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Product Portfolio & Top-Down Resource Capacity Planning Resource Capacity Planning Pursuing Predictable Product Development Susan Trahan Susan Trahan Susan Trahan Susan Trahan Director of Product Development Director of Product Development NeoMetrics, Inc. NeoMetrics, Inc. Gary Wereley Gary Wereley Gary Wereley Gary Wereley Director, Product Development Processes Director, Product Development Processes St. Jude Medical Atrial Fibrillation Division St. Jude Medical Atrial Fibrillation Division

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Product Portfolio & Top-DownResource Capacity PlanningResource Capacity PlanningPursuing Predictable Product Development

Susan TrahanSusan TrahanSusan TrahanSusan TrahanDirector of Product DevelopmentDirector of Product DevelopmentNeoMetrics, Inc.NeoMetrics, Inc.

Gary WereleyGary WereleyGary WereleyGary WereleyDirector, Product Development ProcessesDirector, Product Development ProcessesSt. Jude Medical Atrial Fibrillation DivisionSt. Jude Medical Atrial Fibrillation Division

Predictable portfolio development is built on a foundation of accurateis built on a foundation of accurate resource capacity planning

“Vision without resources is hallucination”hallucinationRobert Bruininks, President University of Minnesota

Portfolio DevelopmentPortfolio DevelopmentTying Product Portfolio Development to Reality

Terminology● Business Group – a grouping of like products sold to

similar customers (e.g. business, product family, division)

● Product – a device that will be sold

● Technology – enables product, process, or efficiency development

● Project – an effort to accomplish a defined goal; typically executed using a stage/gate process

● Portfolio Plan – includes project priorities, timing, cost, and resource needs; includes all types of related projects (e.g. product, technology, and clinical)

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

5

Prerequisites● List ALL projects – active and planned

● Divide projects into relevant categoriesp j gExamples: Research

Product DevelopmentTechnology DevelopmentClinicalOperationsRegulatory/Compliance

● Prioritize projects based on established criteria

● Define project characteristics – schedule, budget, headcount, required capital, etc.

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

6

● FOCUS – may need to cancel or delay projects

Cross Functional Input

Marketing Clinical/Marketing

Global Market Strategy

Regulatory

Clinical and Regulatory

Product PipelinesResource PlansStrategy

Strategy RegulatoryStrategiesFinance

Budget/AnalysisProject ProposalsIntegrated Portfolio

Strategy 

Resources & Technology

Budget/Analysis

Project

CapacityReadiness

Engineering

Core TeamL d

Status

Operations

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

Leaders

7

Product Pipeline Creation

PD Cost Tech Cost

Business review of:Market Size / ShareBusiness Objective

Investmentfor Scenario Analysis

Business ObjectiveCompetitive StrategyInvestment Level

Business Group

PD Cadence

Tech Cadence Roadmap

UV Surface Ablation 3 9 9 9 9 9 1

UV Surface Treatment 2 9 9 3 9 9

Oversized Shaped Mold 4 9 1 9 3 3

Variable Stiffness Extrusion 1 9 3 3 9

New Coating / Tip Coat 1 9 9 3

PVS Hypotube + Sheath extension 2 9 9 1 1 1

NG2 POBA Inner 3 9 3 3 1

Tip ablation/soft tip 4 9 3 3 1

* Microfibrillar 2 1 1 1 1 1 1 1 1 1 1 High strength materials

using interpenetrating networks (E15)

2 1 1 1 1 1 1 1 1 1 1 Inorganic-Organic Hybrid

polymers for coating applications (E16)

11 1 1 1

Misc. Exploratory14

Balloon Withdrawl Resis14

UV Surface Ablation 3 9 9 9 9 9 1

UV Surface Treatment 2 9 9 3 9 9

Oversized Shaped Mold 4 9 1 9 3 3

Variable Stiffness Extrusion 1 9 3 3 9

New Coating / Tip Coat 1 9 9 3

PVS Hypotube + Sheath extension 2 9 9 1 1 1

NG2 POBA Inner 3 9 3 3 1

Tip ablation/soft tip 4 9 3 3 1

* Microfibrillar 2 1 1 1 1 1 1 1 1 1 1 High strength materials

using interpenetrating networks (E15)

2 1 1 1 1 1 1 1 1 1 1 Inorganic-Organic Hybrid

polymers for coating applications (E16)

11 1 1 1

Misc. Exploratory14

Balloon Withdrawl Resis14

Business Review

2003

Q1 Q2 Q3 Q4

2004

Q1 Q2 Q3 Q4

2006

Q1 Q2 Q3 Q4

2005

Q1 Q2 Q3 Q4

2007

Q1 Q2 Q3 Q4

TDP

PDP

TDP

TDP

PDP2

2003

Q1 Q2 Q3 Q4

2004

Q1 Q2 Q3 Q4

2006

Q1 Q2 Q3 Q4

2005

Q1 Q2 Q3 Q4

2007

Q1 Q2 Q3 Q4

TDP

PDP

TDP

TDP

PDP2

PipelineCreation

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

Review Clinical

TDP

PDP3

Clinical

TDP

PDP3

Creation

8

Linking to Strategy

Cycle of Business Management• Executive Committee Review

/• Quarterly Commitments/P&L• Management Boards

Business Plan

Obj ti T h l P j t

ProjectExecution

I di id l j t i

PortfolioPlan

• Objective       ‐ lead‐ compete‐maintain

• Strategy Review

•Technology Projects

•Product Development

• Clinical

• Individual project review•Stage – Gate project review

• Strategy Review

•Financial Projections

• New projectproposals

•Operations

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

proposals

9

Scenario Planning

● Ability to do “what if” scenarios and assess impact on portfolio○ Budget○ FTE○ Timelinese es○ Revenue

● Examples:p○ Adding or Canceling a project○ Changing project scope or timeline○ Changing technology strategy

● Can complete analysis of multiple scenarios

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

10

Scenario Planning

● Managing throughput requires attention to pipeline entry, resource loading, project priorities, and early cancellation of marginal projects

Pipeline Balancing • Measuring strategic investment levels• Rationalizing aggregate product-line

plans with resource capacityL f i l kill

Pipeline Balancing

$

Supporting Tools Process Elements

• Long-range functional skill set planning

• Priorities are consistent

Pipeline LoadingM i t it d id

Financial ProjectionsT

• Managing entry, exit, and mid-course corrections of development projects

• Staffing in functional areas is balanced with requirements

• Resources are focused on fewer

Pipeline LoadingPlan Actual

Investment Mix

Pipeline Delivery• Efficient individual project

assignment and loading

projects that proceed more rapidly

Pipeline DeliveryMaster Project Plan

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

assignment and loading• Look-ahead capability for

shared resource organizationsCapacity Plan11

Scenario Planning – Pipeline Interactions

For each project, there are three basic decision levers○ Scope/content

Concept Definition Design / Implementation

Evaluation Scale-up

Scope/content○ Schedule○ Resources

Effective decision making requires managing the entire project pipeline○ Projects under development○ Current and future deployment

Need clear visibility toresource constraints

○ Current and future deployment

If sufficient resources are unavailable, management has a tough decision○ Reduce the scope of the product○ Lengthen development time○ Take resources from another project○ Hire more resources or outsource work

Skill Set 1 Skill Set 2 Skill Set 3 Skill Set 4Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

○ Hire more resources or outsource work○ Cancel the project

12

Monitor the Portfolio

Evaluate at Multiple Levels○ Project Level Project Valuation and Performance○ Project Level – Project Valuation and Performance○ Business Group Level – Spend, Competition○ Divisional Level – Growth, Profitability and EfficiencyDivisional Level Growth, Profitability and Efficiency

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

13

Summary of Key Points● Senior Management Support● Decision Making

N t l○ Neutral○ Prompt Decisions○ Have Authority to Make Decisions Stick○ Have Authority to Make Decisions Stick

● Review and Adjust Portfolio on a Defined Basis● Implementation: start with the basics and add capability p p y

as you master the process

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

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Resource Capacity PlanningResource Capacity PlanningBridging Portfolio Plans & Project Execution

Resource Capacity Planning Value Proposition● Portfolio valuation, product pipeline maps, trade-offs,

what-if and impact analysis all come together and are realized at resource capacity planningrealized at resource capacity planning

● Resource capacity planning is the bridge between a well planned portfolio and a well executed productplanned portfolio and a well executed product development pipeline

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

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Planning Types● Business Planning

○ Strategic Planning○ Annual Operating Planning○ Annual Operating Planning○ Quarterly Forecast

● Project PlanningProject Planning○ Work breakdown structures○ Logical scheduling

Names tied to tasks (activities deliverables)○ Names tied to tasks (activities, deliverables)

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

17

Planning Uses● Top-down – high-level rapid and multiple iteration

scenario analysis in support of developing realistic portfolio plansp p

○ Used primarily during strategic and annual operating planning

● Mid tier detailed and accurate allocation of functional● Mid-tier – detailed and accurate allocation of functional resources to development initiatives (projects)

○ Used primarily during annual operating planning and quarterly Used p a y du g a ua ope at g p a g a d qua te yforecasting by departments and/or functions

● Bottom-up – specific resources to specific tasks per detailed project plan

○ Used primarily for planning and executing projects and/or programs

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

programs

18

Types of PlanningBusiness Planning Lifecycle

Strategic PlanningStrategic Planning

Annual Operating PlanningAnnual Operating Planning

g gg g

P j t Pl i Lif l

QuarterlyQuarterlyForecastForecast

QuarterlyQuarterlyForecastForecast

QuarterlyQuarterlyForecastForecast

QuarterlyQuarterlyForecastForecast

Project Planning Lifecycle

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

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Types of PlanningBusiness Planning Lifecycle

Product Map Review

Model & Validate

Checkpoint

Model

Plan, Review & Approve

Review & Approve

Strategic PlanStrategic Plan

Quarterly ForecastQuarterly Forecast

Annual Operating PlanAnnual Operating Plan

P j t Pl i Lif l

Map

Model

Plan

Map

Model

Plan

Map

Model

Plan

Map

Model

Plan

Project Planning Lifecycle

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

20

Data Sources● Annual operating plan

● Quarterly forecasts

● Detailed plans of currently executing projects

● Scoped project data (estimated)● Scoped project data (estimated)

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

21

Types of PlanningBusiness Planning Lifecycle

Product Map Review

Model & Validate

Checkpoint

Model

Plan, Review & Approve

Review & Approve

P j t Pl i Lif l

Map

Model

Plan

Map

Model

Plan

Map

Model

Plan

Map

Model

Plan

Project Planning Lifecycle

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

22

Focus Area

PD Cost Tech Cost

Business review of:Market Size / ShareBusiness Objective

Investmentfor Scenario Analysis

Competitive StrategyInvestment Level

BusinessGroup

E iPD Cadence

Tech Execution

UV Surface Ablation 3 9 9 9 9 9 1

UV Surface Treatment 2 9 9 3 9 9

Oversized Shaped Mold 4 9 1 9 3 3

Variable Stiffness Extrusion 1 9 3 3 9

New Coating / Tip Coat 1 9 9 3

PVS Hypotube + Sheath extension 2 9 9 1 1 1

NG2 POBA Inner 3 9 3 3 1

Tip ablation/soft tip 4 9 3 3 1

* Microfibrillar 2 1 1 1 1 1 1 1 1 1 1 High strength materials

using interpenetrating networks (E15)

2 1 1 1 1 1 1 1 1 1 1 Inorganic-Organic Hybrid

polymers for coating applications (E16)

11 1 1 1

Misc. Exploratory14

Balloon Withdrawl Resis14

UV Surface Ablation 3 9 9 9 9 9 1

UV Surface Treatment 2 9 9 3 9 9

Oversized Shaped Mold 4 9 1 9 3 3

Variable Stiffness Extrusion 1 9 3 3 9

New Coating / Tip Coat 1 9 9 3

PVS Hypotube + Sheath extension 2 9 9 1 1 1

NG2 POBA Inner 3 9 3 3 1

Tip ablation/soft tip 4 9 3 3 1

* Microfibrillar 2 1 1 1 1 1 1 1 1 1 1 High strength materials

using interpenetrating networks (E15)

2 1 1 1 1 1 1 1 1 1 1 Inorganic-Organic Hybrid

polymers for coating applications (E16)

11 1 1 1

Misc. Exploratory14

Balloon Withdrawl Resis14

Cadence Roadmap

Top-down resource capacity planning

Business Review

2003

Q1 Q2 Q3 Q4

2004

Q1 Q2 Q3 Q4

2006

Q1 Q2 Q3 Q4

2005

Q1 Q2 Q3 Q4

2007

Q1 Q2 Q3 Q4

TDP

PDP

TDP

TDP

PDP2

2003

Q1 Q2 Q3 Q4

2004

Q1 Q2 Q3 Q4

2006

Q1 Q2 Q3 Q4

2005

Q1 Q2 Q3 Q4

2007

Q1 Q2 Q3 Q4

TDP

PDP

TDP

TDP

PDP2

PipelineCreation

capacity planning adds reality to

portfolio planning

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

Review Clinical

TDP

PDP3

Clinical

TDP

PDP3

Creation

23

Prerequisites● Must have an approved project priority list (one list)● Model only the meaningful resources

○ Focus Remove resources not relevant to the planning process○ Focus – Remove resources not relevant to the planning process• (Administration, Management, Support, Direct Labor, etc.)

● Must have accurate resource profiles for all proposed projects

● Must know what your resources are currently working on● Must know what resources and skill-sets free up when● Must monitor and manage critical resources closely

○ Identify the organizations most critical resources by name○ Identify the organizations most critical resources by name • Knowing their combined capacity may determine the most the

organization can deliver as a whole

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

24

Example Data SetJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Information Technology IT 10 10 10 10 10 10 10 10 10 10 11 11 11 11 11 11 11 11 11 11 11 11 11 11Finance FIN 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Human Resources HR 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8Legal LGL 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Information Technology IT 10 10 10 10 10 10 10 10 10 10 11 11 11 11 11 11 11 11 11 11 11 11 11 11Finance FIN 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Human Resources HR 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8Legal LGL 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecAdministration ADM 36 36 36 36 36 36 36 36 36 36 37 37 37 37 37 37 37 37 37 37 37 37 37 37Clinical Affairs CA 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14Design Quality Engineering DQE 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Documentation DOC 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 8 8Hardware Engineering HW 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Management MGT 55 55 55 55 55 55 56 56 56 56 56 56 56 56 56 57 57 57 57 57 57 57 57 57

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecAdministration ADM 36 36 36 36 36 36 36 36 36 36 37 37 37 37 37 37 37 37 37 37 37 37 37 37Clinical Affairs CA 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14Design Quality Engineering DQE 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Documentation DOC 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 8 8Hardware Engineering HW 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Management MGT 55 55 55 55 55 55 56 56 56 56 56 56 56 56 56 57 57 57 57 57 57 57 57 57gManufacturing Engineering ME 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Manufacturing Engineering Tech ME-T 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Marketing MKT 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Operations OPS 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70Product Development Tech PD-T 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25Product Development PD 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20

gManufacturing Engineering ME 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Manufacturing Engineering Tech ME-T 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Marketing MKT 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Operations OPS 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70Product Development Tech PD-T 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25Product Development PD 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Program Management PM 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8Quality Assurance QA 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Regulatory Affairs RA 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Software Engineering SWE 40 40 40 40 40 40 40 40 40 40 40 40 41 41 41 41 41 41 41 41 41 41 41 41Software Engineering Tech SW-T 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20System Engineering SYS 0 0 0 0 0 0 1 1 1 2 2 2 2 2 2 3 3 3 4 4 4 5 5 5T h l D l t TD 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20

Program Management PM 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8Quality Assurance QA 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Regulatory Affairs RA 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Software Engineering SWE 40 40 40 40 40 40 40 40 40 40 40 40 41 41 41 41 41 41 41 41 41 41 41 41Software Engineering Tech SW-T 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20System Engineering SYS 0 0 0 0 0 0 1 1 1 2 2 2 2 2 2 3 3 3 4 4 4 5 5 5T h l D l t TD 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Technology Development TD 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20V&V Testing V&V 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40Available Capacity AVL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total 455 455 455 455 455 455 457 457 457 458 459 459 460 460 460 462 462 462 463 463 463 464 465 465

Technology Development TD 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20V&V Testing V&V 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40Available Capacity AVL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total 455 455 455 455 455 455 457 457 457 458 459 459 460 460 460 462 462 462 463 463 463 464 465 465

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

25

Model Only Meaningful Resources● Filter out as much nonessential data as possible

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecClinical Affairs CA 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14Design Quality Engineering DQE 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Documentation DOC 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 8 8Manufacturing Engineering ME 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Manufacturing Engineering Tech ME-T 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Marketing MKT 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecClinical Affairs CA 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14Design Quality Engineering DQE 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10Documentation DOC 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 8 8Manufacturing Engineering ME 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Manufacturing Engineering Tech ME-T 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Marketing MKT 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10g 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Product Development Tech PD-T 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25Product Development PD 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Program Management PM 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8Regulatory Affairs RA 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10System Engineering SYS 0 0 0 0 0 0 1 1 1 2 2 2 2 2 2 3 3 3 4 4 4 5 5 5Technology Development TD 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20

g 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Product Development Tech PD-T 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25Product Development PD 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Program Management PM 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8Regulatory Affairs RA 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10System Engineering SYS 0 0 0 0 0 0 1 1 1 2 2 2 2 2 2 3 3 3 4 4 4 5 5 5Technology Development TD 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20Available Capacity AVL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

164 164 164 164 164 164 165 165 165 166 166 166 166 166 166 167 167 167 168 168 168 169 170 170Available Capacity AVL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

164 164 164 164 164 164 165 165 165 166 166 166 166 166 166 167 167 167 168 168 168 169 170 170

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

26

Model Only Meaningful Resources● Focus attention on key development resources

350350

Support

250

300

Support

250

300

Operational Efficiency

200

250

Operational Efficiency

200

250

Product Development

100

150Product Development

100

150

Compliance

Market Development50

Compliance

Market Development50

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

01 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

01 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

27

Accurate Resource Profiles Consider Categorization:• Software heavy

H d h

18

20

18

20

● Skills-based ROM estimates • Hardware heavy• Balanced

ME-T

DQECARA

MKTDOC

12

14

16

18

ME-T

DQECARA

MKTDOC

12

14

16

18

PD-T

ME

ME T

6

8

10

12

PD-T

ME

ME T

6

8

10

12

PM

PD

0

2

4

Jan Feb M ar Apr M ay Jun Jul Aug Sep Oct Nov Dec Jan Feb M ar Apr M ay Jun Jul Aug Sep Oct Nov DecPM

PD

0

2

4

Jan Feb M ar Apr M ay Jun Jul Aug Sep Oct Nov Dec Jan Feb M ar Apr M ay Jun Jul Aug Sep Oct Nov Dec

DOC 0.3 0.3 0.3 0.5 0.5 0.5 1 1.5 2 0.3 0.3 0.3 0.1 0.1 0.1

M KT 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5

RA 0.1 0.1 0.1 0.1 0.1 0.5 0.5 0.5 1 1 1 0.5 0.5 0.5 0.5 0.5 0.5

CA 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 1 1 1 0.1 0.1 0.1

DQE 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0.5 0.25 0.1

M E-T 1 1 1 1 1 2 2 2 2 2 1 1 1 0.5 0.5 0.5

M E 1 1 1 2 2 2 3 3 3 3 3 2 2 2 1 1 1

DOC 0.3 0.3 0.3 0.5 0.5 0.5 1 1.5 2 0.3 0.3 0.3 0.1 0.1 0.1

M KT 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5

RA 0.1 0.1 0.1 0.1 0.1 0.5 0.5 0.5 1 1 1 0.5 0.5 0.5 0.5 0.5 0.5

CA 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 1 1 1 0.1 0.1 0.1

DQE 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0.5 0.25 0.1

M E-T 1 1 1 1 1 2 2 2 2 2 1 1 1 0.5 0.5 0.5

M E 1 1 1 2 2 2 3 3 3 3 3 2 2 2 1 1 1

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

PD-T 1 2 2 2 2 2 2 3 3 3 1 1 1 0.5 0.5 0.5

PD 1 2 3 3 3 3 3 4 4 4 4 1 1 1 0.5 0.3 0.1

PM 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

PD-T 1 2 2 2 2 2 2 3 3 3 1 1 1 0.5 0.5 0.5

PD 1 2 3 3 3 3 3 4 4 4 4 1 1 1 0.5 0.3 0.1

PM 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

28

Resources Are Currently Working On What?● Do not assume that the annual or quarterly financial

planning data accurately represents what people are really doingreally doing

Plan ActualOver Allocation

Zero MarginActual HC being held

considerably longer than

NBI re-planned to realistically fit within resource ceiling

Project 7

Plan

125

150

175

Actual

125

150

175

Next Big initiative

Next Big Initiative

Current Initiative Current Initiative

N G i

Zero Margin considerably longer than plan requiring adjustments

to the portfolio

50

75

100

125

50

75

100

125

ManagementSpecials

Management Administration

Administration

CompletingCompleting

TDP #2TDP #1

TDP #1 TDP #2

Next Generation

Next Generation

GeneralGeneral

0

25

50

Q3 Q4 Q1 Q2 Q3 Q40

25

50

Q3 Q4 Q1 Q2 Q3 Q4

ManagementSpecialsSpecials

OperationsOperations

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

Operations Special Pjs Administration ManagementGeneral TDP #2 TDP #1 Next GenerationCompleting Current Initiative Next Big initiative

Operations Special Pjs Administration ManagementGeneral TDP #2 TDP #1 Next GenerationCompleting Current Initiative Next Big Intiative

29

YTD Actual, Current and Projected Allocations

160

180

160

180 Today

Organizational CapacityOrganizational Capacity

120

140

120

140Project 3

Project 1

80

100

80

100

Project 5

Project 4Project 2

40

60

40

60

Project 7

Project 6

0

20

40

0

20

40

Sustaining Engineering

Technology Development

Project 7

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Sustaining Engineering

30

Available CapacityAssumes margin is built

160

180

160

180

Organizational CapacityOrganizational Capacity

Today

Assumes margin is built into each project plan

Available Capacity

120

140Available Capacity

120

140Project 3

Project 1

80

100

80

100

Project 5

Project 4Project 2

40

60

40

60

Project 7

Project 6

0

20

40

0

20

40

Sustaining Engineering

Technology Development

Project 7

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Sustaining Engineering

31

Available Resources By Skill-Set

160

180

160

180 Today

Organizational CapacityOrganizational Capacity

120

140SYSRAPM120

140SYSRAPM

80

100PDPD-TMKTME-TME

80

100PDPD-TMKTME-TME

40

60

MEDOCDQECA

40

60

MEDOCDQECA

0

20

0

20

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

Jan

Feb Mar AprMay Ju

n Jul

Aug Sep Oct NovDecJa

nFeb Mar AprMay Ju

n Jul

Aug Sep Oct NovDec

Jan

Feb Mar AprMay Ju

n Jul

Aug Sep Oct NovDecJa

nFeb Mar AprMay Ju

n Jul

Aug Sep Oct NovDec

32

Resource Capacity Planning Methodology● Top-down project-level resource capacity planning seeks

to optimize the pipeline per portfolio plans based on available resource capacity and resource skill setsavailable resource capacity and resource skill sets○ Proposed projects are layered on top of existing projects by

project priority

○ Proposed projects must have an accurate skills-based resource model

L i i d t d ithi i ti l t i t d○ Layering is conducted within organizational constraints and defined margins while balancing and optimizing resource demands with capacity

Kno ing hat skills sets are becoming a ailable is critical• Knowing what skills-sets are becoming available is critical◦ You will not be able to start a SW heavy project with mechanical and

electrical engineering resources coming off a hardware heavy project

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

33

YTD Actual, Current and Projected Allocations

160

180

160

180 Today

Organizational CapacityOrganizational Capacity

120

140

120

140Project 3

Project 1

80

100

80

100

Project 5

Project 4Project 2

40

60

40

60

Project 7

Project 6

0

20

40

0

20

40

Sustaining Engineering

Technology Development

Project 7

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Sustaining Engineering

34

Project Layering Process

160

180

160

180 Today

Organizational CapacityOrganizational Capacity

120

140

120

140Project 3

Project 1

80

100

80

100

Project 5

Project 4Project 2

New 1

40

60

40

60

Project 7

Project 6

0

20

40

0

20

40

Sustaining Engineering

Project 7

Technology Development

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Sustaining Engineering

35

Project Layering Process

160

180

160

180 Today

Organizational CapacityOrganizational Capacity

120

140

120

140Project 3

Project 1

New 2

80

100

80

100

Project 5

Project 4Project 2

New 1

40

60

40

60

Project 7

Project 6

0

20

40

0

20

40

Sustaining Engineering

Project 7

Technology Development

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Sustaining Engineering

36

Project Layering Process

160

180

160

180 Today

Organizational CapacityOrganizational Capacity

120

140

120

140Project 3

Project 1

New 2

New 3

80

100

80

100

Project 5

Project 4Project 2

New 1

40

60

40

60

Project 7

Project 6

0

20

40

0

20

40

Sustaining Engineering

Project 7

Technology Development

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Sustaining Engineering

37

Project Layering Process

160

180

160

180

New 4

Today

Organizational CapacityOrganizational Capacity

120

140

120

140Project 3

Project 1

New 2

New 4New 3

80

100

80

100

Project 5

Project 4Project 2

New 1

40

60

40

60

Project 7

Project 6

0

20

40

0

20

40

Sustaining Engineering

Project 7

Technology Development

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Sustaining Engineering

38

Project Layering Process

160

180

160

180

New 4 New 5

Today

Organizational CapacityOrganizational Capacity

120

140

120

140Project 3

Project 1

New 2

New 4 New 5New 3

80

100

80

100

Project 5

Project 4Project 2

New 1

40

60

40

60

Project 7

Project 6

0

20

40

0

20

40

Sustaining Engineering

Project 7

Technology Development

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Sustaining Engineering

39

Resource Capacity Planning Methodology● Refine planning by moving from project-level modeling to

skill-level analysis○ Here is where balancing and optimizing is conducted○ Here is where balancing and optimizing is conducted

• This is an iterative process that often times requires adjustment to the portfolio plan to ensure proper resource utilization

○ Ensure that critical skills are neither over or underutilized• Near-term overutilization will require pipeline adjustments to optimize

resource use

• Overutilization further out on the horizon can be managed by planned talent acquisition

• Underutilization can provide opportunity to pull in projects aligned p pp y p p j gwith a specific skill sets

• Underutilization may also indicate a business direction change, requiring planned management

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

40

Skills-Based Over- and Underutilization AnalysisOverutilization on

Program Managers

8

10

12

14

16

18

20

Quality Assurance Associates

8

10

12

14

16

18

20

Development Engineers

20

25

30

35

40

45

50

Program Managers

8

10

12

14

16

18

20

Overutilization on the horizon can be

managed by planned talent

acquisition

0

2

4

6

8

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

M ont hs

Marketing Managers

20

0

2

4

6

8

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

M ont hs

0

5

10

15

20

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

M ont hs

CAD Technicians

20

Process Development Engineers

20

0

2

4

6

8

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

M ont hs

2

4

6

8

10

12

14

16

18

20

2

4

6

8

10

12

14

16

18

20

2

4

6

8

10

12

14

16

18

20

01 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

M ont hs

01 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

M ont hs

Technical Writers

12

14

16

18

20

01 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

M ont hs

Clinical Research Associates

14

16

18

20

Regulatory Associates

14

16

18

20

Long-term overutilization typically

indicates an organizational need

Overutilization of multiple skills at a similar time may indicate the need to adjust

project loading/timing

0

2

4

6

8

10

12

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

M ont hs

0

2

4

6

8

10

12

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

M ont hs

0

2

4

6

8

10

12

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

M ont hs

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

41

Benefits of High-Level Capacity Planning● Adds confidence to strategic plans and product maps

● Establishes a baseline for ongoing impact and what-if l i f ti d t t i l ianalysis, forecasting and strategic planning

● Provides a roadmap for:N b d d t il d f ti l d d t t l l i○ Name-based detailed functional and departmental planning

○ Strategic talent acquisition• Long-range hiring plans by skill-set

○ Regulating demand of specific skill sets while reducing the propensity to manage cyclical resource demands with lay-offs and/or panic hiring

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

42

Watch Outs● More often than not programs are constrained by the

availability of human resources not by funding

● Organizations regularly plan at or beyond the human resource capacity capable of executing the desired projectsprojects

● The Devil is in the details○ The unavailability of a key resource and/or key skill pools can derail an y y y

entire program even if it appears to be fully funded and staffed○ Limited availability of extremely senior technical talent spreads and

defocuses to the point of handicapping multiple projects ○ Special projects deemed high-priority by a functional area can pull away

key resources○ Preventative and corrective action projects often require the original

design team to conduct the investigation and corrective action

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

design team to conduct the investigation and corrective action

43

Summary● Senior Management Support● Crisp Decision Making● Review and Adjust Portfolio on a Defined Basis● Review and Adjust Portfolio on a Defined Basis● Align processes and partner with Finance, Product

Planning and Program Managementg g g● One project list – One project priority list● Focus on the few

C t i i t i f l b k t○ Categorize into meaningful buckets○ Don’t be afraid to cancel programs

● Know where your people are currently workingy p p y g● Know what skill sets become available and when● Conduct accurate skills-base ROM estimates for

d j t

Susan Trahan Director of Product Development NeoMetrics, Inc. and Gary Wereley Director, Product Development Processes St. Jude Medical, PMI-MN May 12, 2009

proposed projects● The devil is in the details44

QuestionsQuestionsProduct Portfolio & Top-Down Resource Capacity Planning