Stop chasing the Front End process — management of the early phases in product development projects
- 作者：Nobelius ; Dennis ; Trygg ; Lars
- 关键词：Front End processes ; Product development
- 刊名：International Journal of Project Management
- 出版年：2002
- 期刊代码：30_02637863
- 类别：bus
- 出版时间：July, 2002
- 卷：20
- 期：5
- 页码：331-340
- 文件大小：296 K
摘要
The early stages of the product development process have drawn a great deal of attention over the past few years. Prior research has especially singled out these early activities in the pursuit for competitiveness in the future. Previous research, as well as practitioners, has focused on a number of different issues related with the early phases. This has, though, all been done with the underlying aim to develop one optimal process for the opening stages (often referred to as the fuzzy Front End). This paper questions the appropriateness of the current working methods and process work by analyzing the early phases to determine the appropriateness of using one Front End model. Three development projects with different characteristics have been empirically explored in this study. The projects studied showed differentiated Front End processes with respect to activities performed and task sequences, as well as relative time duration and perceived importance of individual tasks. Hence, the findings indicate that there is less use chasing and mapping out the Front End process applicable for the pre-project phase. The findings indicate the need for more managerial flexibility in the pre-project phases. Flexibility is needed in the form of staffing, priorities, and advanced planning of activities. The findings further reveal the need for early on choosing several proper Front End routes, later to be screened, communicated and shared. A basic model to assist a suggested Front End team in this process is proposed.