This course will teach you to create, manage, and enhance new product development processes within your organization.
Once an organization has finalized its strategy and vision, implemented a sales function, and has a thorough understanding of the product’s finance, a new product development (NPD) process can be used to refine or create new products and services. Most practitioners find themselves as a participant or leader in their organization’s NPD process by accident without any formal training. In this course, Managing New Product Development, you’ll learn the steps product managers and other stakeholders use to take an idea from conception to product launch. First, you’ll explore the phases, stages, and gates of common NPD processes. Next, you’ll discover items typically in and out of scope of an NPD process as well as operational management considerations. Finally, you’ll learn how to produce and present a new product presentation for approval. When you’re finished with this course, you’ll have the skills and knowledge needed to manage new product development.
Once an organization has finalized its strategy and vision, implemented a sales function, and has a thorough understanding of the product’s finance, a new product development (NPD) process can be used to refine or create new products and services. Most practitioners find themselves as a participant or leader in their organization’s NPD process by accident without any formal training. In this course, Managing New Product Development, you’ll learn the steps product managers and other stakeholders use to take an idea from conception to product launch. First, you’ll explore the phases, stages, and gates of common NPD processes. Next, you’ll discover items typically in and out of scope of an NPD process as well as operational management considerations. Finally, you’ll learn how to produce and present a new product presentation for approval. When you’re finished with this course, you’ll have the skills and knowledge needed to manage new product development.
