


Process

• Team works from a business concept.• With coaching, initiates first learning loop.

– Flipcharts, markers, and concentrated time.• End of session: critical uncertainties and tests. Timeline

and budget request to complete tests.• At test completion…project review/work session.

– Update on learning– News on redirection.– New uncertainties that emerged.– Next critical uncertainties, tests and budget requirements.– The team drives the project direction. No pre-determined Gates.

• Three to four learning loops…can tell if you’re gaining traction and should continue.

• Conduct a learning plan for each application and Discovery Driven plan for each one that appears interesting.

• Outcome: Business Proposal.

Learning Plan Outcome: Business Proposal

Areas To Consider Breakthrough and Radical Innovation Projects

Product/Service Overview

Brief History, Champions, Potential Market Applications; Tested & Pursued, Technical Feasibility

Value Proposition Strategic Fit or Stretch, Potential Value of Technology, Potential Customers & Value

Market Opportunity Industry and Market Trends, First Market Application, Plans for Follow on Applications, Potential Financial Value -Order of Magnitude

Competitive Landscape Potential Competitors, Possible Competitive Offerings, Potential Competitive Advantage

Potential Business Models

Value Chain Analysis, Competency Assessment, Partnership Opportunities, Potential Revenue Flows and operating model economics

Learning Plan Outcomes, and Risk Assessment

Identify Assumptions, SWOT across Technical, Market, Organizational and Resource Categories (all likely to be higher to high risk)

Recommendations and Next Steps

Recommend Deployment Path, Identify Funding Requirements, Critical Milestones, Risk Mitigation Plan and Transition Issues

Project Management Tools Throughout DIA

Learning Plan Business Proposal

Business Plan

Discovery Driven Plan Tested Business Proposal

Implement Biz Proposal

Opportunity Articulation (Opp Rec Framework) Business Concept

Stage Gate DiscoveryIncubation

AccelerationOperations

Documents

Learning Based Project Management