scholarly journals Project management success factors: in search of product development project specialities

2020 ◽  
Vol 10 (2) ◽  
pp. 114-122
Author(s):  
László Soltész ◽  
László Kamondi ◽  
László Berényi
Keyword(s):  
Project Management ◽  
Product Development ◽  
Success Factors ◽  
Development Project ◽  
Individual Characteristics ◽  
Lessons Learned ◽  
Management Style ◽  
Critical Factors ◽  
Management Actions ◽  
Product Development Project

Project success is a multifactorial issue, including difficult to quantify, soft factors as well. Project management style, collaboration within the team, and the level of standardisation may have an essential influence on the deliverables, moreover, on corporate performance. A prescription answer is not achievable considering the individual characteristics of projects but finding best practices and critical factors help to improve the performance. This paper presents the results of a survey among product development project experts (n = 112) evaluating the relevance of some success factors and their practical experience in the field. The results show that keeping the project plan and managing long-term issues like lessons learned database or module database are the most critical factors of success. The analysis did not find patterns of the responses that confirms the need for unique management actions.

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

Making Design Reviews Count

2007 ◽  
Author(s):  
Kurt Beiter ◽  
Kosuke Ishii ◽  
Harshavardhan Karandikar
Keyword(s):  
Project Management ◽  
Product Development ◽  
Product Design ◽  
Review Process ◽  
Development Project ◽  
Goal Structure ◽  
Design Review ◽  
Product Development Project ◽  
Development Processes ◽  
Management Techniques

Design reviews are one of the most established product-development project management techniques to identify and eliminate errors in product design before they physically manifest themselves either in a prototype or in the final product. Design reviews are typically embedded within an overall product-development project management process consisting of multiple stages separated by decision gates. The specific goal, structure and content of a design review depend upon the stage and time at which it is performed. In the process of working with a number of large companies on their technology and product development processes we observed that the actual practice of design reviews often falls well short of the companies’ own stated objectives. We examine the reasons for this in our paper, the chief among them being the often misleading application and lack of clarity and brevity in the review process. These problems can be clearly highlighted and rectified by the application of the CVCA and FMEA tools to the design review process itself. Thus, design reviews can be made more efficient and effective and made to count!

Integrating service practice into project management: a matter of “do or die”?

2013 ◽  
Vol 7 (1) ◽  
pp. 5-22 ◽  
Author(s):  
Thommie Allan Burström ◽  
Mattias Jacobsson ◽  
Timothy L. Wilson
Keyword(s):  
Project Management ◽  
Product Development ◽  
Best Management Practices ◽  
Service Management ◽  
Management Practices ◽  
Development Project ◽  
Management Approach ◽  
Content Type ◽  
Product Development Project

Purpose – The purpose of this paper is to describe and analyze service management practices within a project management context. Design/methodology/approach – This research supporting conceptual developments was both exploratory and qualitative in nature and utilized an in-depth case study of a major product development project. Findings – The conceptual framework developed is applied to empirical observations of product development project. Because there is an adequate fit with observations, elements of a service management approach appear to be viable in the description, managing, and control of projects. Research limitations/implications – Because the research was built on a case study, one has the limitations common with that approach. Conversely, case studies are acknowledged as useful in the identification of important variables in situations in which there is little control over events in a real-world context. Practical implications – Customer satisfaction is a requirement of project organizations, which is an inherent requisite of any service organization. Consequently, one turns to those elements in the practice of service management that lead to best management practices. Originality/value – This paper contributes with a practice-based understanding of how project management is based on integrated service practice.

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 Analysis and ranging of the factors of formation and development of innovative behaviour in organizations

2018 ◽  
Vol 80 (3) ◽  
pp. 478-488
Author(s):  
T. V. Sabetova ◽  
M. V. Ponomarenko
Keyword(s):  
Success Factors ◽  
Negative Impact ◽  
Organizational Factors ◽  
Management Style ◽  
Business Culture ◽  
Innovative Behavior ◽  
Job Responsibilities ◽  
Management Actions ◽  
Innovative Behaviour ◽  
The One

The article considers t the problem of determination of the degree of influence of a number of factors on formation of innovative behavior of employees and their groups in organizations. According to the authors’ opinion, innovative activity of employees requires, on the one hand, their own abilities and motivation, and on the other hand, readiness of the organization and provision of necessary resources for employees both for creation and implementation of ideas and projects. The authors do not deny the influence of the national business culture on the features of innovative behavior and point out the need to take into account these features. However, they deny the existence of national features that obviously make innovation development of one country easier than others, and therefore consider the experience of different countries worthy of study, but at the same time its implementation is considered possible only after a critical rethinking for existing conditions. The authors point out that innovative behavior of employees is formed under the influence of factors that can be conditionally divided into those dependent and independent of management actions, the former being of particular interest due to the possibility of controlling them. Among them the following groups of factors are identified: (i) related to the peculiarities of management style; (ii) characteristics of the workplace and job responsibilities; (iii) factors related to interpersonal and intergroup relations, and (iv) organizational factors. The influence of the key factors of each group was analyzed and evaluated either from the standpoint of positive or negative impact on the formation of innovative behavior, or from the position of the strength of influence. Based on the experience of Chinese colleagues, a comparative ranking of the factors that determine the innovativeness of behavior was carried out, in terms of their significance. At the same time, the similarity of the factors determining the innovativeness of the behavior of employees in Chinese and Russian companies was revealed, but significant differences in the degree of such influence were detected. As a result, the authors’ named key success factors in the formation of innovative behavior of the staff: (i) support from the company’s management; (ii) availability of resources of all types; (iii) system of labour remuneration; (iv) composition and structure of the team, and (v) cooperation.

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