Sources and assessment of complexity in NPD projects

Kim, Jong-Bae; Wilemon, David

doi:10.1111/1467-9310.00278

Cited by 139 publications

(102 citation statements)

References 46 publications

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“…The internal group contains the risks related to difficulties from features of the project itself and project management. The typical feature of the group is the project complexity caused by task, forecasting, communication, and teamwork that influences project speed and performance (Kim & Wilemon, 2003). The difficulties of project management come from technical risks in the areas of design, test, production, facilities, and management, as other examples of internal risk.…”

Section: Related Workmentioning

confidence: 99%

Profitability Prediction Model for NPD Projects Under Risk

Hwang¹,

Choi²

2017

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Only a few successful new product development (NPD) projects are continuously supported by the firm when they are expected to assure profitability in the market. The profitability of a project is measured as profit ratio (PR), the profit is divided by the cost. The profit figure is changed depending on either internal risks or uncertainties occurring externally. More risks require higher response costs to them and uncontrollable uncertainties affect NPD projects either positively or negatively. In this study, a PR model is developed to predict the profitability of a project at a given time. The model minimizes the response cost computed under two extreme response strategies, such as "Avoid" and "Acceptance" for the internal threats. Also, the model reflects the sales volume changes due to external uncertainties. The linear programming (LP) method determines the optimal probability of the response strategy under three scenarios of defining the relationship between risk avoidance and risk acceptance. It can be utilized to make a GO/NOGO decision on the project based on the prediction results at any gate of the NPD process.The solving procedure is provided to apply the developed model for real cases.

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Section: Related Workmentioning

confidence: 99%

Profitability Prediction Model for NPD Projects Under Risk

Hwang¹,

Choi²

2017

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“…Such kind of a tool is useful in identifying and assessing a set of variables or elements that support inferences on how the organization is (compared to an ideal status or model) and also nurture managerial decisions on how it should be. For instance, Kim and Wilemon (2003) and Barczak and Kahn (2012) propose similar tools for organizational assessment in product development field.…”

Section: Innovation Diagnosticsmentioning

confidence: 99%

Innovation Management: Lessons Learned From Innovation Diagnostic Tools

Bagno¹,

Leiva²,

Oliveira³

2016

Product (São Carlos, Online)

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Innovation management has been considered a basic element for sustainable growth in the long term for organizations. However, the implementation of initiatives that may lead an organization to be more innovative requires deeper investigation on the gaps that separate the current status of a particular organization from the "desired" organization. In this sense, applying a diagnostic tool is a useful way to identify these gaps and to define an action plan for the change process. Therefore, choosing an appropriate diagnostic tool is a very important decision and a company should take in consideration its very specificities and the strategic intent of the innovation management initiatives before performing a diagnosis. Many management models and, in the case of this study, innovation management models, offer a diagnostic tool as a practical way to a company to check its level of alignment with the model proposed. However, innovation management models do not constitute a cohesive and consolidated body of knowledge: each one carries its own subjective assumptions and biases. This research takes several innovation diagnostic tools and, from their analysis, key elements for innovation management in organizations and recommendations for defining adequate diagnostic tools emerge.

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“…In other words, do dominant firms deliberately create barriers of entry, and thus competitive advantages for themselves, by using alternative work arrangements opportunistically? Or do complex contract requirements merely reflect the intraorganizational complexity suggested by Kim and Wilemon (2003) in a new product development.…”

Section: Research Limitations and Directionsmentioning

confidence: 99%