The influence of process concurrency on project outcomes in product development: an empirical study of cross-functional teams

1996 ◽  
Vol 43 (2) ◽  
pp. 153-164 ◽  
Author(s):  
O. Hauptman ◽  
K.K. Hirji
Keyword(s):  
Empirical Study ◽  
Product Development ◽  
Project Outcomes ◽  
Functional Teams

scholarly journals Achieving agility and quality in product development - an empirical study of hardware startups

2020 ◽  
Vol 167 ◽  
pp. 110599 ◽  
Author(s):  
Vebjørn Berg ◽  
Jørgen Birkeland ◽  
Anh Nguyen-Duc ◽  
Ilias O. Pappas ◽  
Letizia Jaccheri
Keyword(s):  
Empirical Study ◽  
Product Development

Separating the Wheat from the Chaff

2016 ◽  
Vol 28 (2) ◽  
pp. 124-141
Author(s):  
Adarsh Kumar Kakar
Keyword(s):  
Feature Selection ◽  
Empirical Study ◽  
Product Development ◽  
Requirements Engineering ◽  
User Satisfaction ◽  
Survey Method ◽  
User Requirements ◽  
Engineering Product ◽  
Time To Market ◽  
Software Product

When making a decision to add features to an existing software product in response to feature requests posted in user forums, it is important to pursue only those changes that deliver value to both the user and the producer. But selecting critical user requirements expressed as features requests is a challenging task. While excluding a high value requirement may mean losing customers to a competing product, including a requirement that is unneeded increases time to market and introduces unnecessary costs and complexity in the product. Keeping these issues in focus, promising methods of feature selection were first identified from a review of requirements engineering, product development and quality literatures. An empirical study was then conducted to investigate the efficacy of methods in separating the vital few user feature requests from the trivial many posted in user forums without adversely impacting user satisfaction. The result of the empirical study demonstrates that the Kano survey method has potential in separating the wheat from the chaff. The reasons for this finding is empirically investigated and discussed.

Product Development Cycle Time and Organizational Performance

1997 ◽  
Vol 34 (1) ◽  
pp. 13-23 ◽  
Author(s):  
Christopher D. Ittner ◽  
David F. Larcker
Keyword(s):  
Product Development ◽  
Organizational Performance ◽  
Cycle Time ◽  
New Technology ◽  
The United States ◽  
Product Development Process ◽  
Development Cycle ◽  
Product Development Cycle ◽  
Using Data ◽  
Functional Teams

The authors develop and test a simple conceptual model linking product development cycle time to organizational performance. Using data from two industries (automobile and computer) and four countries (Canada, Germany, Japan, and the United States), they find that faster cycle time alone is not associated with higher accounting returns, sales growth, or perceived overall performance. Stronger support is found for the hypothesis that some product development practices, such as cross-functional teams and advanced design tools, interact with accelerated product development to improve performance, whereas other practices, such as reverse engineering of competitors’ products, suppress the potential benefits from lower cycle times. Finally, interaction effects for other organizational practices, such as customer involvement in the product development process and the extent to which new technology is obtained from external sources, appear to vary by industry.

Exploring the Meaning of Success in Outsourced Product Development

2010 ◽  
Author(s):  
William J. Palm ◽  
Daniel E. Whitney
Keyword(s):  
Product Development ◽  
Failure Modes ◽  
Project Success ◽  
Outcome Variable ◽  
Success Rates ◽  
Project Outcomes ◽  
Client Expectations ◽  
Project Deliverables ◽  
The Many ◽  
Willingness To Recommend

Research on outsourced product development has focused primarily on the motives behind firms’ decisions to outsource, with less attention paid to the outcomes of those decisions. The few existing academic studies have reported high failure rates, but there is little consensus as to what is meant by “project success” and “failure” and some do not define success at all. Such ambiguity makes comparisons difficult and hinders explanation of observed variation in project outcomes. This paper explores the many meanings of project success in outsourced product development, based on in-depth interviews of thirty design consultants and clients. After reviewing the merits and limitations of each metric, we propose that the client’s willingness to recommend the consultant may be a suitable outcome variable for assessing project outcomes and comparing success rates across diverse projects, companies, and industries. We present preliminary data that suggests client willingness to recommend varies widely and is multimodal in distribution. Finally, we identify several commonly encountered failure modes, i.e., sequences of events that generate discrepancies between client expectations and project deliverables, thereby producing client dissatisfaction.

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