Rapid Product Development
Rapid Product Development is what I like to call the process developed by Don Reinertsen
In his first books 'Developing Products in Half the Time' & 'Managing the Design Factory' Don Reinertsen introduced us to the importance of Rapid Product Development, and in particular the concept of 'Cost of Delay' - a method to put a price on programme delays, by factoring in the lost opportunity cost.
In Manufacturing Lean, (and also Theory of Constraints) the concept of Flow is an important one. Don Reinertsen has incorporated this idea into his theory of Lean Product Development, by utilising Queueing Theory, and Batch Sizes amongst other things to show us how to obtain maximum flow thorough the Product Development process, and hence increase efficiency and minimise the cost of delay.
Key aspects of Rapid Product Development are
Agner Krarup Erlang, a Danish engineer who worked for the Copenhagen Telephone Exchange, published the first paper on what would now be called queueing theory in 1909. In Queueing Theory, different types of queues are described by a notation such as M/M/k
For an M/M/1 Queue (i.e. 1 server), the waiting time goes up as the utilisation goes up. (See below). A similarly shaped result (though with different absolute values) is obtained for other numbers of servers.
What this means is that if you aim for high utilisation of your resources, you are bound to suffer longer waiting times.
The queue size doubles:-
Going from 60-80%
Again from 80-90%
95% Capacity Utilisation = 95% Queue Time !
Project delays are often due to waiting time due to overloaded resources in one or more areas, so increase those resources, or reduce the number of projects using them , and because projects do not usually provide a steady flow, have some slack to be able to cope with the peaks.
Note Little's Law for a stable, i.e. steady state system says
Wait Time = Length of Queue/Processing Rate
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