Method and apparatus for idea development and evaluation

BACKGROUND OF THE INVENTION

The present invention relates generally to an electronic performance support system and specifically to an electronic performance support system which aids a user in developing and evaluating ideas.

Most companies have a new product development process involving a systematic, disciplined approach to transform an idea into a product. The weak link in most of these processes involves selecting ideas for development. This selection often relies on intuition or visceral reactions. In fact, in the industry, the initial stage of the new product development process is often referred to as the “Fuzzy Front End.” The Fuzzy Front End is traditionally viewed as the vague area where decisions regarding the market viability of a new product or service idea are made based upon visceral experience rather than disciplined analysis.

These existing new product development processes have further drawbacks. They often require, for example, costly cross-functional expert teams to sufficiently develop ideas into workable concepts. In addition, they often lack an efficient and consistent way to present information to high-level managers whose time may be limited. Finally, to the extent these processes lead to a conclusion regarding the possible success of an idea, the result is merely a go/no go decision. Such a result leaves high-level managers without a way to qualitatively assess the bases for that decision.

SUMMARY OF THE INVENTION

There is, therefore, a need for a system and method to systematically and efficiently develop new product and service ideas into robust concepts that may then be evaluated in an equally systematic and efficient manner.

Goals and advantages of the invention appear in the following description, and will be obvious from that description or by practicing the invention. The invention involves automatically qualifying, developing, rating, and assessing ideas in a structured format.

Specifically, a method according to this invention includes the steps of presenting a set of predefined questions regarding a proposal, obtaining a set of information about the proposal from responses to the questions, determining a score from the information in the set, determining, from the score, whether the set meets a predetermined minimum specification, and outputting the score and the obtained information for the purposes of evaluating the proposal.

A system according to this invention includes means for presenting a set of predefined questions regarding a proposal, means for obtaining a set of information from responses to the questions, means for determining a score from the information in the set, means for determining, from the score, whether the set meets a predetermined minimum specification, and means for outputting the score and the obtained information for the purposes of evaluating the proposal.

Both the foregoing general description and the following detailed description are exemplary and explanatory and do not restrict the invention as claimed. The accompanying drawings, which are incorporated in and constitute a part of this specification, illustrate embodiments of the invention and, together with the description, explain the principles of the invention.

BRIEF DESCRIPTION OF THE DRAWINGS

In the drawings,

FIGS.

1

(

a

) and (

b

) are diagrams-showing GEM charts;

FIG. 2

is a diagram showing a computer system for running the software implementation of the present invention;

FIG. 3

is a generalized flowchart showing the logical steps of the software implementation;

FIG. 4

is a screen shot of a General Information Page;

FIG. 5

is a screen shot of the Idea Qualification Home Page;

FIG. 6

is a screen shot of a Summary Page for the Idea Qualification phase;

FIG. 7

is a screen shot of a Guide Information Page for the Idea Qualification phase;

FIG. 8

is a screen shot of an Advisor Information Page for the Idea Qualification phase;

FIG. 9

is a screen shot of a Question Page for the Idea. Qualification phase;

FIG. 10

is a screen shot of an Advisor Information Page for the Question Page;

FIG. 11

is a screen shot of the Concept Development phase Home Page;

FIG. 12

is a screen shot of a Guide Information Page for the Concept Development phase;

FIG. 13

is a screen shot of a Template Page for the Concept Development phase;

FIG. 14

is a screen shot of an Advisor Information Page for the Template Page;

FIG. 15

is a screen shot of the Concept Rating Home Page;

FIG. 16

is a screen shot of an Guide Information Page for the Concept Rating phase;

FIG. 17

is a screen shot of a Category Page for the Concept Rating phase;

FIG. 18

is a screen shot of an Advisor Information Page for the Category Page;

FIG. 19

is a screen shot of the Concept Assessment phase Home Page;

FIG. 20

is a screen shot of a Guide Information Page for the Concept Assessment phase;

FIG. 21

is a GEM Diagram Page for the Concept Assessment phase; and

FIG. 22

is an Advisor Information Page for the GEM Diagram Page.

DETAILED DESCRIPTION

Reference will now be made in detail to the preferred embodiments of the invention, examples of which are illustrated. in,the accompanying drawings. Wherever possible, the same reference numbers will be used throughout the drawings to refer to the same or like parts.

A. Overview

The Idea Development Process of the present invention proceeds in four phases. The originator of a product or service idea (Idea Generator) begins the process in the Idea Qualification phase. This first phase performs a pre-screening of the idea by asking the Idea Generator (IG), high-level qualitative and quantitative questions. If the quantitative ratings meet minimum requirements, the IG proceeds to the next phase, Concept Development. In this phase, the IG answers more detailed qualitative questions, or “templates,” to aid in further developing the idea. The questions make the IG better able to rate the idea in response to detailed quantitative questions asked during a Concept Rating phase. In the final phase, Concept Assessment, an individual with the authority to approve or disapprove the new idea (Idea Evaluator) is presented with a compilation of the ratings entered by the IG during Concept Rating.

The Idea Development Process provides a number of benefits that demonstrate its usefulness. First, it forces the IG to complete the initial phases of the process before involving the Idea Evaluator in evaluating the concept for validity. This saves resources and time because Idea Evaluators typically tend to be senior-level managers whose time is both limited and expensive. Restructuring the process of developing ideas to move the contributions from Idea Evaluators to the latter stages of the process eliminates much of the overhead expenditures typically required for Fuzzy Front End analysis.

Second, the Idea Development Process is implemented to allow the IG to complete the first three phases of the process independently, without the cross-functional expert teams that typical Fuzzy Front End analysis requires. Those teams often consume much time, effort and funding. The Idea Development Process offsets the need for such expert teams by using a pre-determined set of questions which can be easily understood and completed by the Idea Generator.

Third, presenting the assessed concepts to the Idea Evaluator in a form directly comparable to other ideas that have been through the process reduces the time required for the Idea Evaluator to compare and contrast the concepts before making a final decision. Furthermore, collecting a number of assessed concepts provides data on the success of the concept after development and market introduction. Idea Evaluators can later use this data in evaluating similar concept assessments.

B. Idea Development Process

The Idea Development Process preferably includes four phases. The IG must complete the first three phases sequentially, Idea Qualification, Concept Development, and Concept Rating, before the Idea Evaluator participates in the Concept Assessment phase. Moreover, the IG must answer all questions in a current phase before proceeding to the next phase. Also, once the IG completes a phase and enters the next phase, the IG cannot make changes to any previous phases. The IG may, however, access previous phases to review answers.

1. Idea Qualification Phase

The purpose of the Idea Qualification phase is to pre-screen. a new product or service idea at a very high level. The Idea Qualification phase begins when an IG initiates a software program for the Idea Development Process that displays a form containing high-level questions designed to make certain that the IG has thought through a new idea's marketing, technical, human factors, and business feasibility. The following represent ten typical qualitative questions, denoted by (a), and their counterpart statements, denoted by (b), that the IG quantitatively rates.

1a. What steps have you taken to determine that this idea does not exist today within [company]?

1b. This idea does not currently exist with [company].

2a. Who would use this product/service idea? Describe the end-user for this idea.

2b. This idea meets specific end-user needs.

3a. What end-user needs would be met with this idea?

3b. End-users for this idea have been identified.

4a. What are the benefits of this idea over existing product/service alternatives to the end-user?

4b. This idea offers significant benefits over existing product service alternatives to the end-user.

5a. How would this idea improve end-user productivity?

5b. This idea would improve the productivity of the end-user.

6a. Who would provide this service/product to the end-user? Describe the service-provider for this service/product idea.

6b. Service providers for this idea have been identified.

7a. What are the benefits for service-provider in offering this product/service idea to end-users?

7b. This idea offers significant benefits over existing product/service alternatives to the service-provider.

8a. What steps have you taken to determine that this idea would succeed in the Marketplace?

8b. This idea would be readily adopted by the Marketplace.

9a. Could this product/service idea be implemented technically today? Describe how this would work.

9b. The technology required to implement this product/service exists today.

10a. Does this product/service idea align with [company]'s current product/service offerings?

10b. This idea is in alignment with [company's] current product/service offerings.

The software program presents each of the above pairs of questions in a specific order. First, the software program asks an open-ended question seeking a qualitative response (the (a) questions). Next, the program asks for a quantitative, such as a numeric, response indicating the IG's level of agreement or disagreement with a statement (the (b) statements). Forcing a qualitative response before requesting a quantitative rating ensures that the IG has thought about the question before rating it. In this way, the IG is not merely blindly rating the idea; rather, the reasoning required to answer the qualitative questions leads to a more informed rating of the associated quantitative statement.

After the IG completes the questions, the software program scores them on completeness. The program scores the questions according to a scoring algorithm and shares the results with the IG. Each quantitative-question has six possible ratings. Ratings one through five range from “strongly disagree” to “strongly agree” with a sixth “Cannot Answer” rating. The preferred scoring algorithm qualifies the idea if (a) fewer than two of the ten questions are given ratings of “6” (or “Cannot Answer”), and (b) the average numeric rating for the ten questions is greater than 65 percent. The program calculates the percentage as a straight arithmetic mean in which the ratings are numerically summed (with “Cannot Answer” or “6” ratings scored as zeros) then divided by the highest possible total score.

If the idea scores high enough, thereby qualifying it, the IG may proceed to the Concept Development phase. Otherwise, the IG may either choose to conduct additional research and re-answer the questions or discontinue the Idea Development Process.

2. Concept Development Phase

During the Concept Development phase, the IG can define and develop a new product or service idea for quantitative rating. The software program enables the IG to develop the idea by presenting additional questions, such as those in the twelve sets of questions presented below. For organizational purposes, related questions are grouped into “Templates.”

Template 1. Visioning Exercise.

Please create 2 situations/scenes which would help someone visualize where, when, and how this product/service would be used by an End User, a Service Provider, or both.

Template 2. Overall Benefits.

2A) Provide at least 3 examples of how end-users would benefit from using this product/service.

2B) Provide at least three examples of how service-providers would benefit from offering this product/service.

2C) Provide at least 3 reasons why [company] should consider developing this product/service.

Template 3. Meeting Needs.

1) Based on the concept development activities to date, please review and revise the list of end-user needs that this product/service would meet.

2) List at least 3 advantages that end-users would gain by having their needs met by this product or service.

Template 4. Concept Description.

1) List the capabilities of this product/service in the table below.

2) Once the product/service capabilities have been determined, demonstrate how each capability meets specific end-user needs. (Number each list so that related items in the two lists match).

Template 5. User Profile

Given the scene development information, describe the specific characteristics of the end-users and service-providers whose needs would be met by this product/service.

Template 6. Trend Analysis

1) List the specific end-user and service-provider trends that this product/service aligns with. Describe why you believe that the trends align with your product/service.

2) Does this product/service best fit future or current trends? Please elaborate.

Template 7. Platform/Interface.

1) Describe how this product/service would save time for the end-user.

2) Describe how the interface of this product/service could be developed to best suit the needs of the end-user.

Template 8. Human Factors.

1) Describe the hardware/software platform(s) upon which this product/service would reside.

2) Describe how the end-user will operate this product/service.

Template 9. Application to [company]

1) Describe how this product/service leverages the current telecommunications infrastructure.

2) Describe how competitors could provide this product/service without having to rely on the traditional telecommunications infrastructure

3) Describe any innovations that would have to be developed in order to offer this service

4) List any regulatory issues that could impact the introduction of this product/service to the marketplace.

Template 10. Competition.

1) List any key competitors that [company] might face in offering this product/service.

2) Provide at least three reasons why [company] could compete successfully against these competitors with this new product/service.

Template 11. Strategic Alignment.

1) Provide at least 3 reasons why this product/service would be appropriate for [company] to develop.

2) Explain how this product aligns with telecommunications industry trends and how it complements [company]'s business focus.

Template 12. Concept Summary.

1) Provide at least 3 major strengths of the proposed product/service.

2) Provide at least 3 major weaknesses of the proposed product/service.

3) Describe at least 3 major opportunities that the proposed product/service provides.

4) Describe at least 3 major threats that [company] will face in implementing the proposed product/service.

5) Name at least 3 key factors which will have to be resolved in order to facilitate the development of this, product/service.

Each Template is designed to elicit in-depth analysis of a specific issue facing a new product or service idea, such as the idea's benefits, user profile, competition, and strategic alignment. For example, Template 1 presents a visioning exercise in which the IG is asked to create two situations that would help someone visualize where, when, and how the product or service idea would be used by an end-user or service provider. Template 3 asks the IG to list end-user needs that the product or, service idea would meet and the advantages to the end-user of having their needs met.

Each Template offers reference links, discussed later, to any questions and associated responses from the Idea Qualification phase that are relevant to the questions in the Concept Development phase. After completing the questions in all the Templates, the software program enters the Concept Rating phase of the Idea Development Process.

3. Concept Rating Phase

The Concept Rating phase provides a framework for rating new product or service ideas. The software program for the Concept Rating phase presents the IG with the following sixteen Categories of statements.

Category 1. End User Needs/Trends

1. Potential end-users have a great need for this type of product/service.

2. Potential end-users are not very satisfied with the product/service they are currently using to meet their needs.

3. End-user needs have been identified through external sources, such as marketing research reports or books on trends.

4. This type of product/service fits several societal trends.

5. This product/service meets demographic trends.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 2. Potential Market

1. A market has been identified for this product/service.

2. This product/service is highly attractive for a broad, mass market (If score is 4 or 5, skip #3 and go to #4).

3. This product/service is highly attractive for a specifics niche market.

4. Demand exists today for this product type.

5. The number of end-users who want to use this product/service is growing very quickly.

What is your level of confidence in-the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 3. Concept Development

1. Solutions to any marketing, technical, human factors, and business issues are very clear at this stage.

2. This concept has been jointly refined by the customer and [company].

3. The original idea has gone through several refinements to become this stage.

4. This idea has been fully developed in all four areas (marketing, technical, human factors, and business.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 4. Competitive Analysis

1. This product/service addresses needs currently unmet by competitive product/services.

2. Users do not have many competitive solutions (direct or substitute).

3. Providers of this product/service do not compete solely on price.

4. There are few competitors in this market that could offer this product/service.

5. New product introductions by competitors are rare for this type of product/service.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 5. Technical Feasibility

1. The development of this product/service will require limited technological innovation.

2. This product/service is technically feasible.

3. The technical—aspects exactly how technical issues will be addressed—are very clear.

4. The product/service feature specifications are very clear at this time.

5. The technology required to develop this product/service is currently available.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 6. Skill Set/Resource Availability

1. [company]'s R&D skills are more than adequate to develop this product/service.

2. [company]'s Engineering skills are more than adequate for this product/service.

3. [company]'s equipment and facilities are more than adequate to develop and test this product/service.

4. [company]'s product development and tracking processes lend themselves to the development of this product/service.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 7. Synergy with [company] Development Strategy

1. There are no regulatory issues prohibiting the offering of this product/service.

2. Development of this type of product/service is typical of [company].

3. This product/service has been implemented by [company] on another platform.

4. The product/service could be implemented several different ways.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 8. Service Novelty

1. This product/service is highly innovative.

2. This product/service will be totally new to the market.

3. This product/service relies on leading-edge technology.

4. This product/service is resistant to technological obsolescence resulting from technological advances.

5. The expertise AND technology required to develop this product/service are unavailable to our competitors in this market.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 9. HF Resource Requirements

1. We have the necessary prototyping and testing equipments to develop the user interface for this product/service.

2. We have the necessary skills to develop the user interface for this product/service.

3. The time required to develop the user interface for this product/service is minimal.

4. The deadlines for developing the user interface for this product/service are determined internally to [company].

5. The information collection requirements for developing the user interface of this product/service involve a small work effort.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 10. Usability Assessment

1. Design standards and guidelines exist for developing the user interface of this product/service.

2. The steps involved in using this product/service are uncomplicated.

3. The user interface for this product/service is uncomplicated.

4. Novices can use this product/service successfully.

5. Supporting research for this product/service exists in the industry or academic literature.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 11. Productivity Enhancements

1. The product/service concept allows faster task completion.

2. The product/service concept reduces errors.

3. The product/service concept reduces training requirements.

4. The product/service concept automates some task.

5. The product/service concept increases user satisfaction.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 12. User Interface Competitive Analysis

1. The user interface is new overall.

2. The user interface is new to the telecommunications industry.

3. The user interface can be generalized to fit or link with other products services.

4. There is competitive pressure to implement this user interface.

5. The user interface can be patented.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 13. Opportunity

1. The potential market size in dollars for this product/service is very large.

2. The R&D monetary commitment is low.

3. There are few financial barriers to market entry for this product/service.

4. This product could be an early entrant into the marketplace. (If score is 4 or 5, skip #5)

5. This product provides incremental functionality to an existing product/service.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 14. Time-to-Market

1. Trained resources are available internally or externally to get this product/service to market.

2. Development time will be short (3-6 months).

3. We can out source the development of this product/service.

4. Third party developers are necessary for deployment of this product/service.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 15. Service Novelty

1. The product idea came to you from a customer, as opposed to an in-house lab or technical work (5=customer; 1=in-house).

2. This idea was-generated through a joint [company] customer program.

3. This idea was generated by a [company] person through direct contact with a customer.

4. A lead customer is sponsoring this product/service idea.

5. A customer is participating in the standardization of this idea through Bellcore or some other standards body.

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

Category 16. Strategic Alignment

1. This product/service fits a customer strategy.

2. This product/service fits with an [company] initiative.

3. This product/service is of strategic importance to [company].

4. This product/service is in alignment with telecommunication industry trends.

5. The customers for this product are familiar with [company].

6. The competitors in this market are not new to [company].

What is your level of confidence in the above set of ratings? Explain the reason(s) for your level of confidence in the above set of ratings.

The sixteen Categories are logically separated into four categories each for marketing, technical, human factors, and business disciplines. Marketing includes Categories relating to end-user needs/trends, potential market, concept development, and competitive analysis. The technical factors include feasibility, skill resource availability, synergy with company development strategy, and product or service novelty. Human factors encompasses resource requirements, usability assessment, productivity enhancements, and user interface competitive analysis. Finally, the business discipline includes Categories relating to opportunity, time-to-market, service novelty, and strategic alignment. Each Category contains from four to six rating statements.

The software program also requires the IGs to provide a Confidence level for their ratings. A rating of “0” means “Not at all confident,” and a rating of “10” means “Extremely confident.” The Idea Evaluator needs to understand how confident the IGs were in providing their quantitative input to obtain a clearer picture of a particular innovation. For example, high qualitative scores coupled with low confidence levels suggest that the IG may be overly optimistic in allocating quantitative scores to this category and that more research by an expert in this area may be required for a more robust picture of the value of the idea with regard to the category in question.

In this phase, the software program also asks the IG for a rationale in assigning a particular confidence level to the quantitative scores. For example, the IG may be highly confident because he or she is an expert in the area or because he or she did research in the area. This type of qualitative response allows the Idea Evaluator to better assess the accuracy of the numeric confidence level.

4. Concept Assessment Phase

The Concept Assessment Phase gives the Idea Evaluator the opportunity to evaluate and approve or disapprove the new product or service idea. This phase presents summary information about the IG's idea as refined through the first three phases. Moreover, the Idea Evaluator can view the qualitative responses entered by the IG at previous phases.

Once the IG has completed the Concept Rating phase, the program compiles the resulting quantitative data and creates a graphical representation of the results in the form of generic evaluation model (GEM) charts. Samples of such graphs appear in

FIG. 21

as a set of graphs that visually summarize the concept in the marketing, technical, human factors, and business disciplines captured in the Concept Rating phase. The ratings shown on these graphs are based on the ratings given by the IG in the Concept Rating phase. The Idea Evaluator may either view each of the four disciplines individually or all at once on one screen. The Idea Evaluator may also click on any of the axes in a graph to view the original ratings provided in the Concept Rating phase.

Developed by O'Driscoll et al. (1993), the generic evaluation model uses kite plots to display quantitative data to facilitate its interpretation. In this case, the quantitative data is displayed in four GEM charts (marketing 2101, technology 2102, human-factors 2103, and business 2104). Each GEM chart has, in turn, one category represented on one axis. For example, the marketing 2101 chart contains four axes corresponding to end-user needs/trends, potential market, concept development, and competitive analysis.

Meritorious ideas are represented by high ratings which, by the scoring algorithms discussed below, translate into increased distances between the origin and the points on the axes. Therefore, larger diamonds indicate stronger ideas in the discipline represented by the graph. An ideal idea would have relatively large diamond-shaped graphs in all four disciplines—marketing, business, technical, and human factors, as FIG.

1

(

a

) shows. This graphical representation allows one to quickly scan these charts and verify by the shape of the diamond that all the scores from each category appear to be the same.

Such ideal outcomes, however, seldom arise. Consequently, Idea Evaluators must decide on less well developed and ideal ideas. For example, FIG.

1

(

b

) shows graphs presenting a murkier picture. Taking the axes to correspond to those in

FIG. 21

, the graphs show a stable Business outlook, by virtue of the diamond shape, but a less appealing picture in the other areas. For example, Marketing appears weak in three areas, end-user needs/trends, concept development, and competitive analysis. Technology seems weak in one area, synergy with company development strategy, and Human Factors looks weak in two areas, usability assessment and productivity enhancement.

After examining the results, the Idea Evaluator can decide whether to order additional analysis before deciding whether to approve the new product or service idea. If the Idea Evaluator requires further analysis, the new product or service idea returns to the IG for further research. Otherwise, the Idea Evaluator decides whether to approve the idea based on available data. If approved, the idea may also be flagged for more comprehensive analysis. If the idea is not approved, the idea is stored and the Idea Development Process ends.

The scoring algorithm is tailored for two different types of statistical scores to mirror the two different types of decision making: conservative and non-conservative. The conservative score. uses the standard “street distance” statistical equation to total the quantitative scores as follows:

ΣΣW

ij

X

ij

, (1)

where W

ij

represents a weight that can be assigned to a category that may be of particular importance to a Idea Evaluator, and X

ij

represents the quantitative score assigned to a Category in the Concept Rating phase. The index i ranges from 1 to 4, representing each of the four GEM charts (marketing, business, human-factors, and technology). The index j also ranges from 1 to 4, representing each of the four categories assigned to each GEM chart. In the preferred embodiment, all categories are weighted equally.

This type of score rewards extremes in axis scores equally with averages and thus provides a more conservative scoring mechanism that favors diamond-shaped plots. Conservative managers who prefer to begin with a solid base in all dimensions and who like to work steadily towards improvement, thus growing the diamond, may favor this type of scoring.

Less conservative managers, on the other hand might, consider taking an educated risk on a non-diamond-shaped output, especially if they believe that they may have some control over improving the current low score on the GEM chart. Such managers might prefer a “Euclidian distance” statistical equation to total the quantitative scores as follows:

{square root over ( )}[ΣΣ(WijXij)

2

]. (2)

Preferably, both scores are provided for each idea above the GEM diagram for the idea. The average confidence level (out of 100%) is also provided to demonstrate the IG's confidence level with their quantitative responses in the Concept Rating phase. This average is computed as a straight numeric mean of the confidence levels entered in the Concept Rating phase, then expressed as a percentage.

Once Idea Evaluators become familiar with the concept of the Generic Evaluation Model, they may wish to know why a particular category scored low, specifically which questions scored low in the set of questions that define that category. The preferred embodiment allows the Idea Evaluator to access this information. The software program allows Idea Evaluators to find out which questions scored low in any of the categories they wish to explore. In fact, all of the data that the IG input into the system can be accessed by the Idea Evaluator. This allows for speedier decision making because the Idea Evaluator can herself explore the weaknesses in particular categories and determine, for example, that low scores actually represent the IG's lack of knowledge in that discipline.

In the Concept Assessment Phase, as well as in the Concept Development and Concept Rating phases, the program preferably provides the IG with hyperlinks back to any questions previously answered in the Idea Development Process that pertain to a current topic. Innovation activities are rarely considered full time jobs, so IGs will likely be working on their ideas sporadically. Providing hyperlinks to previous cues allows the IG to build on the idea continuously.

C. Implementation

1. System configuration

FIG. 2

is a diagram of a system that can be used to carry out the Idea Development Process. Monitor

20

provides the principal display interface with the IG, and keyboard

21

and mouse

22

allow the IG to provide inputs to system a processing unit

23

. Processing unit

23

also includes a CPU

24

and memory

25

containing programs and data. In the preferred embodiment, processing unit

23

is connected to a network

26

of other computers, and information collected about ideas is centrally stored in a database

27

(Idea Catalog).

The Idea Development Process can be implemented in software as a Supercard project running on a Macintosh. The Supercard project consists of a number of windows, each window consisting of a number of cards. The major windows and cards and their functions are listed in Appendix A. The major global variables and their definitions can be found in Appendix B.

FIG. 3

is a flowchart showing the preferred steps to implement this invention. After the program is started (step

300

), the software asks whether the idea is new or existing (step;

305

). If the idea exists, the system first loads the idea from the Idea Catalog (step

310

) and places the IG in the phase last worked on (step

315

). If the idea is new, the program presents the IG with a general information page (step

320

), shown in

FIG. 4

, before proceeding with the Idea Qualification phase (step

325

) and subsequent phases, as discussed below.

The first page displayed by the software program for each of the four phases is called a “Home Page.”

FIG. 5

shows the Home Page

500

for the Idea Qualification phase. The ten questions

505

forming the core of this phase are presented to the IG along with progress indicators

510

which indicate the degree to which each of the questions has been completed. As indicated by the progress key

515

, each question has either not been started, is in progress, or has been completed. The buttons

520

at the bottom of the screen allow the IG to quit the program, save the work completed on the idea, print the idea, return to the general information page (FIG.

4

), proceed with answering the first question, or obtain a summary of questions and answers provided to that point. A sample summary page is shown in FIG.

6

. Note that the questions are listed from lowest rating to highest rating, indicating to the IG which questions need more attention.

Returning to the Idea Qualification phase Home Page, the Help Line

525

provides information on how to use the program. Located near the bottom of every page, the Help Line

525

displays a brief description of the object (e.g., a button) on which the IG's mouse arrow is positioned. For example, in FIG. E, the mouse arrow is on the “Print” button, and the Help Line

525

provides a description of that button's function.

In the upper left corner of screen

500

, the Go To Phase box

530

lists the four phases of the Idea Development Process and highlights the phase that the IG is currently viewing. If the IG had completed questions

505

of the first phase, the IG could proceed to other phases by clicking on the appropriate buttons.

A Help box

535

located in the upper right corner of every screen provides access to several levels of help. Clicking on Guide button

540

takes the IG to a help page, an example of which is shown in FIG.

7

. The Guide assists the IG in navigating through the various phases of the Idea Development Process. The Guide reminds the IGs where they are in the overall Idea Development Process

705

and assists them in moving through this process as expediently as possible by providing information introducing the IG to the Idea Development Process

710

.

Clicking on Advisor button

545

in Help box

535

takes the IG to a separate help page, FIG.

8

. The Advisor provides IGs with context specific information to assist them in performing the task or activity required by the Idea Development Process. For the inexperienced IG, the Advisor could provide a list of suggested periodicals or market research reports related to a specific question that they are having trouble with. The Advisor could also provide information on the various questions, statements, or terminology used by the program.

The IG may proceed to answer any of the ten questions

505

in the Idea Qualification phase by clicking on them.

FIG. 9

shows the page

900

(step

370

in

FIG. 3

) for question

1

, including a box

950

for a qualitative answer to the question and an area

955

for quantitatively rating the answer. The buttons

920

on the bottom of the screen allow the IG to quit the program, return to the Idea Qualification Home Page

500

, move between questions, or obtain a summary of questions that have already been answered as shown in FIG.

6

.

Clicking on Guide help button

940

, in Help box

935

takes the IG to the help screen shown in FIG.

7

. Clicking on Advisor button,

945

in box

935

takes the IG to the help screen shown in

FIG. 10

where the program provides information about the particular question.

Proceeding from one phase to the next is permitted once all questions in a particular phase have been completed. Accessing the next phase is accomplished using the button located near the bottom left of the Home Page. As shown in

FIG. 5

, button

560

is labeled with the appropriate phase number.

The preferred Home Page for the Concept Development page (step

330

of

FIG. 3

) is shown in FIG.

11

. Home Page

1100

shows the twelve Templates

1105

and their associated progress indicators

1110

. The buttons

1120

at the bottom of the screen

1100

allow the IG to quit the program, save and print the idea information, or proceed with responding to the first Template. Clicking on Guide button

1140

in Help box

1135

takes the IG to the help screen shown in FIG.

12

. Clicking on Advisor button

1145

takes the IG to a help screen of the same basic format as the one shown in FIG.

8

. Navigation through the phases is provided in the upper left corner by the Go To Phases box

1130

. The IG may enter the Template pages by clicking on any one of the twelve Templates

1105

.

FIG. 13

shows a screen

1300

(step

375

in

FIG. 3

) associated with Template

2

, question

1

. The buttons

1320

at the bottom of the screen allow the IG to quit the program, return to the Concept Development phase Home Page

1100

, and move between Templates and pages within Templates. Screen

1300

includes a Questions section

1305

for providing qualitative answers, and a Reference section

1310

providing hyperlinks back to related questions from the Idea Qualification phase. Clicking on Guide button

1340

in Help box

1335

takes the IG to the help screen shown in FIG.

12

. Clicking on Advisor button

1345

takes the IG to the help screen shown in FIG.

14

.

FIG. 15

shows the preferred Home Page

1500

for the Concept Rating phase (step

335

of

FIG. 3

) of the Idea Development Process. The sixteen Categories of questions are divided into four subsets: Marketing Analysis

1502

, Human Factors Assessment

1503

, Technical Assessment

1504

, and Business Assessment

1505

. Each listed Category has an associated progress indicator

1510

. The buttons

1520

at the bottom of the screen allow the IG to quit the program, save or print the idea information, or proceed with answering the questions in the first Category. The Go To Phases box

1530

in the upper left portion of the screen

1500

allows the IG to move between phases. Clicking on Guide button

1540

in Help box

1535

takes the IG to the help screen shown in

FIG. 16

, while clicking on Advisor button

1545

takes the IG to a help screen having the same basic format as the one shown in FIG.

8

.

The IG may answer the questions in the Categories by clicking on a particular Category in page

1500

. Selecting Category

1

, for example, brings up the screen

1700

(step

380

in FIG.

3

). The screen

1700

has an area

1750

in which the IG selects a level of agreement with a particular statement, an area

1755

for entering a confidence level in the ratings, and an area

1760

for entering, a qualitative explanation of the given confidence level.

Buttons

1720

at the bottom of the screen allow the IG to quit the program, return to the Concept Rating phase Home Page

1500

, and move between Categories. Clicking on Guide button

1740

in Help box

1735

takes the IG to the help screen shown in FIG.

16

. Clicking on Advisor button

1745

takes the IG to the help screen shown in FIG.

18

.

When the IG has completed the Idea Qualification, Concept Development, and Concept Rating phases, the IG's role is complete, so the IG quits the program (step

345

in

FIG. 3

) and saves the idea into an idea catalog (steps

350

and

355

). When the Idea Evaluator starts a program session (step

305

) and chooses an idea (step

310

), the program loads the selected idea from the Idea Catalog (step

315

) and proceeds with the Concept Assessment phase (step

340

).

The Concept Assessment phase Home Page

1900

in FIG. K provides access to summary information

1905

concerning the idea and access to GEM charts

1910

generated from the ratings given by the IG in the Concept Rating phase. Buttons

1920

at the bottom of the screen allow the Idea Evaluator to quit the program and save or print the idea information. Buttons in the Go To Phase box

1930

allow the Idea Evaluator to move between the phases of the Idea Development Process. Clicking on Guide button

1940

in Help box

1935

takes the Idea Evaluator to the help screen shown in FIG.

20

. Clicking on Advisor button

1945

takes the Idea

Evaluator to a help screen having the same basic format as the one shown in FIG.

8

.

The Idea Evaluator may view the GEM charts (step

385

in

FIG. 3

) by clicking on the Graphs for All Assessments button

1911

.

FIG. 21

shows a typical chart page

2100

with an area

2105

for providing a Conservative Summary Score, a High Return Score, and an Overall Rating Confidence expressed as percentages. The central part of screen

2100

shows the four GEM charts

2110

with the associated four Categories listed under each. From the GEM Chart screen

2100

, clicking on Guide button

2140

in Help Box

2135

takes the Idea Evaluator to the help screen shown in FIG.

20

. Clicking on Advisor button

2145

takes the Idea Evaluator to the separate help screen shown in FIG.

22

.

Returning to

FIG. 3

, when the IG or Idea Evaluator wishes to exit, the program asks if the IG or Idea Evaluator is done (step

345

), asks for an idea name (step

350

), and saves the idea in the Idea Catalog (step

355

) before quitting (step

360

). If the IG or Idea Evaluator indicates that they are not done, the program returns them to the phase they were working on (step

365

).

CONCLUSION

The Idea Development Process aids IGs in developing new product or service ideas into robust concepts, asking a series of qualitative questions that force the Idea Generator to further consider and research the idea, followed by a series of quantitative questions that give the Idea Generator the opportunity to rate the idea. Only when these ratings are complete does the Idea Evaluator become involved. Whereas in the past, a multi-functional team was required to fully develop an idea, the Idea Development Process allows one individual to transform his or her new product or service idea into a form suitable for evaluation.

It will be apparent to those skilled in the art that various modifications and variations can be made in the methods and apparatus of this invention without departing from the scope or spirit of, the invention. For example, the Idea Catalog can act as a central repository for all new ideas within a company allowing many individuals to contribute to the idea development process, or providing an overall picture of the company's new idea efforts. Also, the process can use different questions tailored to the needs of a particular enterprise. Other embodiments of the invention will be apparent to those skilled in the art from consideration of the specification and practice of the invention.

The specification and examples should be considered as exemplary. The true scope and spirit of the invention are determined by the following claims.

APPENDIX A

SC Window names:

—

Window Function:

—

SC Card names:

Card Function:

Hidden Window

Supercard requires that at least 1 window be open at all time

—

hidden card

Supercard requires all windows to have at least 1 card

New Idea Phase

Contains all cards for Phase

—

Splash Screen

Presents opening graphic screen

Password

Asks user if they have a password

OpenOrNew

Asks user to OPEN idea or start NEW idea

IG info

Collects information about Idea Submitter

IG info1

Collects information about Idea Originator

IG info2

Collects overview information about the idea

PF.main

Home Page for Phase 1 Questions; central navigation point

PF.Q1-PF.Q10

1 Question & related rating statement per card (10 total)

ViewResponses

Presents text summary of questions, responses and ratings

Development Phase

Contains all cards for Phase 2

—

CD.main

Home Page for Phase 2 Exercise (Templates)

CD.T1, CD.T1b, CD.T1c

Cards for Template 1 exercise

CD.T2, CD.T2b

Cards for Template 2 exercise

CD.T3, CD.T3b

Cards for Template 3 exercise

CD.T4

Cards for Template 4 exercise

CD.T5

Cards for Template 5 exercise

CD.T6, CD.T6b

Cards for Template 6 exercise

CD.T7, CD.T7b

Cards for Template 7 exercise

CD.T8, CD.T8b

Cards for Template 8 exercise

CD.T9, CD.T9b

Cards for Template 9 exercise

CD.T10, CD.T10b

Cards for Template 10 exercise

CD.T11, CD.T11b

Cards for Template 11 exercise

CD.T12, CD.T12b, CD.T12c

Cards for Template 12 exercise

Rating Phase

Contains all cards for Phase 3

—

CR.main

Home Page for Phase 3 Rating Exercises

CR.arm5-CR.arm8

Cards for ratings in 4 sub-areas of Market Assessment major area

CR.arm9-CR.arm12

Cards for ratings in 4 sub-areas of Human Factors Assessment

CR.arm13-CR.arm16

Cards for ratings in 4 sub-areas of Business Assessment major area

Evaluation Phase

Contains all cards for Phase 4

—

IE info

Collects information about idea Evaluator (Decision Maker)

CE.main

Home Page for Phase 4 navigation

CE.1

Presents graphical display for Marketing area ratings

CE.2

Presents graphical display for Technical area ratings

CE.3

Presents graphical display for Human Factors area ratings

CE.4

Presents graphical display for Business area ratings

CE.5

Presents combined graphical display for all ratings areas

CE.main2

Provides text field for Idea Evaluator comments

Data

Stores Phase 1 data for various operations

PF.data

Holds Phase 1 data and responses for creating summary page and

calculating phase 1 idea “filter score”

TextFields

Stores text for all questions and rating statements

—

10Questions

Stores 10 Phase 1 questions

10Ratings

Stores 10 Phase 1 rating statements

CDquestions

Stores all Phase 2 Template questions and directions

MRatings

Stores rating statements for Marketing Assessment area

TRatings

Stores rating statements for Technical Assessment area

HFRatings

Stores rating statements for Human Factors Assessment area

BRatings

Stores rating statements for Business Assessment area

HelpText

Stores all text for on-line Help system (Guide/Advisor/Mentor)

—

Phase1.Guide, Phase2.Guide,

Stores Guide information text for Phases 1-4

Phase3.Guide, Phase4.Guide

Phase1.Advisor,

Stores Advisor information text for Phases 1-4

Phase2.Advisor,

Phase3.Advisor,

Phase4.Advisor

Phase1.Mentor,

Stores Mentor information text for Phases 1-4

Phase2.Mentor,

Phase3.Mentor,

Phase4.Mentor

Idea Summary

Presents Idea Submitter, Originator, & Evaluator Information

—

Idea Summary

Summary of Idea Submitter, Originator, & Evaluator info

Idea Summary2

Additional Idea information if available

Mentor

Window for presenting Mentor information

—

GD1

Card to present Mentor information

GD2

2nd version of Mentor information card for certain contexts

Advisor

Window for presenting Advisor information

—

AD1

Card to present Advisor information

AD2

2nd version to Advisor information card for certain contexts

Q1

Presents Advisor information about rating 1 (if applicable)

Q2

Presents Advisor information about rating 2 (if applicable)

Q3

Presents Advisor information about rating 3 (if applicable)

Q4

Presents Advisor information about rating 4 (if applicable)

Q5

Presents Advisor information about rating 5 (if applicable)

Q6

Presents Advisor information about rating 6 (if applicable)

Mentor

Window for presenting Mentor information

—

MN1

Card to present Mentor information

Untitled

Non-functional empty Window, used only for development

—

Tool Palette

Non-functional, eventually will enable graphics creation

—

Paint

Paint tools menu; currently non-functional

Draw

Draw tools menu; currently non-functional

APPENDIX B

Variable names:

Variable functions:

UserLocation

Holds the current or most recent location of the user in the VM

nodate

Indicates whether or not the data saving routines should be executed

(values = Yes and No)

dataset

Holds all idea information when writing to/reading from the Idea Catalog

guideset

Holds non-idea information when writing to/reading from the Idea Catalog

value 1-value 10

Values for 10 Phase 1 Ratings

Qbegin, CDbegin, CRbegin,

Holds the data on which phases 1, 2, 3, and 4 were begun, respectively

CEbegin

Qend, CDend, CRend, CEend

Holds the date on which phases 1, 2, 3, and 4 were completed, respectively

Qstatus, CDstatus, CRstatus,

Holds the current completion status of phases 1, 2, 3, and 4, respectively

CEstatus

(values = New, In Progress, and Completed)

Qscore

Holds the average value of the 10 phase 1 ratings

w11, w12, w13, w14

Importance weightings pre-assigned to the 4 sub-areas in the

Market Assessment Area

w21, w22, w23, w24

Importance weightings pre-assigned to the 4 sub-areas in the

Technical Assessment Area

w31, w32, w33, w34

Importance weightings pre-assigned to the 4 sub-areas in the

Human Factors Assessment Area

w41, w42, w43, w44

Importance weightings pre-assigned to the 4 sub-areas in the

Business Assessment Area

asw1, asw2, asw3, asw4

Sum of 4 sub-area importance weightings for each of the 4 major

Assessment Areas

s11, s12, s13, s14

Average rating for the statements in each of the 4 sub-areas

in the Market Assessment Area (Phase 3)

s21, s22, s23, s24

Average rating for the statements in each of the 4 sub-areas

in the Technical Assessment Area (Phase 3)

s31, s32, s33, s34

Average rating for the statements in each of the 4 sub-areas

in the Human Factors Assessment Area (Phase 3)

s41, s42, s43, s44

Average rating for the statements in each of the 4 sub-areas

in the Business Assessment Area (Phase 3)

Number	Name	Date	Kind
4004354	Yamaguchi	Jan 1977	A
4595982	Burt	Jun 1986	A
4648062	Johnson et al.	Mar 1987	A
4697242	Holland et al.	Sep 1987	A
4905080	Watanabe et al.	Feb 1990	A
4926255	Von Kohorn	May 1990	A
4984152	Muller	Jan 1991	A
5155806	Hoeber et al.	Oct 1992	A
5157768	Hoeber et al.	Oct 1992	A
5287448	Nicol et al.	Feb 1994	A
5434963	Kuwamoto et al.	Jul 1995	A
5434965	Matheny et al.	Jul 1995	A
5537618	Boulton et al.	Jul 1996	A
5546521	Martinez	Aug 1996	A
5566291	Boulton et al.	Oct 1996	A
5615134	Newsham et al.	Mar 1997	A
5621430	Bricklin	Apr 1997	A
5701400	Amado	Dec 1997	A
5704029	Wright, Jr.	Dec 1997	A
5715415	Dazey et al.	Feb 1998	A
5754176	Crawford	May 1998	A

Method and apparatus for idea development and evaluation

Information

Patent Number

Date Filed

Date Issued

Inventors

Original Assignees

Examiners

Agents

CPC

US Classifications

Field of Search

US

International Classifications

Abstract

Description

Claims

US Referenced Citations (21)

Non-Patent Literature Citations (2)

Entry
Gery, Gloria, “Customer Services (Accounts)—American Express”, Electronic Performance Support Systems, 1991.
Gery, Gloria, “Software Development—IBM Corporation”, Electronic Performance Support Systems, 1991.