Upon completion of Investigate (described in Chapter 5), the cross-functional team has prioritized the most critical assumptions, determined the maturity of the idea, and formed a recommendation on whether the new product idea merits a further investment.
This chapter explains the planning function in ExPD and how planning provides the flexibility, adaptability, and speed needed in product development. In ExPD, “plan” does not mean something fixed. Planning is flexible enough to adapt to many factors, including external and internal changes. Also, planning is not a one-time activity; instead, it applies throughout the entire process.
We then look at the tiers of activity involved in planning, including creating the Product Charter and Resolve Development Plan (RDP). These two documents provide the infrastructure to support resolution and development activities. We cover Prioritization Valve 2 (PV2), which includes deciding whether to continue with the product. We conclude the chapter by discussing the importance of reviewing the product portfolio.
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Rita Gunther McGrath and Ian C. MacMillan, “Discovery-Driven Planning,” Harvard Business Review (July–August 1995); Rita Gunther McGrath and Ian C. MacMillan, Discovery-Driven Growth (Boston: Harvard Business Press, 2009).
Randal Englund and Robert J. Graham, “From Experience Linking Projects to Strategy” Journal of Product Innovation Management 16, January 1999, pp 52-64.
