The purpose of planning is to iteratively arrive at an optimized answer to the ultimate new product development question of what should be built. That is, what capabilities should the product exhibit, in what timeframe, and with which and how many resources? Unfortunately, the traditional ways in which we plan projects often let us down. In answering the combined scope/schedule/resources question for a new product, our traditional planning processes do not always lead to very satisfactory answers and products. As support of this, consider that nearly two-thirds of projects significantly overrun their cost estimates (Lederer 1992), 64% of the features included in products are rarely or never used (Standish 2002) and the average project exceeds its schedule by 100% (Standish 2001). Most causes are as follows; 1. Planning by activity, rather than feature. 2. Multitasking more than one can handle. 3. Features, not by priority. 4. Ignoring uncertainty. 5. Estimates turn into commitments....