Although previous studies on Korean manufacturing firms have empirically analyzed the causal relationship between activities during the FFE(Fuzzy Front End)and success of NPD(New Product Development)of Korean manufact...Although previous studies on Korean manufacturing firms have empirically analyzed the causal relationship between activities during the FFE(Fuzzy Front End)and success of NPD(New Product Development)of Korean manufacturing firms,no study has concretely focused on Korean ICT(Information and Communications Technology)firms and their FFE activities.The main aim of this study is to identify the activities of these firms during their FFE and provide managerial insights into the other ICT firms.The authors conducted a survey(106 valid responses)that their FFE activities on new product development project managers in Korean ICT firms.The results showed that even though new product development managers of Korean ICT firms did not search for ideas systemically,they communicated with those departments/divisions that had frequent interaction with customers for idea assessment,with the active involvement of middle-or higher-level managers.They thoroughly established initial plans in the pre-development stages and seriously analyzed competitors’products and direct and indirect customer interactions in their market survey activities.展开更多
In order to identify the effective decision-making factors at the individual NPD project manager level, a new effective decision-making model has been established by introducing the concept of decision-making effectiv...In order to identify the effective decision-making factors at the individual NPD project manager level, a new effective decision-making model has been established by introducing the concept of decision-making effectiveness, analyzing the role of expertise, and identifying the major role of expertise and insight with respect to the interfaces between a new product, an organization, customers, technologies and regulations, for the study of the effective decision-making facilitators and inhibitors for a NPD project. The analysis of the unique task conditions for individual decision-makers shows that perceived complexity, uncertainty and time pressure have their negative effect on the effective decision-making process. It is concluded that the flexible, balanced and appropriate use of rational analysis, common sense and intuition is a key effective decision-making factor, and the psychologically ‘active attitude’ of a manager is also an important factor for successful dealing with the difficult task conditions.展开更多
In concurrent engineering, effective process management is the key to improve the efficiency and quality of product development. Although in project management system, workflow management system and PDM system, proces...In concurrent engineering, effective process management is the key to improve the efficiency and quality of product development. Although in project management system, workflow management system and PDM system, process management functions are provided, they can not meet the needs of product development. In this paper, we integrate the project management, workflow management and product management technique together and a concurrent engineering oriented integrated product development process management system is proposed. The system structure, integrated product development model and running method are introduced. The practice proves this system is powerful in supporting product development process.展开更多
Project management literature provides various approaches to organize project management.Simultaneously,several factors influence product development about its efficiency and effectiveness.This paper analyses the fact...Project management literature provides various approaches to organize project management.Simultaneously,several factors influence product development about its efficiency and effectiveness.This paper analyses the factors that affect product development and evaluates their integration level in project management concerning modern requirements imposed in a volatile,uncertain,complex,and ambiguous(VUCA)environment.It concludes by identifying undervalued influencing factors worth investigating in future research.展开更多
快速稳定的软件产品能有效提升企业市场竞争力。梳理C公司EI项目现状,采用头脑风暴法和5Why方法,对问题根本原因进行分析,在满足流程改进约束条件的前提下,采用系统的方法改进应用软件产品研发流程,提出一种Scrum敏捷开发与能力成熟度...快速稳定的软件产品能有效提升企业市场竞争力。梳理C公司EI项目现状,采用头脑风暴法和5Why方法,对问题根本原因进行分析,在满足流程改进约束条件的前提下,采用系统的方法改进应用软件产品研发流程,提出一种Scrum敏捷开发与能力成熟度模型集成(capability maturity model integration, CMMI)相结合的软件产品研发流程模型。研究成果能够缩短产品交付周期,提高产品交付频次,有助于产品持续集成、持续发布,做到研发有效支撑市场推广,进而帮助C公司提升产品研发过程对产品市场前端演示推广需求的响应和支撑。展开更多
This study shows the impact of fuzzy front end （FFE） phase during innovation process on new product development （NPD） project success in two East Asian countries--Korea and Japan was explored via employing compara...This study shows the impact of fuzzy front end （FFE） phase during innovation process on new product development （NPD） project success in two East Asian countries--Korea and Japan was explored via employing comparative study. Authors decided to consider two East Asian countries＇ successful periods as comparison samples for the study of this issue. The 1980s are considered to be ＂golden age＂ of Japanese manufacturing firms when they were extremely successful on global market. Korean firms are enjoying competitive advantage in the late 2000s and the beginning of the 2010s. A conceptual model was developed based on previous research. The model was tested using data from 293 Korean manufacturing firms in the late 2000s and from 540 Japanese manufacturing firms in the late 1980s using structural equation modeling （SEM） technique. In both countries, the effect of intensity of planning on efficiency, prior to the development, was high. Moreover, effect of market uncertainties on effectiveness was significant. Therefore, effective initial planning and good analysis of market prior to the development have positive impacts on NPD project success. In the late 80s, in the period of stability of the economy in the world, the Japanese finns were successful concentrating more on FFE activities, such as market and technological research and initial planning. However, in the 2000s when the world economy started to change so fast and the demands for the goods change so fast, the Korean firms became more successful, thanks to flexibility in the system of NPD project strategies where system was not fixed to the initial plans but where the changes within the project execution phase were allowed. Thus Korean and Japanese firms had different strategies in NPD process in the two different periods. Japanese firms were concentrated more on FFE activities and tended to keep initial plans during development process, while the Korean firms were more flexible in project execution phase allowing dramatic changes to the initial plans.展开更多
文摘Although previous studies on Korean manufacturing firms have empirically analyzed the causal relationship between activities during the FFE(Fuzzy Front End)and success of NPD(New Product Development)of Korean manufacturing firms,no study has concretely focused on Korean ICT(Information and Communications Technology)firms and their FFE activities.The main aim of this study is to identify the activities of these firms during their FFE and provide managerial insights into the other ICT firms.The authors conducted a survey(106 valid responses)that their FFE activities on new product development project managers in Korean ICT firms.The results showed that even though new product development managers of Korean ICT firms did not search for ideas systemically,they communicated with those departments/divisions that had frequent interaction with customers for idea assessment,with the active involvement of middle-or higher-level managers.They thoroughly established initial plans in the pre-development stages and seriously analyzed competitors’products and direct and indirect customer interactions in their market survey activities.
文摘In order to identify the effective decision-making factors at the individual NPD project manager level, a new effective decision-making model has been established by introducing the concept of decision-making effectiveness, analyzing the role of expertise, and identifying the major role of expertise and insight with respect to the interfaces between a new product, an organization, customers, technologies and regulations, for the study of the effective decision-making facilitators and inhibitors for a NPD project. The analysis of the unique task conditions for individual decision-makers shows that perceived complexity, uncertainty and time pressure have their negative effect on the effective decision-making process. It is concluded that the flexible, balanced and appropriate use of rational analysis, common sense and intuition is a key effective decision-making factor, and the psychologically ‘active attitude’ of a manager is also an important factor for successful dealing with the difficult task conditions.
文摘In concurrent engineering, effective process management is the key to improve the efficiency and quality of product development. Although in project management system, workflow management system and PDM system, process management functions are provided, they can not meet the needs of product development. In this paper, we integrate the project management, workflow management and product management technique together and a concurrent engineering oriented integrated product development process management system is proposed. The system structure, integrated product development model and running method are introduced. The practice proves this system is powerful in supporting product development process.
文摘Project management literature provides various approaches to organize project management.Simultaneously,several factors influence product development about its efficiency and effectiveness.This paper analyses the factors that affect product development and evaluates their integration level in project management concerning modern requirements imposed in a volatile,uncertain,complex,and ambiguous(VUCA)environment.It concludes by identifying undervalued influencing factors worth investigating in future research.
文摘快速稳定的软件产品能有效提升企业市场竞争力。梳理C公司EI项目现状,采用头脑风暴法和5Why方法,对问题根本原因进行分析,在满足流程改进约束条件的前提下,采用系统的方法改进应用软件产品研发流程,提出一种Scrum敏捷开发与能力成熟度模型集成(capability maturity model integration, CMMI)相结合的软件产品研发流程模型。研究成果能够缩短产品交付周期,提高产品交付频次,有助于产品持续集成、持续发布,做到研发有效支撑市场推广,进而帮助C公司提升产品研发过程对产品市场前端演示推广需求的响应和支撑。
文摘This study shows the impact of fuzzy front end （FFE） phase during innovation process on new product development （NPD） project success in two East Asian countries--Korea and Japan was explored via employing comparative study. Authors decided to consider two East Asian countries＇ successful periods as comparison samples for the study of this issue. The 1980s are considered to be ＂golden age＂ of Japanese manufacturing firms when they were extremely successful on global market. Korean firms are enjoying competitive advantage in the late 2000s and the beginning of the 2010s. A conceptual model was developed based on previous research. The model was tested using data from 293 Korean manufacturing firms in the late 2000s and from 540 Japanese manufacturing firms in the late 1980s using structural equation modeling （SEM） technique. In both countries, the effect of intensity of planning on efficiency, prior to the development, was high. Moreover, effect of market uncertainties on effectiveness was significant. Therefore, effective initial planning and good analysis of market prior to the development have positive impacts on NPD project success. In the late 80s, in the period of stability of the economy in the world, the Japanese finns were successful concentrating more on FFE activities, such as market and technological research and initial planning. However, in the 2000s when the world economy started to change so fast and the demands for the goods change so fast, the Korean firms became more successful, thanks to flexibility in the system of NPD project strategies where system was not fixed to the initial plans but where the changes within the project execution phase were allowed. Thus Korean and Japanese firms had different strategies in NPD process in the two different periods. Japanese firms were concentrated more on FFE activities and tended to keep initial plans during development process, while the Korean firms were more flexible in project execution phase allowing dramatic changes to the initial plans.
