Abstract
AbstractIntegrated product development (IPD) and concurrent engineering (CE) have been utilized by numerous companies to quickly and efficiently develop products. IPD makes use of analysis and product teams to address specific aspects of a product's design. Each team is allocated a portion of the overall budget, and in return is completely responsible for that aspect of the product, including cost, schedule, staffing, and product deliveries. However, simply forming and empowering a team will not necessarily produce quick and efficient product development. A “road map”, established top‐down from management, and worked bottom‐up by the teams is required to provide coordination during the design and development of the product. This “road map” is contained in the results of a NASA‐wide activity to establish common processes, products, and terminology in the management of technical programs and projects.
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