scholarly journals Performance evaluation of automotive product development team members based on a PLM system: A case study of M Automotive Products Company

PLoS ONE ◽  
2021 ◽  
Vol 16 (8) ◽  
pp. e0255300
Author(s):  
Debao Dai ◽  
Shihao Wang ◽  
Yinxia Ma
Keyword(s):  
Product Development ◽  
Performance Management ◽  
Performance Appraisal ◽  
Development Project ◽  
Project Team ◽  
Team Members ◽  
Product Development Project ◽  
Traditional Performance ◽  
Plm System ◽  
Performance Ranking

Based on product lifecycle management (PLM) theory and social comparison theory, this paper constructs a performance ranking model of automobile product development project team members, uses an active server provider (ASP) to develop the system, realizes the online operation and real-time analysis of the performance management system, and solves the problems of the low efficiency, low morale and unfair assessment of product development team members caused by traditional performance assessment. The performance management platform for the team members of the automotive product development project uses a PLM system to realize a systematic and standardized list of project functions and provide a performance appraisal management system that can be evaluated and fairly compared for project team members. Based on the performance appraisal practice of automotive product development project team members of M Automotive Products Company, this study verified the feasibility of the ranking model’s transformation to work habits based on the predetermined and result data of the mission completion rate, the punctuality rate and the degree of improvement of the management level of product development project team. Through the tracking of the team performance ranking function, it is found that the model can solve the problems of untimely assessment and insufficient incentives in the current traditional performance appraisal, enhance the overall enthusiasm of the team, and give full play to the subjective initiative of the team.

The Superweight Project Team and Manager

1998 ◽  
Vol 02 (03) ◽  
pp. 309-338 ◽  
Author(s):  
Christer Karlsson ◽  
Rajesh Nellore
Keyword(s):  
Resource Allocation ◽  
Product Development ◽  
Development Project ◽  
Project Team ◽  
Development Projects ◽  
Organisational Structure ◽  
Strategic Control ◽  
Product Development Project ◽  
A Company

This paper presents a model for managing product development projects in which new strategic platforms that are of paramount importance to a company are developed. The model incorporales a superweight manager who manages a "live or die" strategic programme across different projects. From this study, an additional model emerges besides the four generic types of product development, project organisations and leadership presented by Clark and Wheelwright (1993a). The analysis was conducted by screening data into five categories, namely, strategic control of the project, resource allocation, organisational structure, targets and leadership. The data were collected through interviews and validated by triangulation and internal seminars.

Trust and Places - Case Interorganizational Product Development Project

2017 ◽  
Author(s):  
Suvi Nenonen ◽  
Minna Andersson ◽  
Mervi Huhtelin ◽  
Juha-Matti Junnonen ◽  
Arja-Liisa Kaasinen
Keyword(s):  
Product Development ◽  
Development Project ◽  
Product Development Project

A new fuzzy decision-making approach for selecting new product development project

2016 ◽  
Vol 24 (3) ◽  
pp. 240-250 ◽  
Author(s):  
Chiu-Chi Wei ◽  
Agus Andria ◽  
Houn-Wen Xiao ◽  
Chiou-Shuei Wei ◽  
Ting-Chang Lai
Keyword(s):  
Decision Making ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Development Project ◽  
Fuzzy Decision Making ◽  
Fuzzy Decision ◽  
Product Development Project

scholarly journals Methodical approach to building system of motivation of the project team

2021 ◽  
Vol 97 ◽  
pp. 01036
Author(s):  
Valeriya Glazkova
Keyword(s):  
Project Management ◽  
Methodological Approach ◽  
Development Project ◽  
Project Team ◽  
Team Members ◽  
Motivation System ◽  
Body Of Knowledge ◽  
Methodical Approach ◽  
Team Motivation ◽  
Empirical System

Currently investment and construction activities are based on the implementation of development projects. As any project’s success heavily depends on joint efforts of a project team members, there is an urgent need for a motivation system able to stimulate team members’ result-orientation and satisfy their individual needs. The Project Management Body of Knowledge (PMBOK) methodology is suggested as a basis for building a sound development team motivation system, with its motivational tools correlating to stages of project management. The purpose of this article is to build methodical approach to system of motivation of the development project team. The methodological approach is formed taking into account the correspondence of the goal and the type of motivation depending on the stage of project management, as well as on the basis of the principles of forming the motivation system of the project team. The result is a constructed conceptual model for the development of a motivation system for the development project team based on the principles of PMBOK. Methods of comparative, empirical, system and economic analysis were used to substantiate the propositions put forward in the article.

scholarly journals Transferring an Interdisciplinary Student Product Development Project to Full Online Conduction

2021 ◽  
Vol 15 (3) ◽  
pp. 410-416
Author(s):  
Patrick Herstätter ◽  
Andreas Kohlweiss ◽  
Maria Hulla ◽  
Christian Ramsauer
Keyword(s):  
Product Development ◽  
Product Innovation ◽  
Development Project ◽  
Project Based Learning ◽  
Close Connection ◽  
Industrial Management ◽  
Student Teams ◽  
Product Development Project ◽  
Critical Phase ◽  
Development Course

"Product Innovation" is a 7-month product development course, conducted at the Institute of Innovation and Industrial Management with international and interdisciplinary student teams. A close connection and interaction between industry, students and research has been an important part of this project-based learning course. Due to the COVID19 pandemic and the worldwide occurring lockdowns, students were not able anymore to interact and conduct their projects in the proven manner. Being in a critical phase of the project, the course concept had to be reorganized and transferred to online conduction by using computer supported collaboration work within a few days. Both observations and surveys were used to compare changes in student´s behaviour and results of the project. This paper will describe 1) the original situation and course concept, 2) show how the course was transformed to online conduction, 3) describe the observations made and 4) analyse how the students experienced the transformation.

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