There are two fundamental categories of post-launch reviews. The first we shall call “Team Self-Assessment Project Reviews.”
These reviews are primarily for product developers to explore their lessons learned from working together on a project that has just completed. The second we shall call “Management Business Reviews of New Products.”
These reviews are primarily for management to explore the financial and marketplace results of the new product in both a relative and absolute sense, and to contrast the results to those that were promised when the project was approved.
Ideally, there is minimal overlap in the content of the two review categories. However, and this is especially true where the team that created the product stays together to enhance and service the product during its life cycle, much of what should be covered in structured Management reviews is done in Team reviews.
To breathe a bit more life into this statement, consider that management makes the business decisions. They could invest scarce R&D funds in many places. They choose to invest in certain projects because of the business plan that was presented to them.
If management does not involve themselves in a comparative analysis of promised vs. actual results, they diminish their capability to “see” similar or analogous estimating shortfalls in future business plans and decisions.
The learning loop does not get closed for management. Manufacturing and operations professionals, in just about every company these days, have achieved closed-loop decision-making. The opportunity is still on the table for most executives that direct engineering and product development professionals.
“项目”是“用于开发新产品的临时组织工具”。公司不出售该项目；他们出售来自该项目的产品。团队评论应该重点强调。管理评论应重点强调。
当然存在重叠，但是要画出应该是项目审查的一部分，反之亦然，这并不困难。团队实现产品规格的能力是项目审查的一部分。
Similarly, Management cannot do a product review without certain project information such as the development cost and any slippages in project schedule that may affect return on investment. Teams should include the technical aspects of product achievement in their project reviews. Management should include the financial aspects of the project in their product reviews. With those guidelines, pretty clean lines can be drawn.
Team Self-Assessment Project Reviews:Typically Team reviews are done within six months of a project completing. It is best to wait until some level of commercialization has occurred, as many avoidable errors are not discovered by the company’s test suite but by the company’s customers.
在某种程度上审查产品的市场之前，项目审查将不完整。团队审查通常是在发布后数月内进行的，通常是一年多或更长时间。这是有问题的，因为一旦推出产品，新的力量就开始生效，并开始裁缝。
These post-launch forces were not part of the original project and they introduce change. It soon becomes challenging to distinguish between avoidable changes that should have been caught by the team, versus unavoidable changes that originated after the project was complete.
Folks that run change management organizations are expected to be efficient. As such, changes for a certain part or subassembly get grouped together. The ability to clearly see what was avoidable is lost and the Team loses the opportunity to best close the loop for the project it undertook.
新产品的管理业务评论：管理评论的正确时机取决于产品生命周期曲线。有些产品是一年的新产品，然后它们很老。有些产品是三到五年的新产品，然后它们已经老了。
Typically business plans presented to management carve out the first one or two years as an estimate, and then the first three or five years as an estimate. Then, there is a column or field for projected lifetime revenues.
使用业务计划作为何时持有管理后发出后评论的指南。主要目标是确定业务计划估计的错误与实际结果的错误。如果商业计划使用了三年，则应在这两点进行发出后的审查。
The first review is the most important in most companies; call it a “first year review” for discussion purposes. Many companies have “hockey stick” commercialization results. Sales are often near zero for too many months, and then they start increasing.
通常商业计划projec没有显示零ted revenues in the first year. If the organization knows that management will not conduct a serious first-year review, the likelihood of a hockey stick result increases. That hockey stick result then impacts subsequent years as the marketplace sees that there is slow adoption of the new product; therefore something must be wrong or underperforming with the product.
客户感知会影响所有后续结果。如果通过第一年的评论对产品进行快速和果断的推出，则三年或五年的审查通常不会令人失望。
产品组合评论：当然，定期进行定期需要研究整个新产品和旧产品的投资组合。投资组合评论的目的尚有不同。它们本质上是更具战略意义的，并且体现了更长的思考。
概括：Analogous to the differences between the shorter-term horizon of a sales organization versus the longer-term horizon of a marketing organization, post-launch reviews have the comparatively shorter horizon.
同样，发布后评论的重点是项目，以及该项目产生的一种或几种产品。投资组合评论的视野更长，专注于产品。定期混合这些视野并蒙蔽单个与组区别，通常会导致表现不佳。
对于发出后的评论，最好将学习后评论的内容集中在团队控制中的项目与管理层控制的项目中时，最好实现封闭的学习循环周期。
提交以下：Product Design & Development
