Front End Management - Revision history

Admin: /* Big Idea */

2017-08-09T13:01:54Z

Big Idea

← Older revision		Revision as of 13:01, 9 August 2017
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	=Big Idea=		=Big Idea=
	n many organizations the pressure on the '''Product Development Process (PDP)''' has increased through the demand of greater product varieties and shorter lifecycles. Organizations aim for a structured way of speeding up the Product Development Process while not loosing effective scoping in the identification of market needs. Often they have succeeded in structuring the procedure using the '''Stage Gate Process''' - or a customized version of it. [1] Yet the application of the Stage Gate Process has shown that it depends largely on the tools applied. Since all innovations, incremental and radical, bring market, technological and organizational uncertainties, which only vary in their intensity, it is key for the project manager to select suitable tools to manage them.[2] Especially during the initial stages of the Product Development Process - the '''Fuzzy Front End''' - the uncertainties are highest accompanied with the severeness of the decisions taken during this period. To release some pressure from the project management in the Fuzzy Front End the application of the Delphi Method, Quality Function Deployment and Risk Assessment is proposed. If applied in a flexible way and in combination with other tool these methods can answer to each type of uncertainty and guide the project management to success in effective and efficient product development.		In many organizations the pressure on the '''Product Development Process (PDP)''' has increased through the demand of greater product varieties and shorter lifecycles. Organizations aim for a structured way of speeding up the Product Development Process while not loosing effective scoping in the identification of market needs. Often they have succeeded in structuring the procedure using the '''Stage Gate Process''' - or a customized version of it<ref></ref>. [1] Yet the application of the Stage Gate Process has shown that it depends largely on the tools applied. Since all innovations, incremental and radical, bring market, technological and organizational uncertainties, which only vary in their intensity, it is key for the project manager to select suitable tools to manage them.[2] Especially during the initial stages of the Product Development Process - the '''Fuzzy Front End''' - the uncertainties are highest accompanied with the severeness of the decisions taken during this period. To release some pressure from the project management in the Fuzzy Front End the application of the Delphi Method, Quality Function Deployment and Risk Assessment is proposed. If applied in a flexible way and in combination with other tool these methods can answer to each type of uncertainty and guide the project management to success in effective and efficient product development.

	[[File:Fuzzy Front End.png\|frame\|center\|500x227px\|'''Process Model of Innovation and the Fuzzy Front End''']]		[[File:Fuzzy Front End.png\|frame\|center\|500x227px\|'''Process Model of Innovation and the Fuzzy Front End''']]

Admin: /* Conclusion and Outlook of the Project Management in the Fuzzy Front End */

2017-08-09T12:42:35Z

Conclusion and Outlook of the Project Management in the Fuzzy Front End

← Older revision		Revision as of 12:42, 9 August 2017
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	===Conclusion and Outlook of the Project Management in the Fuzzy Front End===		===Conclusion and Outlook of the Project Management in the Fuzzy Front End===

	[[File:Project Mgmt in the Fuzzy Front End.png\|frame\|center\|~~800x425px~~\|'''Project Management Model in the Fuzzy Front End''']]		[[File:Project Mgmt in the Fuzzy Front End.png\|frame\|center\|500x227px\|'''Project Management Model in the Fuzzy Front End''']]

	Project Management in the Fuzzy Front End is characterized with a lot of uncertainties. As mentioned above the market and technology represent the key risks, but also the internal acceptance within the organization can suppress great innovations. Literature shows multiple tools to cope with different situations but all "one-fits-all"-approaches to the project management in the Fuzzy Front End result in practice in a "one-fits-none" solution. Fuzzy Front Ends are as diverse as the projects they concern.		Project Management in the Fuzzy Front End is characterized with a lot of uncertainties. As mentioned above the market and technology represent the key risks, but also the internal acceptance within the organization can suppress great innovations. Literature shows multiple tools to cope with different situations but all "one-fits-all"-approaches to the project management in the Fuzzy Front End result in practice in a "one-fits-none" solution. Fuzzy Front Ends are as diverse as the projects they concern.

Admin: /* Big Idea */

2017-08-09T12:42:14Z

Big Idea

← Older revision		Revision as of 12:42, 9 August 2017
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	n many organizations the pressure on the '''Product Development Process (PDP)''' has increased through the demand of greater product varieties and shorter lifecycles. Organizations aim for a structured way of speeding up the Product Development Process while not loosing effective scoping in the identification of market needs. Often they have succeeded in structuring the procedure using the '''Stage Gate Process''' - or a customized version of it. [1] Yet the application of the Stage Gate Process has shown that it depends largely on the tools applied. Since all innovations, incremental and radical, bring market, technological and organizational uncertainties, which only vary in their intensity, it is key for the project manager to select suitable tools to manage them.[2] Especially during the initial stages of the Product Development Process - the '''Fuzzy Front End''' - the uncertainties are highest accompanied with the severeness of the decisions taken during this period. To release some pressure from the project management in the Fuzzy Front End the application of the Delphi Method, Quality Function Deployment and Risk Assessment is proposed. If applied in a flexible way and in combination with other tool these methods can answer to each type of uncertainty and guide the project management to success in effective and efficient product development.		n many organizations the pressure on the '''Product Development Process (PDP)''' has increased through the demand of greater product varieties and shorter lifecycles. Organizations aim for a structured way of speeding up the Product Development Process while not loosing effective scoping in the identification of market needs. Often they have succeeded in structuring the procedure using the '''Stage Gate Process''' - or a customized version of it. [1] Yet the application of the Stage Gate Process has shown that it depends largely on the tools applied. Since all innovations, incremental and radical, bring market, technological and organizational uncertainties, which only vary in their intensity, it is key for the project manager to select suitable tools to manage them.[2] Especially during the initial stages of the Product Development Process - the '''Fuzzy Front End''' - the uncertainties are highest accompanied with the severeness of the decisions taken during this period. To release some pressure from the project management in the Fuzzy Front End the application of the Delphi Method, Quality Function Deployment and Risk Assessment is proposed. If applied in a flexible way and in combination with other tool these methods can answer to each type of uncertainty and guide the project management to success in effective and efficient product development.

	[[File:Fuzzy Front End.png\|frame\|center\|~~800x425px~~\|'''Process Model of Innovation and the Fuzzy Front End''']]		[[File:Fuzzy Front End.png\|frame\|center\|500x227px\|'''Process Model of Innovation and the Fuzzy Front End''']]

	The Management of Innovation can be divided roughly into 4 stages:		The Management of Innovation can be divided roughly into 4 stages:

Admin: /* Conclusion and Outlook of the Project Management in the Fuzzy Front End */

2017-08-09T12:41:34Z

Conclusion and Outlook of the Project Management in the Fuzzy Front End

← Older revision		Revision as of 12:41, 9 August 2017
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	===Conclusion and Outlook of the Project Management in the Fuzzy Front End===		===Conclusion and Outlook of the Project Management in the Fuzzy Front End===

	~~"missing graph"~~		[[File:Project Mgmt in the Fuzzy Front End.png\|frame\|center\|800x425px\|'''Project Management Model in the Fuzzy Front End''']]

	Project Management in the Fuzzy Front End is characterized with a lot of uncertainties. As mentioned above the market and technology represent the key risks, but also the internal acceptance within the organization can suppress great innovations. Literature shows multiple tools to cope with different situations but all "one-fits-all"-approaches to the project management in the Fuzzy Front End result in practice in a "one-fits-none" solution. Fuzzy Front Ends are as diverse as the projects they concern.		Project Management in the Fuzzy Front End is characterized with a lot of uncertainties. As mentioned above the market and technology represent the key risks, but also the internal acceptance within the organization can suppress great innovations. Literature shows multiple tools to cope with different situations but all "one-fits-all"-approaches to the project management in the Fuzzy Front End result in practice in a "one-fits-none" solution. Fuzzy Front Ends are as diverse as the projects they concern.

Admin: /* Big Idea */

2017-08-09T12:40:02Z

Big Idea

← Older revision		Revision as of 12:40, 9 August 2017
Line 4:		Line 4:
	n many organizations the pressure on the '''Product Development Process (PDP)''' has increased through the demand of greater product varieties and shorter lifecycles. Organizations aim for a structured way of speeding up the Product Development Process while not loosing effective scoping in the identification of market needs. Often they have succeeded in structuring the procedure using the '''Stage Gate Process''' - or a customized version of it. [1] Yet the application of the Stage Gate Process has shown that it depends largely on the tools applied. Since all innovations, incremental and radical, bring market, technological and organizational uncertainties, which only vary in their intensity, it is key for the project manager to select suitable tools to manage them.[2] Especially during the initial stages of the Product Development Process - the '''Fuzzy Front End''' - the uncertainties are highest accompanied with the severeness of the decisions taken during this period. To release some pressure from the project management in the Fuzzy Front End the application of the Delphi Method, Quality Function Deployment and Risk Assessment is proposed. If applied in a flexible way and in combination with other tool these methods can answer to each type of uncertainty and guide the project management to success in effective and efficient product development.		n many organizations the pressure on the '''Product Development Process (PDP)''' has increased through the demand of greater product varieties and shorter lifecycles. Organizations aim for a structured way of speeding up the Product Development Process while not loosing effective scoping in the identification of market needs. Often they have succeeded in structuring the procedure using the '''Stage Gate Process''' - or a customized version of it. [1] Yet the application of the Stage Gate Process has shown that it depends largely on the tools applied. Since all innovations, incremental and radical, bring market, technological and organizational uncertainties, which only vary in their intensity, it is key for the project manager to select suitable tools to manage them.[2] Especially during the initial stages of the Product Development Process - the '''Fuzzy Front End''' - the uncertainties are highest accompanied with the severeness of the decisions taken during this period. To release some pressure from the project management in the Fuzzy Front End the application of the Delphi Method, Quality Function Deployment and Risk Assessment is proposed. If applied in a flexible way and in combination with other tool these methods can answer to each type of uncertainty and guide the project management to success in effective and efficient product development.

	[[File:Fuzzy Front End.png\|frame\|center\|~~500x227px~~\|'''Process Model of Innovation and the Fuzzy Front End''']]		[[File:Fuzzy Front End.png\|frame\|center\|800x425px\|'''Process Model of Innovation and the Fuzzy Front End''']]

	The Management of Innovation can be divided roughly into 4 stages:		The Management of Innovation can be divided roughly into 4 stages:

Admin: /* Big Idea */

2017-08-09T12:39:02Z

Big Idea

← Older revision		Revision as of 12:39, 9 August 2017
Line 4:		Line 4:
	n many organizations the pressure on the '''Product Development Process (PDP)''' has increased through the demand of greater product varieties and shorter lifecycles. Organizations aim for a structured way of speeding up the Product Development Process while not loosing effective scoping in the identification of market needs. Often they have succeeded in structuring the procedure using the '''Stage Gate Process''' - or a customized version of it. [1] Yet the application of the Stage Gate Process has shown that it depends largely on the tools applied. Since all innovations, incremental and radical, bring market, technological and organizational uncertainties, which only vary in their intensity, it is key for the project manager to select suitable tools to manage them.[2] Especially during the initial stages of the Product Development Process - the '''Fuzzy Front End''' - the uncertainties are highest accompanied with the severeness of the decisions taken during this period. To release some pressure from the project management in the Fuzzy Front End the application of the Delphi Method, Quality Function Deployment and Risk Assessment is proposed. If applied in a flexible way and in combination with other tool these methods can answer to each type of uncertainty and guide the project management to success in effective and efficient product development.		n many organizations the pressure on the '''Product Development Process (PDP)''' has increased through the demand of greater product varieties and shorter lifecycles. Organizations aim for a structured way of speeding up the Product Development Process while not loosing effective scoping in the identification of market needs. Often they have succeeded in structuring the procedure using the '''Stage Gate Process''' - or a customized version of it. [1] Yet the application of the Stage Gate Process has shown that it depends largely on the tools applied. Since all innovations, incremental and radical, bring market, technological and organizational uncertainties, which only vary in their intensity, it is key for the project manager to select suitable tools to manage them.[2] Especially during the initial stages of the Product Development Process - the '''Fuzzy Front End''' - the uncertainties are highest accompanied with the severeness of the decisions taken during this period. To release some pressure from the project management in the Fuzzy Front End the application of the Delphi Method, Quality Function Deployment and Risk Assessment is proposed. If applied in a flexible way and in combination with other tool these methods can answer to each type of uncertainty and guide the project management to success in effective and efficient product development.

	[[File:~~Fuzzy_Front_End~~.~~png‎‎‎~~\|frame\|center\|~~2000px~~\|'''Process Model of Innovation and the Fuzzy Front End''']]		[[File:Fuzzy Front End.png\|frame\|center\|500x227px\|'''Process Model of Innovation and the Fuzzy Front End''']]

	The Management of Innovation can be divided roughly into 4 stages:		The Management of Innovation can be divided roughly into 4 stages:

Admin: /* Quality Function Deployment */

2017-08-09T12:36:42Z

Quality Function Deployment

← Older revision		Revision as of 12:36, 9 August 2017
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	Limitations of the QFD are that it is very time consuming, requires a lot of preparation and the collaboration between e.g. the technical and marketing staff is not always easy. With a project manager of high emotional intelligence to manage potential conflicts the QFD process can turn out highly successful. If the project manager is aware of the time of the QFD it is additionally a good tool to focus all gathered information about the innovation concept and synthesize it to a product.		Limitations of the QFD are that it is very time consuming, requires a lot of preparation and the collaboration between e.g. the technical and marketing staff is not always easy. With a project manager of high emotional intelligence to manage potential conflicts the QFD process can turn out highly successful. If the project manager is aware of the time of the QFD it is additionally a good tool to focus all gathered information about the innovation concept and synthesize it to a product.

	[[File:Risk Matrix.png‎‎‎‎\|frame\|center\|~~400x215px~~\|'''The Risk Matrix''']]		[[File:Risk Matrix.png‎‎‎‎\|frame\|center\|600x323px\|'''The Risk Matrix''']]

	The method of Risk assessment evaluates risks based on their severity of impact and their probability of occurrence. Many studies have shown that project managers are generally poor in estimating the risks in a quantitative way - therefore the proposed risk assessment to be used in the Fuzzy Front End represents a quantitative evaluation. [17] The quantitative risk assessment also avoids the effect of fictitious precision as can be created in alternative risk assessments like e.g. FMEA or the Monte Carlo Simulation.		The method of Risk assessment evaluates risks based on their severity of impact and their probability of occurrence. Many studies have shown that project managers are generally poor in estimating the risks in a quantitative way - therefore the proposed risk assessment to be used in the Fuzzy Front End represents a quantitative evaluation. [17] The quantitative risk assessment also avoids the effect of fictitious precision as can be created in alternative risk assessments like e.g. FMEA or the Monte Carlo Simulation.

Admin: /* Quality Function Deployment */

2017-08-09T12:35:00Z

Quality Function Deployment

← Older revision		Revision as of 12:35, 9 August 2017
Line 69:		Line 69:
	Limitations of the QFD are that it is very time consuming, requires a lot of preparation and the collaboration between e.g. the technical and marketing staff is not always easy. With a project manager of high emotional intelligence to manage potential conflicts the QFD process can turn out highly successful. If the project manager is aware of the time of the QFD it is additionally a good tool to focus all gathered information about the innovation concept and synthesize it to a product.		Limitations of the QFD are that it is very time consuming, requires a lot of preparation and the collaboration between e.g. the technical and marketing staff is not always easy. With a project manager of high emotional intelligence to manage potential conflicts the QFD process can turn out highly successful. If the project manager is aware of the time of the QFD it is additionally a good tool to focus all gathered information about the innovation concept and synthesize it to a product.

	[[File:Risk Matrix.png‎‎‎‎\|frame\|center\|~~800x430px~~\|'''The Risk Matrix''']]		[[File:Risk Matrix.png‎‎‎‎\|frame\|center\|400x215px\|'''The Risk Matrix''']]

	The method of Risk assessment evaluates risks based on their severity of impact and their probability of occurrence. Many studies have shown that project managers are generally poor in estimating the risks in a quantitative way - therefore the proposed risk assessment to be used in the Fuzzy Front End represents a quantitative evaluation. [17] The quantitative risk assessment also avoids the effect of fictitious precision as can be created in alternative risk assessments like e.g. FMEA or the Monte Carlo Simulation.		The method of Risk assessment evaluates risks based on their severity of impact and their probability of occurrence. Many studies have shown that project managers are generally poor in estimating the risks in a quantitative way - therefore the proposed risk assessment to be used in the Fuzzy Front End represents a quantitative evaluation. [17] The quantitative risk assessment also avoids the effect of fictitious precision as can be created in alternative risk assessments like e.g. FMEA or the Monte Carlo Simulation.

Admin: /* Quality Function Deployment */

2017-08-09T12:33:59Z

Quality Function Deployment

← Older revision		Revision as of 12:33, 9 August 2017
Line 69:		Line 69:
	Limitations of the QFD are that it is very time consuming, requires a lot of preparation and the collaboration between e.g. the technical and marketing staff is not always easy. With a project manager of high emotional intelligence to manage potential conflicts the QFD process can turn out highly successful. If the project manager is aware of the time of the QFD it is additionally a good tool to focus all gathered information about the innovation concept and synthesize it to a product.		Limitations of the QFD are that it is very time consuming, requires a lot of preparation and the collaboration between e.g. the technical and marketing staff is not always easy. With a project manager of high emotional intelligence to manage potential conflicts the QFD process can turn out highly successful. If the project manager is aware of the time of the QFD it is additionally a good tool to focus all gathered information about the innovation concept and synthesize it to a product.

	~~"missing graph"~~		[[File:Risk Matrix.png‎‎‎‎\|frame\|center\|800x430px\|'''The Risk Matrix''']]

	The method of Risk assessment evaluates risks based on their severity of impact and their probability of occurrence. Many studies have shown that project managers are generally poor in estimating the risks in a quantitative way - therefore the proposed risk assessment to be used in the Fuzzy Front End represents a quantitative evaluation. [17] The quantitative risk assessment also avoids the effect of fictitious precision as can be created in alternative risk assessments like e.g. FMEA or the Monte Carlo Simulation.		The method of Risk assessment evaluates risks based on their severity of impact and their probability of occurrence. Many studies have shown that project managers are generally poor in estimating the risks in a quantitative way - therefore the proposed risk assessment to be used in the Fuzzy Front End represents a quantitative evaluation. [17] The quantitative risk assessment also avoids the effect of fictitious precision as can be created in alternative risk assessments like e.g. FMEA or the Monte Carlo Simulation.

Admin: /* Quality Function Deployment */

2017-08-09T12:31:21Z

Quality Function Deployment

← Older revision		Revision as of 12:31, 9 August 2017
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	After the market has been investigated, the needs identified and the technology for the development generally defined it is the task of the project team, guided by the project manager, to assure that they are translated into a tangible product. First the gathered information needs to be translated into functions and then integrated into the product concept. Literature finds multiple ways to realize this step however in practice organizations which apply the concept of Quality Function Deployment (QFD) reach high success rates with their products.		After the market has been investigated, the needs identified and the technology for the development generally defined it is the task of the project team, guided by the project manager, to assure that they are translated into a tangible product. First the gathered information needs to be translated into functions and then integrated into the product concept. Literature finds multiple ways to realize this step however in practice organizations which apply the concept of Quality Function Deployment (QFD) reach high success rates with their products.

	[[File:House of Quality.jpg‎‎‎‎\|frame\|center\|'''The House of Quality''']]		[[File:House of Quality.jpg‎‎‎‎\|frame\|center\|656x600px\|'''The House of Quality''']]