Success Factors In Product Development Research Articles

Implementation User-Centered Design in Agile Software Development: Systematic Literature Review

Agile is one of the commonly adopted methodologies in software development to achieve continuous development and meet customer satisfaction. The popularity of Agile has led to some research on the challenges faced when implemented in software development. The current era of user satisfaction is one of the success factors in product development using Agile. In this study, further research is carried out regarding the challenges in using Agile Software Development (ASD) and mapping solutions by combining it with the User-Centered Design (UCD) method. This research is presented using a systematic literature review method by reviewing 61 literatures. The results found that the combination of these two methods solved challenges related to the process implementation (16%) and in terms of product (18%), especially scope and requirement. These results provide practitioners and academicians with an understanding of ASD challenges and recommendations to deal with the challenges by combining with the UCD method.

Success Factors for Product Development and New Product Launch Projects

The paper discusses the success factors influencing product development design and product launch projects. The lives of people and businesses have been threatened and affected by the global COVID-19 pandemic for more than two years. Knowing these factors can help us make the right decisions and develop an effective project plan and matrix. Nowadays, project management is a very important part of work in companies of different sizes. Project management can be seen as applying innovation processes in an enterprise. The authors conducted quantitative and qualitative research on 544 companies in the Slovak Republic. The research focuses on aspects of project management and individual success factors. The data obtained by the questionnaire survey were processed by statistical methods, where the authors chose the nonparametric Kruskal-Wallis test as the basic method and the Wilcoxon two-tailed test for independent sample data sets. An essential variable in the sample of enterprises surveyed was, in particular, the sector of the economy in which the enterprise surveyed operates. Two key factors were considered when developing the product – employee education and the implication of social responsibility. The study’s uniqueness lies in surveying all types of enterprises, irrespective of their size, line of business, and financial turnover. The percentage distribution of the maximum use of CSR among the surveyed companies in each sector was most positive in the Logistics industry. Training and certification of employees are primarily one of the most important factors to ensure an increase in the success of those projects aimed at launching new products on the market; in the case of the surveyed sample, this is more than 40% of enterprises. Based on the sub-results, we can conclude that enterprises place more emphasis on new product development projects and the environmental concept of CSR. Still, the launch of new products or services is underestimated by the project management of enterprises. After more than eight years, the research has shown an increase in the importance of using social responsibility in management processes for new product development. A breakthrough finding is comparing the use of CSR in small businesses in Slovakia to global trends in which we perceive the dominance of multinational corporations. Enterprises are advised to focus specifically on new product launches and detailed planning.

Evaluation of PMBOK and scrum practices for software development in the vision of specialists

In project management, the challenge for software development is to achieve success for the proposed projects, using methods such as PMBOK and Scrum. Knowledge of the advantages of these methods are critical success factors for product development. Therefore, the proposal of this study was to verify the perception of specialists of the area of software development on practices of project management. The used methods in this study were the bibliographic, exploratory and qualitative research, with the construction of a questionnaire with 14 items on the advantages of project management practices of various natures, size and complexity, which were applied in 90 specialists. The results of the research demonstrated that all the experts agreed with the advantages of the project management practices, identified based on the literature review, for software development, thus validating the proposed items of the questionnaire. It is recommended for future researches the accomplishment of case studies that explore practical models of evaluation of the use of the practices studied in the scope of software development. It is important in these future studies that metrics and indicators are drawn for each of the advantages cited in the present study.

Success factors of product concepts for convergence products in the telecommunications, internet, media, and entertainment industries

The convergence of the Telecom, Internet, Media and Entertainment (T.I.M.E.) markets has been taking place for decades, but many convergence products designed and marketed by experienced corporations have failed. We propose that the problems associated with newly developed convergence products are often the result of poorly defined product concepts. Specific research on product development and product concepts that is focused on convergence in these industries has so far been largely lacking. In this empirical study, we derived 18 hypotheses on the success factors of convergence products based on information attained from a literature review and interviews with industry experts. We tested these hypotheses using a large scale survey conducted in Germany, Austria, and Switzerland. We identified 13 success factors as being relevant for product market success, seven of them being of particular importance. The findings expand on the existing findings on success factors for product development as well as convergence research and practice.

Assessing new product development success factors in the Thai food industry

PurposeThe aim of this paper is to measure new product development (NPD) success factors in the Thai food industry.Design/methodology/approachThe quantitative research was designed based upon previous qualitative analysis by Suwannaporn and Speece. A total of 114 questionnaires sent to medium and large food companies were returned (17.5 percent of companies).FindingsManagers' perceptions of the important success factors differ by job function, so that data about what is important cannot distinguish higher vs lower success rates. Manager perceptions of what factors are important do not match actual practice very closely, but they do report what is actually done in the NPD process consistently. Reported practices can distinguish success rates. Discriminant analysis shows that the use of marketing research is most critical in this industry. Internal communication in the NPD process and supplier linkages are also predictors of success rate, and strategy and planning plays a weak role.Practical implicationsNPD is context‐specific. The food industry is strongly market‐driven, so rapid adaptation to customers is critical. Strategy and planning is less important than an ability to remain flexible and move quickly in response changing consumer tastes. Most local companies have strong business secrecy, which is likely to inhibit collaborative research and development (R&D). However, supplier linkages do contribute in distinguishing companies with higher vs lower success rates.Originality/valueThis paper demonstrates that what managers involved in the NPD process believe to be the important success factors cannot always predict NP success rates.

On an adaptive product development system: a hybrid database approach

Getting the right information at the right time is one of the success factors of product development. However, there exist a great variety of data formats which make the bi‐directional data interchange among various development groups inefficient and costly. Due to the lack of adequate product and engineering data, design practitioners may find it difficult to transform the customer’s requirements to a value‐added product. This paper attempts to propose a hybrid database approach (HDA) to support effective data exchange among a case based reasoning knowledge repository and a corporate relational database model, presenting an integrated view of a company’s knowledge sources so as to enable better decision‐making by providing immediate access to key business information. To introduce machine learning capability to the whole system, case based reasoning (CBR) is embraced to capture past experience and knowledge for case matching in terms of product development issues. The significance of this research is the provision of a cross‐platform data exchange system, which is able to facilitate the creation of a conducive product development environment.

Implementation of success factors in new product development – the missing links?

This paper addresses companies’ lack of implementation of success factors in new product development. Drawing on theory in the competence perspective and an exploratory empirical study, the paper points to two major areas that have not been covered by previous studies on new product development success factors. The two areas are knowledge and skills of individual employees, values and norms and it is suggested that increased understanding of these two areas holds potential in making identified success factors more accessible to companies.

The Role of Innovation Leaders in Developing Long-Term Products

International Journal of Innovation ManagementVol. 04, No. 02, pp. 149-171 (2000) Special Issue: Long-Term Design and Innovation Management; Guest Editor: Bill HollinsNo AccessTHE ROLE OF INNOVATION LEADERS IN DEVELOPING LONG-TERM PRODUCTSALAN TOPALIANALAN TOPALIANAlto Design Management, 72 Longton Grove, London SE26 6QH, UK Search for more papers by this author https://doi.org/10.1142/S1363919600000093Cited by:13 PreviousNext AboutSectionsPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsRecommend to Library ShareShare onFacebookTwitterLinked InRedditEmail AbstractLeadership and innovation attract increasing attention as business enterprises enter the 21st century. There is a considerable volume of published material on both these topics, yet virtually nothing on the contribution of innovation leaders to the effective management of innovation.A prime duty of innovation leaders is to deliver a continuous stream of profitable innovations over time, by harnessing internal and external resources. This paper explores the role of these individuals in evolving a more systematic approach to enhance innovative performance within their organisations. The perspective adopted is that of radical step change required when planning "long-term" products and services that are at least two generations ahead of those currently on the market. For most organisations, this represents a planning horizon of at least ten years.The discussion draws on the findings of a research survey carried out in the United Kingdom for the British Standards Institution which guided the content of the new British Standard BS7000 Part 1 Guide to Managing Innovation.Keywords:innovation leadershipstrategic innovationlong-term product planning Remember to check out the Most Cited Articles! Be inspired by these New Titles in Business and Management FiguresReferencesRelatedDetailsCited By 13Backcasting as a strategic management tool for meeting VUCA challengesKent Thorén and Martin Vendel9 May 2019 | Journal of Strategy and Management, Vol. 12, No. 2BALANCING COORDINATION AND AUTONOMY DURING POST-ACQUISITION WITHIN A HIGH-TECH FIRMNEDA BARQAWI, LARS MATHIASSEN, KAMRAN SYED, and SALONI FIRASTA VASTANI9 March 2016 | International Journal of Innovation Management, Vol. 20, No. 03Towards understanding integration of heavyweight-product managers and collaboration software in collaborative product development: An empirical study in TaiwanChing-Torng Lin, Wen-Jui Wu and Li-Min Cheng1 Oct 2015 | Technological Forecasting and Social Change, Vol. 99NEW PRODUCT DEVELOPMENT SUCCESS FACTORS IN PROSPECTOR ORGANISATIONS; MIXED METHOD APPROACHREZA KACHOUIE and SIMA SEDIGHADELI24 August 2015 | International Journal of Innovation Management, Vol. 19, No. 04ACTION AT THE FRONT END OF INNOVATIONFIONA SCHWEITZER and IRIS GABRIEL30 November 2012 | International Journal of Innovation Management, Vol. 16, No. 06Frontline Roles for Design Leaders in the Multiverses of BusinessAlan Topalian1 October 2012 | Design Management Journal, Vol. 7, No. 1Business Entrepreneurs’ Mindsets on Their Enterprises’ Business ModelChristopher J. Brown and Diane Proudlove1 Jan 2009What motivates the significant/strategic change champion(s)?Donald Chrusciel4 Apr 2008 | Journal of Organizational Change Management, Vol. 21, No. 2The role of heavyweight product manager in new product developmentRupak Rauniar, William Doll, Greg Rawski and Paul Hong1 Feb 2008 | International Journal of Operations & Production Management, Vol. 28, No. 2Planning for innovation: A multi-level perspectiveMichael D. Mumford, Katrina E. Bedell-Avers and Samuel T. Hunter1 Jan 2007 | Research in Multi Level Issues, Vol. 7, No. 7HOW DO CORPORATE CHAMPIONS PROMOTE INNOVATIONS?JAN INGE JENSSEN and GEIR JØRGENSEN25 January 2012 | International Journal of Innovation Management, Vol. 08, No. 01Cross‐functionality and leadership of the new product development teamsSandra Valle and Lucía Avella1 Mar 2003 | European Journal of Innovation Management, Vol. 6, No. 1Promoting design leadership through skills development programsAlan Topalian10 June 2010 | Design Management Journal (Former Series), Vol. 13, No. 3 Recommended Vol. 04, No. 02 Metrics History Received 19 January 2000 Revised 30 March 2000 Accepted 30 March 2000 Keywordsinnovation leadershipstrategic innovationlong-term product planningPDF download

New product development success factors in American and British firms

This paper presents a comparative study on New Product Development (NPD) success factors between American and British firms. Our analysis is based on an in-depth survey of 49 British firms (58 successful and 41 unsuccessful projects) and 38 American companies (59 successful and 50 unsuccessful projects). The selected firms represent key industrial sectors of computer, electronics, chemical and transportation. Research variables are selected based on chronological and process relations to perform the NPD, which include design, organisational, marketing, product and technology company factors. Structured statistical methods have been employed to identify critical success factors and differences between the two countries. Findings are discussed against previous NPD comparative studies, published between 1972-97, including the evolved conditions around the NPD process. Various success factors were found common between the USA and UK, such as to have a strategic market focus. However, some factors had a different impact degree in each of the countries. For example, being first to the market was found to be more relevant for success in the USA than in the UK. Although the overall success rate of new products launched was the same for the USA and UK, US firms launched twice as many products as their UK counterparts.

Major New Products: What Distinguishes the Winners in the Chemical Industry?

What makes a new product a winner? This empirical study looks at success factors in product development in the chemical industry of four countries. The 103 projects studied in both North America and Europe were substantial ones and all were undertaken by large firms; about two‐thirds of these projects succeeded. Robert Cooper and Elko Kleinschmidt identified the key project success factors by comparing the winners to the losers. Product differentiation was the most importance influence on success. Synergies had only moderate influence on project outcomes, as did order of enter (innovator versus follower) and stage of product life cycle. Surprisingly, important aspects of the external environment, including both market attractiveness and competitive situation, were not strong determinants of success. Although focused on one industry, the results of this study likely have broader applicability to wide variety of industries.

Major new products: What distinguishes the winners in the chemical industry?

What makes a new product a winner? This empirical study looks at success factors in product development in the chemical industry of four countries. The 103 projects studied in both North America and Europe were substantial ones and all were undertaken by large firms; about two-thirds of these projects succeeded. Robert Cooper and Elko Kleinschmidt identified the key project success factors by comparing the winners to the losers. Product differentiation was the most importance influence on success. Synergies had only moderate influence on project outcomes, as did order of enter (innovator versus follower) and stage of product life cycle. Surprisingly, important aspects of the external environment, including both market attractiveness and competitive situation, were not strong determinants of success. Although focused on one industry, the results of this study likely have broader applicability to wide variety of industries.