Project Management for Product Development

2015 ◽  
pp. 231-245
Author(s):  
Marco Cantamessa ◽  
Francesca Montagna
Keyword(s):  
Project Management ◽  
Product Development

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

scholarly journals Levantamento bibliométrico sobre o desenvolvimento de produtos inovadores e sustentáveis

Exacta ◽  
2020 ◽  
Vol 18 (2) ◽  
pp. 387-400
Author(s):  
Heloísa Pereira Burin ◽  
Caroline Butzge ◽  
Milena Fontoura Da Silva ◽  
Jorge André Ribas Moraes ◽  
Daniel Augusto Hoppe
Keyword(s):  
Project Management ◽  
Product Development ◽  
Innovation Project

A pesquisa teve como objetivo apurar o estado da arte no quesito inovação e sustentabilidade em projetos de produtos. Portanto, identificou-se os artigos publicados na base de dados Scopus (Elsevier) e fez-se um estudo bibliométrico sobre o tema planejamento e desenvolvimento de produtos sustentáveis. Trata-se de uma pesquisa exploratória, cujo período analisado foi de 2007 a 2017. Foram encontrados 147 artigos publicados abordando os termos innovation, project management, product development e sustainability. Através de uma análise quantitativa dos resultados, verificou-se um aumento gradativo de publicações a partir de 2012. Em relação aos países de origem dessas publicações, o Brasil encontra-se em 4º lugar, o que evidencia sua preocupação em relação ao desenvolvimento de produtos de cunho sustentável. Utilizou-se também o software VOSviewer para identificação das palavras-chave com maior ocorrência e os autores que mais publicam em relação ao conjunto de termos.

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

5. Lean, heavy, and disruptive projects

2017 ◽  
pp. 83-102
Author(s):  
Andrew Davies
Keyword(s):  
Project Management ◽  
Product Development ◽  
Portfolio Management ◽  
Digital Technology ◽  
Life Cycles ◽  
Management Styles ◽  
Lean Product Development ◽  
The Past ◽  
Development Approach ◽  
Manage Innovation

‘Lean, heavy, and disruptive projects’ considers how project management was transformed in the 1980s and 1990s to manage innovation in increasingly competitive global markets. The ‘lean’ product development approach was created by Honda and Toyota to develop a wider range of products faster and with fewer errors than their Western car manufacturer counterparts. Over the past two decades, lean development has spread to many industries experiencing rapid product obsolescence and shorter product life cycles. It has also been supported by the rise in digital technology. Different project management styles for different types of projects are discussed, including those for breakthrough innovations, as well as portfolio management and project team structures.

Crossing the Valley of Death: Managing the When, What, and How of Innovative Development Projects

2019 ◽  
Vol 50 (4) ◽  
pp. 447-459 ◽  
Author(s):  
Christophe Midler
Keyword(s):  
Project Management ◽  
Product Development ◽  
Management Practices ◽  
Low Cost ◽  
Innovation Process ◽  
Development Projects ◽  
Development Phase ◽  
Specific Content ◽  
Global Innovation ◽  
Valley Of Death

The last few decades have seen a profound transformation of innovation project management within automobile firms. During the 1990s, the product development phase was revolutionized by the deployment of heavyweight project management, project portfolio processes, and platform strategies. The 2000s saw the forces of change move upstream in the innovation process, with the development of new methodologies intended to develop and orient creativity, as well as new upfront units acting as innovation labs. However, many upfront creative endeavors still encounter an innovation valley of death when they move into the rigid and risk-averse development phase. Thus, the frontier of innovative project organization seems to be the ongoing quest to reconcile the emergence of breakthrough innovations in the upfront phase with the more rationalized nature of development phases. Based on a case study of a disruptive low-cost car, this article analyzes how the product development phase can support innovative exploration to overcome the challenge of achieving a major cost breakthrough. We analyze the specific content of the project’s innovations ( fractal innovation) and the management practices and organizations used to implement them. We characterize how such innovative product development can contribute to a new economy of innovative effort within the global innovation funnel of the firm. We compare this global innovation process, where development projects play a major role as a locus for organizational learning, to the customary one in automotive firms, where learning happens essentially in front-end marketing and engineering departments.

Sign in / Sign up

Export Citation Format

Share Document