Abstract
This paper examines the relationship between formal product development management tools and actual business processes in a world class company, NCR, Dundee, Scotland, UK, whose manufactured products include significant associated computer software written and designed in-house. After providing some background to the company and the research project which has led to this paper, a detailed case study of the software design and development processes in NCR is presented. This is contrasted with the formal management approach NCR is endeavoring to follow. The authors identify some key inconsistencies between the two processes and consider the implications for improving the management of the concept generation process.
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