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首页> 外文会议>2011 Proceedings of Technology Management in the Energy Smart World >Reducing risk in moving from “R” to D - adaptation of NASA''s “TRL” metrics to a product development environment
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Reducing risk in moving from “R” to D - adaptation of NASA''s “TRL” metrics to a product development environment

机译：降低从“ R”过渡到D＆的风险-将NASA的“ TRL”指标适应产品开发环境

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Todays New Product Development (NPD) processes are under increasing pressure to reduce the cycle time to bring products to market. This is reflected in the need to rapidly assess the technology in terms of its maturation and staging in order to implement it in new products. Premature productization of a new technology, by contrast, can cause serious collateral damage to overall project schedules and project spends if risks are not clearly understood. Time, money, and engineering effort may be wasted on building product prototypes that end up not fully working or meeting critical specs. There may be insufficient time for problem solving because of the need to feed the beast (meet prototype build commitments). Potential recognition of show stopping issues may occur late in the process resulting in the need to reset or recycle steps in the design. As a result the costs and schedule become unpredictable. At Xerox Direct Marketing Group, we have implemented a readiness assessment tool first developed by NASA in 1974 called the Technology Readiness Level. Our implantation, which uses only the first 4 levels of the process, has had significant benefits for us— Throughout 2010 we piloted this idea in two major product development projects which used this methodology to manage technology risk. Both projects were staffed at lower levels than historical norms and both projects met their technology demonstration milestones (as an integrated system) with no surprises and very little or no schedule slip. In this talk we present an overview of the process, our specific implementation and the benefits of implementing such a process.
机译：今天的新产品开发（NPD）流程正在增加压力，以减少循环时间，将产品带到市场上。这反映在需要在其成熟和分段方面快速评估技术，以便在新产品中实施它。相比之下，一项新技术的早产能够对整体项目时间表和项目造成严重的抵押损害，如果没有清楚地理解风险。在建立最终没有完全工作或满足关键规范的产品原型上，可能会浪费时间，金钱和工程努力。由于需要喂养野兽（符合原型构建承诺），可能存在可能性的时间不足。潜在识别出现停止问题可能会在过程中延迟发生，从而需要重置或回收设计中的步骤。因此，成本和时间表变得不可预测。在Xerox直销集团，我们已经实施了一份准备评估工具，由美国宇航局于1974年开发，称为技术准备水平。我们的植入，它仅使用前4个水平的过程，在2010年中对我们来说具有显着的效益我们在使用这种方法来管理技术风险的两个主要产品开发项目中我们驾驶了这个想法。这两个项目都以较低的历史规范人员分，两个项目都达到了他们的技术示范里程碑（作为综合系统），没有惊喜，很少或没有时间表滑。在这次谈话中，我们概述了该过程，我们的具体实施以及实施此类过程的好处。

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