Product development

1. Chapter one- introduction The cost of product development

is roughly proportional to the number of people on the project team and to the duration of the project. Different duration for different projects.

1. Chapter one- introduction A for-profit manufacturing company

is the most common institutional setting for product development, but sometimes teams work within consulting firms, universities and nonprofit organizations.

7. Chapter seven- Concept generation A concept is a concise description of how the product will satisfy the customer needs. Concept generation is relatively inexpensive and can be done quickly in comparison to the rest of the whole development process. The concept generation process begins with a set of customer needs and target specifications and results in a set of product concepts of which the team will make a final selection. A structured approach to concept generation reduces the incidence of the following problems:

- Consideration of only one or two alternatives. - Failure carefully the usefulness of concepts - Involvement of only one or two people in the process. -> Lack of confidence in group. - Ineffective integration of promising partial solutions. - Failure to consider entire categories of solutions.

4. Chapter four - Product Planning Step 5: Reflect on the Results and the Process

- Is the opportunity funnel collecting an exciting and diverse set of product opportunities? - Does the product plan support the competitive strategy of the firm? FLERA FÖRSLAG TILL

18. Chapter 18 - Managing Projects Sequential, Parallel, and Coupled Tasks Projects consist of tasks linked to each other by dependencies. The three basic types of task dependencies are:

(a) sequential - Dependencies impose a sequential order in which the tasks must be completed. (b) parallel - The middle two tasks are parallel because they are both dependent on the same task but are independent of each other. (c) coupled - Coupled tasks are mutually dependent; each task requires the result of the other tasks in order to be completed. Coupled tasks either must be executed simultaneously or iteratively because they are mutually dependent.

8. Chapter eight- Concept selection A structured concept selection method offers the following potential benefits:

- A customer-focused product: The selected concept is likely to be focused on the customer. - A competitive design: Designers push the design to match or exceed their competitors' performance along key dimensions. - Better product-process coordination: With respect to manufacturing criteria improves the product's manufacturability and helps to match the product with the process capabilities. - Reduced time to product introduction: A structured method becomes a common language that can result in faster communication and fewer false starts. - Effective group decision making: A structured method encourages decision making based on objective criteria and minimizes the likelihood that arbitrary (godtycklig) or personal factors influence the product concept. - Documentation of the decision process: A structured method results in a readily understood archive to support the concept decisions.

10. Chapter ten - Product Architecture Types of Architecture two different

- Chunks implement one or a few functional elements. - Interaction between chunks are well defined and fundamental to the primary functions of the product. Integral - (Opposite of modular) - exhibits one or more - properties: Functional elements of the product are implemented using more than one chunk . - A single chunk implements many functional elements. - The interactions between chunks are ill defined and may be incidental to the primary functions of the products.

4. Chapter four - Product Planning Step 4: Complete Pre-Project Planning The firm sets together a group (Core team) with wide range of technical expertise, marketing, manufacturing, and service functions. They do the following

- Mission Statements - Assumptions and Constraints -Staffing and Other Pre-Project Planning Activities

9. Chapter nine - Concept Testing Concept testing - closely related to - concept selection (ch. 8) What´s the difference?

- both activities aim to narrow the set of concepts under consideration - differs in that concept testing based on data gathered from potential customers and relies less on judgements made by the development team

2. Chapter two- Development processes and organizations A generic product development process consists of six phases. They all follow the three central functions you earlier read about; Marketing, design, manufacturing and now also "other functions". The six phases are:

0. Planning Define market segments, assess new technologies, set supply chain strategy, set up a finance plan and allocate project resources. 1. Concept development Find the needs of the target market, identify lead users, analyze the market, build and test experimental prototypes, estimate manufacturing cost and economic analysis and patent investigation. Concept generation, concept selection, concept testing. 2. System-level design Develop plan for product options and extended product family, refine industrial design, identify suppliers for key components and identify service issues. 3. Detail design Develop marketing plan, choose materials, assign tolerances, design tooling, define quality assurance processes. 4. Testing and refinement Develop promotion and launch materials, test overall performance, reliability, durability, implement design changes, refine fabrication and quality assurance processes and develop a sales plan. 5. Production Ramp-up Place early production with key customers, evaluate early production output, begin full operation of production system and conduct post-project review.

4. Chapter four - Product Planning Step 2: Evaluate and Prioritize Projects Four basic perspectives:

1) Competitive Strategy a) Technology leadership: research and development of technologies and deployment of these technologies throughout the product development process b) Cost leadership: production efficiency - low-cost labour, better management of production system, using superior manufacturing methods c) Customer focus: work closely with new and existing customers to assess their changing needs and preferences d) Imitative: closely following trends in the market 2) Market Segmentation 3)Technological Trajectories (Finns att läsa vid intresse) 4)Product Platform Planning Se bild och kapitel 10

9. Chapter nine - Concept Testing Seven step method for testing product concepts:

1) Define the purpose of the concept test - Which of several alternative concepts should be pursued? - How can the concept be improves to better meet customer needs? 2) Choose a survey population TABELL: Factors favoring a smaller sample size Factors favoring a larger sample size 3) Choose a survey format Face-to-face Telephone Postal mail E-mail Internet 4) Communicate the concept (Of course closely connected to "choice of survey format") Verbal description Sketch Photos and renderings (ex CAD) Storyboard - sequence of actions involving product (ex foldable, transportable) Poopy time Video Simulation - software that mimics function or interactive features of product Interactive multimedia - combines video, simulation, photos, audio and so on Physical appearance models - low-cost models (often polymeric 3D printed or wood) Working prototypes - Risky since the respondents will equate prototype with finished product 5) Measure the customer response aims to get following information: - definitely would buy - probably would buy - Might or might not buy -.... 6) Interpret the results - Läs om ni är intresserade. Det finns en del ekonomiska kalkyler man kan göra typ. 7) Reflect on the results and the process Three key variables in the forecasting model - the overall size of the market - the availability and awareness of the product - the fractions of -customers who are likely to purchase READ SUMMARY IN DOCUMENT sida 26

5. Chapter five- identifying customer needs Identifying customer needs - five-step methods

1) Gather raw data from customers 2) Translate the raw data in terms of customer needs. 3) Organize the needs into primary, secondary and (if necessary) tertiary needs. 4) Establish the relative importance of the needs. 5) Reflect on the results and the process.

4. Chapter four - Product Planning Developing a product plan and project mission statements - Five step method

1) Identify opportunities Möjlighet 2) Evaluate and prioritize projects Utvärdera/prioritera 3) Allocate resources and plan timing Resursallokering/tidsplan 4) Complete pre-project planning Färdigställ projektplan 5) Reflect on the results and the process Reflektion

6. Chapter six- Product specifications A process of 4 steps to establish the target specifications:

1) Prepare the list of metrics. - Most useful metrics are those that are as close as possible to the customer needs. Ideal case: "One metric per need" 2) Collect competitive benchmarking information. - The target specifications are the language the team uses to discuss and agree on the detailed positioning of its product relative to existing products. 3) set ideal and marginally acceptable target values. - Two types of target values are useful: an ideal value and a marginally acceptable value. Five ways to express the values of metrics: 4) reflect on the results and the process. - Reflection is good to ensure that the results are in the line with the goals of the project. "Should the team consider offering multiple products or options for the product in order to best match the particular needs of more than one market segment? Are any specifications missing?

8. Chapter eight- Concept selection The book present a two-stage concept selection methodology, concept screening and concept scoring. The both stages follows a six-step process that leads the team through concept selection activity. The steps are: Also explain Concept screening and concept scoring

1. Prepare the selection matrix. 2. Rate the concepts. 3. Rank the concepts. 4. Combine and improve the concepts. 5. Select one or more concepts. 6. Reflect on the result and the process Concept screening The purpose with this stage is to narrow the number of concepts quickly and to improve the concepts. All team members should be comfortable with the outcome. + TABELL Concept scoring This stage is used when increased resolution will better differentiate among competing concepts. In this stage, the team weighs the relative importance of the selection criteria and focuses on more refined comparisons with respect to each criterion. Stage 1,2,3 i dokument?? förstår ej.

18. Chapter 18 - Managing Projects Team Staffing and Organization Criterias determining the speed with which a team will complete product development:

1. There are 10 or fewer members of the team. 2. Members volunteer to serve on the team. 3. Members serve on the team from the time of concept development until product launch. 4. Members are assigned to the team full-time. 5. Members report directly to the team leader. 6. The key functions, including at least marketing, design, and manufacturing, are on the team. 7. Members are located within conversational distance of each other. Small teams more efficient than large ones. However, the downside of too small teams: 1. Specialized skills are often required to complete the project. 2. One or more key team members may have other unavoidable responsibilities. 4. The work required to complete tasks on the project is not constant over time. In general, the work requirement increases steadily until the beginning of production ramp-up and then begins to taper off. As a result, the team will generally have to grow in size as the project progresses.

10. Chapter ten - Product Architecture What is product architecture?

A product can be thought of in both functional and physical terms. The functional elements of a product are the individual operations and transformations that contribute to the overall performance of the product.

8. Chapter eight- Concept selection Caveats (varning, Nackdelar) How to avoid problems?

Caveats (varning, Nackdelar) - Decomposition of concept quality The quality of some product concepts may not be easily decomposed into a set of independent criteria. Selection criteria is "customer needs".For example, the overall appeal or performance of a tennis racquet design may arise in a highly complex way from its weight, ease of swinging, shock transmission, and energy absorption. Simply choosing a concept based on the sum of performance relative to each criterion may fail to capture complex relationships among these criteria. - Subjective criteria: The team should instead narrow the alternatives to three or four and then solicit the opinions of representative customers from the target market for the product. - To facilitate improvement of concepts: It is useful to identify any features that could be applied to other concepts, as well as issues that could be addressed to improve the concept. Where to include cost: "ease of manufacturing" and "manufacturing cost" are not customer needs. The only reason customers care about manufacturing cost is that it establishes the lower bound on sale price. Important to factor when choosing a concept because it's one of the factors determining the economic success of the product. Selecting elements of aggregate concepts: The simple elements can be evaluated first and in an independent fashion before the more complex concepts are evaluated. Applying concept selection throughout the development process: Once the basic approach had been determined, concept selection could be used to choose the basic product concept.

1. Chapter one- introduction Four characteristics that lead to dysfunctional product development teams are:

Lack of empowerment of the team, Functional allegiances transcending project goals, Inadequate resources, Lack of cross-functional representation on the project team

5. Chapter five- identifying customer needs Step 2: Interpret raw data in terms of customer needs Customer needs are expressed as written statements and are based on the raw data. How to write need statements:

Express the need in terms of what the product has to do, not in terms of how it might do it. Express the need as specifically as the raw data. To avoid lost information. Use positive, not negative, phrasing. Express the need as an attribute of the product Avoid the words MUST and SHOULD. Imply a level of importance for the need. The list of customer needs is the superset of all the needs elicited from all the interviewed customers in the target market. In some cases customers will have expressed conflicting needs, but simply document it and do not attempt to resolve it.

10. Chapter ten - Product Architecture Establishing the Architecture - (Läs om respektive stegmetod vid intresse - Mycket blajj)

Four-step method to structure the decision process: 1) Create a schematics of the product - Fewer than 30 elements in the schematic 2) Cluster the elements of the schematic 3) Create a rough geometric layout 4) Identify the fundamental and incidental interactions

The most appropriate choice of organizational structure depends on which organizational performance factors are most critical to success.

Functional organizations tend to breed specialization and deep expertise in the functional areas. Project organizations tend to enable rapid and effective coordination among diverse functions. Matrix organizations, being hybrids, have the potential to exhibit some of each of these characteristics. The classic trade-off between functional organizations and project organizations is between deep functional expertise and coordination efficiency.

6. Chapter six- Product specifications Target specifications

Goals of the development team, describing a product that the team believes would succeed in the marketplace. Later will be refined based on the limitations of the product concept.

2. Chapter two- Development processes and organizations The matrix organization was created as a hybrid of functional and project organizations. They are linked to each other in both ways. There are two variants of the matrix organization and they are:

Heavyweight project organization: Contains strong project links. The project manager has complete budget authority and make the most of the major resource allocation decisions. Lightweight project organization: Weaker project links. The project manager is more of a coordinator and administrator. The manager updates schedules, arranges meetings but has no real authority and control in the project organization.

2. Chapter two- Development processes and organizations: The concept development process includes the following activities:

Identify customer needs: Understand customer needs and to effectively communicate them to the development team. Establishing target specifications: Provides a precise description of what a product has to do. Concept generation: The goal is to explore the space of product concepts that may address the customer needs. Concept selection: The product concepts are analyzed and eliminated to identify the most promising concept. Concept testing: One or more concepts are then tested to verify that the customer needs have been met. Setting final specifications: The target specifications set earlier in the process are revisited after a concept has been selected and tested. Project planning: In this final activity of concept development, the team creates a detailed development schedule and identifies the resources required to complete the project. Economic analysis: The team builds an economic model for the new product. Benchmarking of competitive products: An understanding of competitive products is critical to successful positioning of a new product and can provide a rich source of ideas for the product and production process design. Modeling and prototyping: Every stage of the concept development process involves various forms of models and prototypes. These may include early "proof-of-concept" models.

1. Chapter one- introduction Three central functions to a product development project:

Marketing, Design, Manufacturing

6. Chapter six- Product specifications Explain Need, specifikation, metric and value

Need: "Customer want an installation of a product to be easy." Specifications: "The average time to assemble the product is less than 50 seconds." "Average time to assemble" = metric "Less than 50 seconds" = value

4. Chapter four - Product Planning Four Types of Product Development Projects

New product platforms: major development effort, new family of products based on new common platform Derivatives of existing product platforms: extends an existing product platform with one or more new products Incremental improvements to existing products: adding or modifying some features of existing products (ex. competition) Fundamentally new products: radically different product or production technologies, addresses new unfamiliar markets, high risk high reward

5. Chapter five- identifying customer needs Step 3: Organize the needs into hierarchy (6)

Organize the needs into primary needs, secondary needs and tertiary needs. A smart way to do that is to: 1) Print out or write each need statement on a separate card. 2) Eliminate redundant(överflödig) statements. 3) Group the cards according to the similarity of the needs they express. 4) Choose a label for each group. 5) Consider creating supergroups consisting of two to five groups. 6) Review and edit the organized needs statements. Note that no critical needs are also latent needs. This is because if a need were critical, customers would not be surprised or excited by it; they would expect it to be met.

18. Chapter 18 - Managing Projects PERT Charts

PERT (program evaluation and review technique) charts explicitly represent both dependencies and timing, in effect combining some of the information contained in the DSM and Gantt chart. Note that the PERT representation does not allow for loops or feedback and so cannot explicitly show iterative coupling (hence the grouping of the coupled tasks G,H,I, see below) Tasks conventionally proceed from left to right. SE TABELL

4. Chapter four - Product Planning Product Planning: Step 1: Identify Opportunities

Passively or explicitly (samla på sig kontinuerligt eller aktivt söka efter dem)

10. Chapter ten - Product Architecture Explain: Product Variety Component standardization Product Performance Delayed Differentiation Platform Planning Managing the Trade-Off between Differentiation and Commonality

Product Variety Refers to the range of product models a firm can produce within a particular time period in response to market demand. - Products build around modular architecture - more easily variedEx. standard chunks assembled in different combinations -> different variants Component standardization is the use of the same component or chunk in multiple products. - allows manufacturing of larger volumes of chunks - lowers costs -increased quality Product Performance how well a product implements its intended functions. Typically: Speed Efficiency Life Noise Accuarcy Delayed Differentiation Postponing the differentiation of a product until late in the supply chain may offer substantial reductions in the costs of operating the supply chain is called: delayed differentiation or simply postponement Platform Planning - Differentiation plan Represents the way in which multiple versions of the product will be different from the perspective of the customer and the market - Commonality plan Represents the ways in which the different versions of the product are the same physically Managing the Trade-Off between Differentiation and Commonality - The challenge in platform planning is to resolve the tension between the desire to differentiate the products (differentiation - customer demand) - and the desire for these products to share a substantial fraction of their components. (commonality - saving costs)

1. Chapter one- introduction Five specific dimensions used to assess the performance of a product development effort:

Product quality, Product cost, Development time, Development cost, Development capability --> High performance along these five dimensions should ultimately lead to economic success. Of course are others criteria important as well, such as including members of development team and other employees.

2. Chapter two- Development processes and organizations Product development organizations Successful firms must organize their product development staff to implement the process in an effective manner. A product development organization is the scheme by which individual designers and developers are linked together into groups.

Reporting relationships: Give rise to the classic notion of supervisor and subordinate. Financial arrangements: Individuals are linked by being part of the same financial entity (enhet). Physical layout: Links are created between individuals when they share the same office, floor, building or site.

4. Chapter four - Product Planning Step 3: Allocate Resources and Plan Timing Resource allocation Project Timing The Produkt plan

Resource Allocation Estimating the resources required for each project by month, quarter, or year forces the organization to face the realities of finite resources. Which projects are most important to the success of the firm? Adequate resources? Project Timing Determining the timing and sequence of projects, sometimes called pipeline management, must consider a number of factors, including: - Timing of product introductions: The sooner the better but launching before adequate quality can damage reputation of firm - Technology readiness: - Market readiness: Quick improvements - prizy for customers Releasing too slowly - risk lagging behind competitors - Competition: Anticipating competitors product releases - may require acceleration of development projects The Product Plan The set of projects approved by the planning process, sequenced in time, becomes the product plan. May include mix of: - fundamentally new products - platform projects - derivative projects

2. Chapter two- Development processes and organizations Different types of generic product development process.

SCHEMA

18. Chapter 18 - Managing Projects Gantt Charts

SE TABELL I SAMMANFATTNING The traditional tool for representing the timing of tasks is where the filled-in bars represent completed tasks. Tool to keep track of the completion of tasks. A Gantt chart does not explicitly display the dependencies among tasks, overlapping could be sequential, parallel or iteratively coupled.

10. Chapter ten - Product Architecture Types of modularity

Slot-modular architecture- Instrumental panel on a cara. Bus-modular architecture- for example, expansion cards for a personal computer. Sectional-modular architecture- Piping.

7. Chapter seven- Concept generation A five-step method for concept generation

Step 1: Clarify the problem - Developing a general understanding and then break the problem down into subproblems - This is called "problem decomposition". To make it clearer, a function diagram can be created. - Decomposition by sequence of user actions: Used for products with simple technical functions involving a lot of user interaction. - Decomposition by key customer needs The goal with the decomposition techniques is to divide a complex problem into simpler problems. Choose to work with the critical subproblems for the success of the product. Teams can usually agree quickly of which subproblems that need to be prioritized. Step 2: Search externally - This step is an information-gathering process. There are at least five good ways to gather information from external sources: lead user interviews, expert consultation, patent searches, literature searches and competitive benchmarking Step 3: Search internally - Use of personal and team knowledge to generate solution concepts. "Brainstorming". - It can be useful with both individual and group sessions. Group sessions is practical reason to guarantee that the group will devote a certain amount to the task. Hints for generating solution concepts Wish and wonder: Beginning a thought or comment with "I wish we could . . ." or "I wonder what would happen if . . ." helps to stimulate oneself or the group to consider new possibilities. These questions cause reflection on the boundaries of the problem. Use related stimuli: Reflection on someone else's ideas, most people are able to generate new ideas. Use unrelated stimuli: Random or unrelated stimuli can be effective in encouraging new ideas. Set quantitative goals: Some group may find quantitative goals useful as a motivating force. Use the gallery method: Display a large number of concepts for discussion and a way to merge individual and group efforts. Step 4: Explore systematically The concept classification tree is used to divide the entire space of possible solutions into several distinct classes. 1) Pruning: Here you can cut of branches in the tree that does not appear to have much merit. 2) Identification of independent approaches to the problem: Each branch of the tree can be considered a different approach to solving the problem. 3) Exposure of inappropriate emphasis on certain branches: Reflect on whether the effort applied to each branch has been right allocated. 4) Refinement of the problem decomposition for a particular branch Step 5: Reflect on the solutions and the process in concept generation - Questions to ask include: • Is the team developing confidence that the solution space has been fully explored? • Are there alternative function diagrams? • Are there alternative ways to decompose the problem? • Have external sources been thoroughly pursued? • Have ideas from everyone been accepted and integrated in the process?

6. Chapter six- Product specifications A process in five steps to set the final specifications

Step 1: Develop technical models of the product - "a technical model of the product is a tool for predicting the values of the metrics for a particular set of design decisions." Step 2: Develop a cost model of the product. - The goal of this step is to make sure that the product can be produced at the target cost. Step 3: Refine the specifications, making trade-offs where necessary. - The team has now a technical model and a cost model and can use these tools to develop a final specifications. Step 4: Flow down the specifications as appropriate. - When a team are developing a highly complex product consisting of multiple subsystems, the overall specifications need to "Flow down" to specifications for each subsystem. - One challenge is to ensure if specifications for the subsystems are achieved, the overall product specifications will be achieved. Step 5: Reflect on the results and the process. - Some questions the team may want to consider: Is the product a winner?

5. Chapter five- identifying customer needs The mission statement

TABELL + Before beginning the development project, the firm specifies a particular market opportunity and lays out the broad constraints and objectives for the project. This information is formalized as a mission statement. The mission statement specifies which direction to go in and is a result of the product planning activities.

18. Chapter 18 - Managing Projects Baseline Project Planning - The project plan is the roadmap for the remaining development effort. EXPLAIN: The Contract Book Project Task List Project Schedule Project Budget Project Risk Plan Modifying the Baseline Plan

The Contract Book - The results of the concept development phase plus the project plan. Represents an agreement between the development team and the senior management of the company about project goals, direction, and resource requirements. Key elements of the contract book: a task list, a project schedule, staffing requirements, a project budget, and a risk plan. Project Task List - Should contain from 50 to 200 items to be maximally useful during project planning. Estimates (based on previous experience) the effort required to complete each task, usually in units of person-hours, person-days, or person-weeks, depending on the size of the project. Ex: For a computer printer, each tasks corresponds to a week of work for a small group of people. Project Schedule Following steps are recommended to create a baseline project schedule: 1. Use the DSM or PERT chart to identify the dependencies among tasks. 2. Position the key project milestones (design reviews, prototypes etc) along a timeline in a Gantt chart. 3. Schedule the tasks, considering the project staffing and other critical resources. 4. Adjust the timing of the milestones to be consistent with the time required for the tasks. Project Budget The major budget items are staff, materials and services, project-specific facilities, and spending on outside development resources. The largest budget item is usually cost of staff, which is estimated by applying the loaded salary rates to the estimated time commitment of the staff. Loaded salaries - Two to three times the actual salary of a team member and include employee benefits and overhead. Early in the development project, uncertainty of both timing and costs are high, and the forecasts may only be accurate within 30 to 50 percent. In the later stages of the project the program uncertainty is reduced to perhaps 5 percent to 10 percent. For this reason some margin should be added to the budget as a contingency. Project Risk Plan 1) Identify risks that could affect the project's technical, financial, and schedule performance. 2) Prioritize the risks (combining severity and likelihood of each risk) 3) Act to minimize/eliminate the risk Modifying the Baseline Plan Revisit some of the assumption in the baseline plan and potentially choose to trade off. The team may also develop contingency plans in case certain risks cannot be overcome. The most common desired modification to the baseline plan is to compress the schedule.

5. Chapter five- identifying customer needs Step 4: Establish the relative importance of the needs

The list of step 3 may not provide any information on the relative importance that customers place on different needs. Therefor, the team will have to make trade-offs and allocate resources in designing the product. The team can choose to develop a set of surveys to ask a variety of customers each about different subsets of the needs list. A survey to find out the importance of the needs. Survey can lead to identifying the needs that are unique or unexpected. This information can be used to help the team identify latent needs.

18. Chapter 18 - Managing Projects The Critical Path

The longest chain of dependent tasks defines the critical path (thick line in PERT-chart), which dictates the minimum possible completion time of the project. A potential delay in D would result in delay of the entire project whereas a delay in E does not not necessarily (can afford 3 weeks delay without affecting the total project duration).

2. Chapter two- Development processes and organizations Particular individuals can be classified in two different ways according to:

Their function. (functional organizations) The project they work on (project organizations)

5. Chapter five- identifying customer needs Step 1: Gather raw data from customers

Three methods that are commonly used: - Interviews: Discusses needs with a single customer. - Focus groups: A moderator arrange a discussion with a group customers, that are paid. It's recorded and the development team can sometimes observe the group through a two-way mirror. - Observing the product use: Watching customers use an existing product or perform a task that can reveal important details about customer needs. Some practitioners also rely on written surveys and that can be useful later in the process. But they do not provide enough information about the use environment of the product. The final result of data-gathering phase of the process is a set of raw data, usually in the form of customer statements.

1. Chapter one- introduction Challenges of product development are for many people the interesting thing about product development:

Trade-offs, Dynamics, Details, Time pressure, Economics OTHERS: Creation, Satisfaction of societal and individual needs Team diversity Team spirit

10. Chapter ten - Product Architecture Motives for product change

Upgrade Addons Adaption Wear Consumption Flexibility in use Reuse

18. Chapter 18 - Managing Projects The Design Structure Matrix (DSM)

Useful tool for representing and analyzing task dependencies. Most useful when the tasks are listed in the order in which they are to be executed. DSM is usually Applied to complex systems such as automobiles and airplanes. SE TABELL I SAMMANFATTNING

1. Chapter one- introduction A project team

Usually has a single team leader. In order to work effectively, the core team remains small enough to meet in a conference room, while the extended team may consist of dozens, hundreds or more other members.

4. Chapter four - Product Planning Product Planning addresses the following questions:

What product development projects will be undertaken? What mix of new products and platforms should be pursued? How do the various projects relate to each other as a portfolio? What will be the timing and the sequence of the projects?

8. Chapter eight- Concept selection Concept selection is the process of evaluating concepts with respect to customer needs and other criteria, comparing the relative strengths and weaknesses of the concepts, and selecting one or more concepts for further investigation, testing, or development. All teams use some method for choosing a concept and the some methods teams uses are: Give examples..

• External decision: Concepts are turned over to the customer, client, or some other external entity for selection. • Product champion: An influential member of the product development team chooses a concept based on personal preference. • Intuition: The concept is chosen by its feel. Explicit criteria or trade-offs are not used. The concept just seems better. • Multivoting: Each member of the team votes for several concepts. The concept with the most votes is selected. • Web-based survey: Using an online survey tool, each concept is rated by many people to find the best ones. • Pros and cons: The team lists the strengths and weaknesses of each concept and makes a choice based upon group opinion. • Prototype and test: The organization builds and tests prototypes of each concept, making a selection based upon test data. • Decision matrices: The team rates each concept against pre specified selection criteria, which may be weighted.

5. Chapter five- identifying customer needs Reflect on the results and the process

• Have we interacted with all of the important types of customers in our target market? • Are we able to see beyond needs related only to existing products in order to capture the latent needs of our target customers? • Do we need to do follow-up interviews or surveys on special areas? • What do we know now that we didn't know when we started? Are we surprised by any of the needs? • Did we involve everyone within our own organization who needs to deeply understand customer needs? • How might we improve the process in future efforts?

2. Chapter two- Development processes and organizations: A well-defined development process is useful for the following reasons:

• Quality assurance: A development process specifies the phases a development project will pass through and the checkpoints along the way. When these phases and checkpoints are chosen wisely, following the development process is one way of assuring the quality of the resulting product. • Coordination: A clearly articulated development process acts as a master plan that defines the roles of each of the players on the development team. This plan informs the members of the team when their contributions will be needed and with whom they will need to exchange information and materials. • Planning: A development process includes milestones corresponding to the completion of each phase. The timing of these milestones anchors the schedule of the overall development project. • Management: A development process is a benchmark for assessing the performance of an ongoing development effort. By comparing the actual events to the established process, a manager can identify possible problem areas. • Improvement: The careful documentation and ongoing review of an organization's de- velopment process and its results may help to identify opportunities for improvement.