Comparing product development processes and managing risk

Unger, Darian; Eppinger, Steven D.

doi:10.1504/ijpd.2009.025253

Cited by 50 publications

(39 citation statements)

References 20 publications

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“…First, iteration is not synonymous with rework [13]. Instead, well-managed design iterations can actually prevent rework and potentially reduce schedule and cost project risks.…”

Section: Improving Product Development Performancementioning

confidence: 99%

Improving Product Development Performance Through Iteration Front-Loading

León

Farris

Letens³

2013

IEEE Trans. Eng. Manage.

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Iteration is a central issue in the management of product development (PD) projects. Iteration is often recognized as a major cause of increased PD lead time and cost, a key driver of schedule risk, and a primary source of uncertainties in the commitment of resources. However, iteration, when planned and managed effectively, can also be used to overcome the uncertainties inherent in interdependent development activities, and to thereby improve and accelerate PD projects. In this paper, we present a methodology that engineering managers can use to identify process architectures which may provide more effectively structured iterations. The methodology determines the suggested process architecture by first eliminating any unbeneficial iterative loops, if they exist, through the application of existing design structure matrix methods, and, then, by front-loading iterations in organizing the other loops through the application of a group formation algorithm. To evaluate the effectiveness of our proposed method, we compare its performance with that of other partitioning and sequencing algorithms also concerned with the ordering of activities within iterative blocks, and also evaluate its performance when used in conjunction with these other algorithms. Specifically, we apply these methods to four examples and use simulation modeling to evaluate the performance of the process architectures suggested by the different methods. Based on the four initial examples, it does appear that our methodology has significant potential to improve the management of PD projects with uncertain iterations by supporting systematic loop pattern explorations and front-loading. Study limitations and areas for future research are also discussed.Index Terms-Design structure matrix (DSM), front-loading, iteration management, process architecture, product development (PD), project performance, simulation.

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“…First, iteration is not synonymous with rework [13]. Instead, well-managed design iterations can actually prevent rework and potentially reduce schedule and cost project risks.…”

Section: Improving Product Development Performancementioning

confidence: 99%

Improving Product Development Performance Through Iteration Front-Loading

León

Farris

Letens³

2013

IEEE Trans. Eng. Manage.

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“…Based on the results of the  The basis of this model is the generic ADDIEmodel [22] as shown in Fig. 1, except that it has not been applied sequentially but concurrently [32]- [34]. 1999-2010 Tuning Program on Business and Management Education [3], it aims to improvethe students' skills in the following areas:Languages (EN / FR), communication, learn to learn, mastering ICT,the ability to provide new ideas, as well as analyzes and synthesize the basis of a scientific research necessary to pursue aPhD.…”

Section: B Innoveng Course 1) Designmentioning

confidence: 99%

A New Course on Management Education Introduced by a New Instructional Design Model

Mehddeb¹

2015

IJIET

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“…Direct contributions from disciplines whose processes are involved in shaping the final product: marketing, design and manufacturing [29]. These processes can be divided according to uncertainties and risks they create in an organization [30] and especially in a project [31]: The process standards are most strongly associated with the operation of own organization, routine process are mainly in the project management processes and non-routine activities are directly related to the design of a product. This categorization ( Figure 2) is not settled.…”

Section: Project Vs Organization?mentioning

confidence: 99%

Using of the Concepts of Roles and Context in a Project Management/PLM Solution: The Real Case Study of LASCOM

Baczkowski

Robin

Rose

2012

Volume 3: Advanced Composite Materials and Processing; Robotics; Information Management and PLM; Design Engineering

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The software tools for PLM and project management are often built around several classical concepts: Processes, Activities, Phases, Artefacts, Workflows, Resources and Relationships. This approach does not really consider the team concept and the particular dynamics of the project management. This leads to a paradox with PLM and project management software tools. They tend to reduce risk and improve performance by structuring, streamlining, automating and scheduling projects without considering projects are not well-structured and have their own dynamic. The negation of project management mode increases the risks of project failures, adds stress to team members and requires the addition of complex mechanisms of collaboration and delegation. PLM Software sometimes becomes a limitation for project management. Our partner, LASCOM, a French PLM software developer, decided to make evolve its solutions to provide customers more efficient PLM solutions. LASCOM initiated a reflection around new concepts for enrich its existing models and tools since few years. The company particularly has an interest on the practical use of the concepts of roles and contexts. This paper deals with the addition of these concepts in the models used by LASCOM. This addition is intended to partially solve the problems posed by the generalization of work by project in organizations.

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Comparing product development processes and managing risk

Cited by 50 publications

References 20 publications

Improving Product Development Performance Through Iteration Front-Loading

Improving Product Development Performance Through Iteration Front-Loading

A New Course on Management Education Introduced by a New Instructional Design Model

Using of the Concepts of Roles and Context in a Project Management/PLM Solution: The Real Case Study of LASCOM

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