Project Management in the Fuzzy Front End - Revision history

Tkokotas at 00:14, 6 November 2018

2018-11-06T00:14:42Z

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			''Developed by Tabea Ramirez Hernandez''


	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 name=Tidd2013> Tidd, J. & Bessant, J. (2013). <i>Managing Innovation - Integrating Technological, Market and Organizational Change, </i>John Wiley & Sons Ltd, 5th Edition, p.405-412, UK, ISBN 978118360637 </ref> 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. <ref name=Increm>Herstatt, C., Verworn, B. (2001). <i>The "Fuzzy Front End" of Innovations, </i>Technical University of Hamburg, Retrieved 12.09.2016, [https://tubdok.tub.tuhh.de/bitstream/11420/107/1/Arbeitspapier_4.pdf Available Online]</ref> 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 name=Tidd2013> Tidd, J. & Bessant, J. (2013). <i>Managing Innovation - Integrating Technological, Market and Organizational Change, </i>John Wiley & Sons Ltd, 5th Edition, p.405-412, UK, ISBN 978118360637 </ref> 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. <ref name=Increm>Herstatt, C., Verworn, B. (2001). <i>The "Fuzzy Front End" of Innovations, </i>Technical University of Hamburg, Retrieved 12.09.2016, [https://tubdok.tub.tuhh.de/bitstream/11420/107/1/Arbeitspapier_4.pdf Available Online]</ref> 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.

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	* 21 / Cooper, R.G., Sommer, A.F. (2016). The Agile-Stage Gate Hybrid Model: a Promising New Approach and a new Research Opportunity, Journal of Product Innovation Management, Vol. 33, Issue 5., Retrieved 14.09.2016		* 21 / Cooper, R.G., Sommer, A.F. (2016). The Agile-Stage Gate Hybrid Model: a Promising New Approach and a new Research Opportunity, Journal of Product Innovation Management, Vol. 33, Issue 5., Retrieved 14.09.2016
	'''Annotation:''' This paper questions the typical approach to innovation management, i.e. the Stage-Gate-process. It focuses on how to create agility within the ridgit structures of companies and the benefits of flexibility regarding innovations. Here the SCRUM-Method is introduced which bases, as explained in the article, on several small interactions and fast imperfect prototypes to be testes immediately with the customer to get feedback.		'''Annotation:''' This paper questions the typical approach to innovation management, i.e. the Stage-Gate-process. It focuses on how to create agility within the ridgit structures of companies and the benefits of flexibility regarding innovations. Here the SCRUM-Method is introduced which bases, as explained in the article, on several small interactions and fast imperfect prototypes to be testes immediately with the customer to get feedback.

			[[Category:Purpose]][[Category:Scope]]

Tkokotas at 15:32, 4 November 2018

2018-11-04T15:32:05Z

← Older revision		Revision as of 15:32, 4 November 2018
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	~~Developed by~~

	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 name=Tidd2013> Tidd, J. & Bessant, J. (2013). <i>Managing Innovation - Integrating Technological, Market and Organizational Change, </i>John Wiley & Sons Ltd, 5th Edition, p.405-412, UK, ISBN 978118360637 </ref> 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. <ref name=Increm>Herstatt, C., Verworn, B. (2001). <i>The "Fuzzy Front End" of Innovations, </i>Technical University of Hamburg, Retrieved 12.09.2016, [https://tubdok.tub.tuhh.de/bitstream/11420/107/1/Arbeitspapier_4.pdf Available Online]</ref> 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 name=Tidd2013> Tidd, J. & Bessant, J. (2013). <i>Managing Innovation - Integrating Technological, Market and Organizational Change, </i>John Wiley & Sons Ltd, 5th Edition, p.405-412, UK, ISBN 978118360637 </ref> 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. <ref name=Increm>Herstatt, C., Verworn, B. (2001). <i>The "Fuzzy Front End" of Innovations, </i>Technical University of Hamburg, Retrieved 12.09.2016, [https://tubdok.tub.tuhh.de/bitstream/11420/107/1/Arbeitspapier_4.pdf Available Online]</ref> 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.

Tkokotas at 15:27, 4 November 2018

2018-11-04T15:27:29Z

← Older revision		Revision as of 15:27, 4 November 2018
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			Developed by

	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 name=Tidd2013> Tidd, J. & Bessant, J. (2013). <i>Managing Innovation - Integrating Technological, Market and Organizational Change, </i>John Wiley & Sons Ltd, 5th Edition, p.405-412, UK, ISBN 978118360637 </ref> 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. <ref name=Increm>Herstatt, C., Verworn, B. (2001). <i>The "Fuzzy Front End" of Innovations, </i>Technical University of Hamburg, Retrieved 12.09.2016, [https://tubdok.tub.tuhh.de/bitstream/11420/107/1/Arbeitspapier_4.pdf Available Online]</ref> 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 name=Tidd2013> Tidd, J. & Bessant, J. (2013). <i>Managing Innovation - Integrating Technological, Market and Organizational Change, </i>John Wiley & Sons Ltd, 5th Edition, p.405-412, UK, ISBN 978118360637 </ref> 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. <ref name=Increm>Herstatt, C., Verworn, B. (2001). <i>The "Fuzzy Front End" of Innovations, </i>Technical University of Hamburg, Retrieved 12.09.2016, [https://tubdok.tub.tuhh.de/bitstream/11420/107/1/Arbeitspapier_4.pdf Available Online]</ref> 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.

S152377: /* Delphi-Method */

2016-09-25T15:22:24Z

Delphi-Method

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	The Delphi method can either be used in cases of high uncertainty or for long time horizons and is typically applied in the "search"-phase of the Stage-Gate Process. Because it bases on the opinion of experts it is key to choose them carefully and be fully aware of their level and area of expertise. Based on the type of experts present the facilitator of the Delphi method can choose and structure the questions accordingly. The initial step of the Delphi method is a postal survey about what the experts identify as the future key issues and their future developments. The results are then analyzed and a more tailored questionnaire is send out to them again. This procedure is repeated until some kind of convergence in the answer of the experts is revealed. The process typically ends if a range of experts agrees upon the probability of certain events by a quoted time. If no consenus can be reached this method can still provide important information. Special attention should be payed to the cases which differ dramatically from the common opinion since these experts could have valuable information for their stand-point. Using this method direct contact between the experts can be avoided. This way mutual power or reputation influence on each other, reluctance to admit errors or the need to conform with a group can be avoided.		The Delphi method can either be used in cases of high uncertainty or for long time horizons and is typically applied in the "search"-phase of the Stage-Gate Process. Because it bases on the opinion of experts it is key to choose them carefully and be fully aware of their level and area of expertise. Based on the type of experts present the facilitator of the Delphi method can choose and structure the questions accordingly. The initial step of the Delphi method is a postal survey about what the experts identify as the future key issues and their future developments. The results are then analyzed and a more tailored questionnaire is send out to them again. This procedure is repeated until some kind of convergence in the answer of the experts is revealed. The process typically ends if a range of experts agrees upon the probability of certain events by a quoted time. If no consenus can be reached this method can still provide important information. Special attention should be payed to the cases which differ dramatically from the common opinion since these experts could have valuable information for their stand-point. Using this method direct contact between the experts can be avoided. This way mutual power or reputation influence on each other, reluctance to admit errors or the need to conform with a group can be avoided.

	Although the Delphi-Method has shown to be very useful a project manager cannot rely alone on this tool. It should be used in an individual composition together with other tools to gain a holistic insight into the market and the current technological possibilities. Furthermore since it is a tool that relies strongly on human capabilities the outcome of the Delphi-Session depends a lot on the experts invited and the moderator being able to extract their knowledge from them. Furthermore special attention needs to be payed to the design of the questionnaires to NOT influence the outcome through a certain form of asking. In poor cases key customer needs can be missed because the experts invited do not have the necessary insights into the customer, the group collaboration suppresses opinions of members or the moderator is not able to see the value in the contributed suggestions of the members and hence the idea is dismissed. With sufficient experience of the project manager, suitable design of the questionnaires and resources all the shortcomings of the Delphi method can be overcome however and ~~it represents~~ a powerful tool ~~for~~ .		Although the Delphi-Method has shown to be very useful a project manager cannot rely alone on this tool. It should be used in an individual composition together with other tools to gain a holistic insight into the market and the current technological possibilities. Furthermore since it is a tool that relies strongly on human capabilities the outcome of the Delphi-Session depends a lot on the experts invited and the moderator being able to extract their knowledge from them. Furthermore special attention needs to be payed to the design of the questionnaires to NOT influence the outcome through a certain form of asking. In poor cases key customer needs can be missed because the experts invited do not have the necessary insights into the customer, the group collaboration suppresses opinions of members or the moderator is not able to see the value in the contributed suggestions of the members and hence the idea is dismissed. With sufficient experience of the project manager, suitable design of the questionnaires and resources all the shortcomings of the Delphi method can be overcome however and represent a powerful tool.

	==== Quality Function Deployment ====		==== Quality Function Deployment ====

S152377: /* Conclusion and Outlook of the Project Management in the Fuzzy Front End */

2016-09-25T14:55:07Z

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

← Older revision		Revision as of 14:55, 25 September 2016
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	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.

	The proposed process for managing the Fuzzy Front End can hence only represent an orientation and has to be tailored to every individual project. Not only because every innovation brings an individual set of uncertainties, but also because the humans engaged may require different management skills. This means that during the Fuzzy Front End a variety of tools needs to be applied. In some cases these may be the same as in the process proposed, in others non of the methods may be used. Generally spoken the composition of the Delphi-Method, to deal with market and technology uncertainties, QFD, to convert the customer needs and technical requirements into a final product appealing to the organization, and Risk Assessment, to pin down all remaining risks and develop strategies to handle them, can represent a process suitable for most innovations. The final process proposed for Project Management in the Fuzzy Front End can be seen in Figure 5.		The proposed process for managing the Fuzzy Front End can hence only represent an orientation and has to be tailored to every individual project. Not only because every innovation brings an individual set of uncertainties, but also because the humans engaged may require different management skills. This means that during the Fuzzy Front End a variety of tools needs to be applied. In some cases these may be the same as in the process proposed, in others non of the methods may be used. The three methods do not represent the whole set of tasks. Thus every company has to conduct a market analysis even though it is not mentioned here. These methods should be seen as key tasks during the Fuzzy Front End. Generally spoken the composition of the Delphi-Method, to deal with market and technology uncertainties, QFD, to convert the customer needs and technical requirements into a final product appealing to the organization, and Risk Assessment, to pin down all remaining risks and develop strategies to handle them, can represent a process suitable for most innovations. The final process proposed for Project Management in the Fuzzy Front End can be seen in Figure 5.

	Recent research to enable the company to more flexibility is connected with the product development method SCRUM. This method bases on short iterations and the achievement of fast, still imperfect products, which can then be tested with users right away. <ref name=SCRUM>Cooper, R.G., Sommer, A.F. (2016). <i>The Agile-Stage Gate Hybrid Model: a Promising New Approach and a new Research Opportunity, </i>Journal of Product Innovation Management, Vol. 33, Issue 5., Retrieved 14.09.2016, [http://onlinelibrary.wiley.com/doi/10.1111/jpim.12314/full Available Online]</ref> Further research and investigation could be connected to the project management with the SCRUM method and how it could take the fuzziness out of the Fuzzy Front End.		Recent research to enable the company to more flexibility is connected with the product development method SCRUM. This method bases on short iterations and the achievement of fast, still imperfect products, which can then be tested with users right away. <ref name=SCRUM>Cooper, R.G., Sommer, A.F. (2016). <i>The Agile-Stage Gate Hybrid Model: a Promising New Approach and a new Research Opportunity, </i>Journal of Product Innovation Management, Vol. 33, Issue 5., Retrieved 14.09.2016, [http://onlinelibrary.wiley.com/doi/10.1111/jpim.12314/full Available Online]</ref> Further research and investigation could be connected to the project management with the SCRUM method and how it could take the fuzziness out of the Fuzzy Front End.

S152377: /* Conclusion and Outlook of the Project Management in the Fuzzy Front End */

2016-09-25T14:51:28Z

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

← Older revision		Revision as of 14:51, 25 September 2016
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	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.

	The proposed process for managing the Fuzzy Front End can hence only represent an orientation and has to be tailored to every individual project. Not only because every innovation brings an individual set of uncertainties, but also because the humans engaged may require different management skills. The final process proposed for Project Management in the Fuzzy Front End can be seen in Figure 5.		The proposed process for managing the Fuzzy Front End can hence only represent an orientation and has to be tailored to every individual project. Not only because every innovation brings an individual set of uncertainties, but also because the humans engaged may require different management skills. This means that during the Fuzzy Front End a variety of tools needs to be applied. In some cases these may be the same as in the process proposed, in others non of the methods may be used. Generally spoken the composition of the Delphi-Method, to deal with market and technology uncertainties, QFD, to convert the customer needs and technical requirements into a final product appealing to the organization, and Risk Assessment, to pin down all remaining risks and develop strategies to handle them, can represent a process suitable for most innovations. The final process proposed for Project Management in the Fuzzy Front End can be seen in Figure 5.

	Recent research to enable the company to more flexibility is connected with the product development method SCRUM. This method bases on short iterations and the achievement of fast, still imperfect products, which can then be tested with users right away. <ref name=SCRUM>Cooper, R.G., Sommer, A.F. (2016). <i>The Agile-Stage Gate Hybrid Model: a Promising New Approach and a new Research Opportunity, </i>Journal of Product Innovation Management, Vol. 33, Issue 5., Retrieved 14.09.2016, [http://onlinelibrary.wiley.com/doi/10.1111/jpim.12314/full Available Online]</ref>		Recent research to enable the company to more flexibility is connected with the product development method SCRUM. This method bases on short iterations and the achievement of fast, still imperfect products, which can then be tested with users right away. <ref name=SCRUM>Cooper, R.G., Sommer, A.F. (2016). <i>The Agile-Stage Gate Hybrid Model: a Promising New Approach and a new Research Opportunity, </i>Journal of Product Innovation Management, Vol. 33, Issue 5., Retrieved 14.09.2016, [http://onlinelibrary.wiley.com/doi/10.1111/jpim.12314/full Available Online]</ref> Further research and investigation could be connected to the project management with the SCRUM method and how it could take the fuzziness out of the Fuzzy Front End.

	Further research and investigation could be connected to the project management with the SCRUM method and how it could take the fuzziness out of the Fuzzy Front End.

	== References ==		== References ==

S152377: /* Limitations of the Project Management in the Fuzzy Front End */

2016-09-25T14:46:40Z

Limitations of the Project Management in the Fuzzy Front End

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	== Limitations of the Project Management in the Fuzzy Front End ==		== Limitations of the Project Management in the Fuzzy Front End ==

	Even though parallels could be found in the technological and market aspect e.g. in the development of cell-phones for Apple or Samsung, the ~~project manager has~~ to ~~deal with~~ the ~~human factor~~ in ~~his team~~ just ~~as well. All~~ tools ~~mentioned can only be as good as~~ the ~~humans applying them and~~ Delphi~~, QFD~~ and Risk Assessment ~~have to be seen in the greater context of a variety of tools applied~~ in the Fuzzy Front End~~. This may represent hi greatest limitation of all tool together~~.		The project management of the Fuzzy Front End requires an individual approach for every innovation. This is due to the characteristic of innovations - the creation of something new. Even though parallels could be found in the technological and market aspect e.g. in the development of cell-phones for Apple or Samsung, individual features of the product will differ in the end but may lead resemble the key unique selling proposition. It therefore resembles a great challenge to identify the "right" way to manage projects in the Fuzzy Front End. Even though a process has just been proposed individual cases may differ - either by not needing certain tools (like the Delphi Method if the technological and market uncertainties are very low) or by requiring methods which investigate more detailed (like e.g. the Monte Carlo Simulation for the Risk Assessment). The project manager in the Fuzzy Front End has to decide which tools to include based on an idea for an innovation.

	Additionally it is important that the tools should not be seen to deliver static results. The linear Stage-Gate-Process prevents that later insights of e.g. customer, market, technology, resources... can affect the initial stages. The therefore developed process with feedback systems is recommendable. Hence if e.g. the risk assessment shows that certain technological features create a risk to high for the company maybe the product concept has to be adapted. Nevertheless it is key for the project manager to be flexible. Because even though the process may take feedback into account challenges arise not only in the market or the technology but also at the individual human level or the organizational commitment. Stakeholder management tools can help to support the project management here.		Furthermore the project manager has to deal with the human factor in his team and the organization. All tools mentioned can only be as good as the humans applying them or engaged by them. Especially the methods proposed - Delphi, QFD and Risk Assessment - require experienced project managers. They have to be able to engage the "right" set of people, manage the group behavior and the results of the methods, since they can easily be poorly executed or over-executed, where not needed.

			Additionally it is important that the tools should not be seen to deliver static results. The linear Stage-Gate-Process prevents that later insights of e.g. customer, market, technology, resources... can affect the initial stages. The therefore developed process with feedback systems is recommendable. Hence if e.g. the risk assessment shows that certain technological features create a risk to high for the company maybe the product concept has to be adapted. Nevertheless it is key for the project manager to be flexible. Because even though the process may take feedback into account challenges arise not only in the market or the technology but also at the individual human level or the organizational commitment. Stakeholder management tools can help to support the project management here.

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

S152377: /* Conclusion and Outlook of the Project Management in the Fuzzy Front End */

2016-09-25T14:33:42Z

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

← Older revision		Revision as of 14:33, 25 September 2016
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	The proposed process for managing the Fuzzy Front End can hence only represent an orientation and has to be tailored to every individual project. Not only because every innovation brings an individual set of uncertainties, but also because the humans engaged may require different management skills. The final process proposed for Project Management in the Fuzzy Front End can be seen in Figure 5.		The proposed process for managing the Fuzzy Front End can hence only represent an orientation and has to be tailored to every individual project. Not only because every innovation brings an individual set of uncertainties, but also because the humans engaged may require different management skills. The final process proposed for Project Management in the Fuzzy Front End can be seen in Figure 5.

	Recent research to enable the company to more flexibility is connected with the product development method SCRUM. This method bases on short iterations and the achievement of fast, still imperfect products, which can then be tested with users right away. <ref name=SCRUM>Cooper, R.G., Sommer, A.F. (2016). <i>The Agile-Stage Gate Hybrid Model: a Promising New Approach and a new Research Opportunity, </i>Journal of Product Innovation Management, Vol. 33, Issue 5., Retrieved 14.09.2016, [http://onlinelibrary.wiley.com/doi/10.1111/jpim.12314/full Available Online]</ref> Further research and investigation could be connected to the project management with the SCRUM method and how it could take the fuzziness out of the Fuzzy Front End.		Recent research to enable the company to more flexibility is connected with the product development method SCRUM. This method bases on short iterations and the achievement of fast, still imperfect products, which can then be tested with users right away. <ref name=SCRUM>Cooper, R.G., Sommer, A.F. (2016). <i>The Agile-Stage Gate Hybrid Model: a Promising New Approach and a new Research Opportunity, </i>Journal of Product Innovation Management, Vol. 33, Issue 5., Retrieved 14.09.2016, [http://onlinelibrary.wiley.com/doi/10.1111/jpim.12314/full Available Online]</ref>

			Further research and investigation could be connected to the project management with the SCRUM method and how it could take the fuzziness out of the Fuzzy Front End.

	== References ==		== References ==

S152377: /* Conclusion and Outlook of the Project Management in the Fuzzy Front End */

2016-09-25T14:33:09Z

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

← Older revision		Revision as of 14:33, 25 September 2016
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	[[File:Project Mgmt in the Fuzzy Front End.png\|450px\|thumb\|right\|Figure 5: Project Management Model in the Fuzzy Front End <ref name=WIKIFuzzyProcess>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Project_Mgmt_in_the_Fuzzy_Front_End.png <i>Project Management in the Fuzzy Front End.</i>]</span> Retrieved 15.09.2016</ref>]]		[[File:Project Mgmt in the Fuzzy Front End.png\|450px\|thumb\|right\|Figure 5: Project Management Model in the Fuzzy Front End <ref name=WIKIFuzzyProcess>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Project_Mgmt_in_the_Fuzzy_Front_End.png <i>Project Management in the Fuzzy Front End.</i>]</span> Retrieved 15.09.2016</ref>]]

	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~~. Therefore the proposed process for managing the Fuzzy Front End can only represent an orientation and has to be tailored to every individual project~~.		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.

	The final process proposed for Project Management in the Fuzzy Front End can be seen in Figure 5.		The proposed process for managing the Fuzzy Front End can hence only represent an orientation and has to be tailored to every individual project. Not only because every innovation brings an individual set of uncertainties, but also because the humans engaged may require different management skills. The final process proposed for Project Management in the Fuzzy Front End can be seen in Figure 5.

	Recent research to enable the company to more flexibility is connected with the product development method SCRUM. This method bases on short iterations and the achievement of fast, still imperfect products, which can then be tested with users right away. <ref name=SCRUM>Cooper, R.G., Sommer, A.F. (2016). <i>The Agile-Stage Gate Hybrid Model: a Promising New Approach and a new Research Opportunity, </i>Journal of Product Innovation Management, Vol. 33, Issue 5., Retrieved 14.09.2016, [http://onlinelibrary.wiley.com/doi/10.1111/jpim.12314/full Available Online]</ref> Further research and investigation could be connected to the project management with the SCRUM method and how it could take the fuzziness out of the Fuzzy Front End.		Recent research to enable the company to more flexibility is connected with the product development method SCRUM. This method bases on short iterations and the achievement of fast, still imperfect products, which can then be tested with users right away. <ref name=SCRUM>Cooper, R.G., Sommer, A.F. (2016). <i>The Agile-Stage Gate Hybrid Model: a Promising New Approach and a new Research Opportunity, </i>Journal of Product Innovation Management, Vol. 33, Issue 5., Retrieved 14.09.2016, [http://onlinelibrary.wiley.com/doi/10.1111/jpim.12314/full Available Online]</ref> Further research and investigation could be connected to the project management with the SCRUM method and how it could take the fuzziness out of the Fuzzy Front End.

S152377: /* Conclusion and Outlook of the Project Management in the Fuzzy Front End */

2016-09-25T14:29:40Z

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

← Older revision		Revision as of 14:29, 25 September 2016
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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\|~~500px~~\|thumb\|right\|Figure 5: Project Management Model in the Fuzzy Front End <ref name=WIKIFuzzyProcess>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Project_Mgmt_in_the_Fuzzy_Front_End.png <i>Project Management in the Fuzzy Front End.</i>]</span> Retrieved 15.09.2016</ref>]]		[[File:Project Mgmt in the Fuzzy Front End.png\|450px\|thumb\|right\|Figure 5: Project Management Model in the Fuzzy Front End <ref name=WIKIFuzzyProcess>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Project_Mgmt_in_the_Fuzzy_Front_End.png <i>Project Management in the Fuzzy Front End.</i>]</span> Retrieved 15.09.2016</ref>]]

	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. Therefore the proposed process for managing the Fuzzy Front End can only represent an orientation and has to be tailored to every individual project.		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. Therefore the proposed process for managing the Fuzzy Front End can only represent an orientation and has to be tailored to every individual project.