Open Innovation: The New Imperative for Creating and Profiting from Technology

A prevalent and pervasive view of designing is that it can be modeled using variables and decisions made about what values should be taken by these variables. The activity of designing is carried out with the expectation that the designed artifact will operate in the natural world and the social world. These worlds impose constraints on the variables and their values; so, design could be described as a goal-oriented, constrained, decision- making activity. However, design distinguish- es itself from other similarly described activities not only by its domain but also by additional necessary features. Designing involves exploration, exploring what variables might be appropriate. The process of explo- ration involves both goal variables and deci- sion variables. In addition, designing involves learning: Part of the exploration activity is learning about emerging features as a design proceeds. Finally, design activity occurs within two contexts: the context within which the designer operates and the context produced by the developing design itself. The designer’s perception of what the context is affects the implication of the context on the design. The context shifts as the designer’s perceptions change. Design activity can be now characterized as a goal-oriented, con- strained, decision-making, exploration, and learning activity that operates within a con- text that depends on the designer’s percep- tion of the context.

Design Prototypes: A Knowledge Representation Schema for Design

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Engaged Scholarship: A Guide for Organizational and Social Research

Revolutionizing product development

Systematic literature review (SLR) is a well-known research method. However, there is a paucity of detailed SLR guidelines in operations management (OM). The recent interest in SLR in OM has not been followed by the same rigour observed in disciplines as medical sciences and public policy. There are no OM-specific SLR protocols, detailed step-by-step methods and reporting procedures. Therefore, this paper provides a step-by-step approach to SLR for OM scholars and an overview of SLR’s evolution as a research method in OM and the resulting progression of themes. The step-by-step approach aims to serve as a guideline sufficiently broad to avoid skipping any significant step, but still being easy to be understood and applied. The paper describes procedures for rigourous SLR, reveals a growing use of literature review in OM, specially for qualitative SLR and traditional narrative reviews, assesses contemporary and emerging themes in OM, and provides a research agenda.

Conducting systematic literature review in operations management

https://hal-mines-albi.archives-ouvertes.fr/emse-00682699/document

Multi-criteria performance analysis for decision making in project management

This paper discusses the difficulty of controlling a complex project caused by the great number of performance indicators. The problem studied is how to allow project managers to better control the performance of their projects. From a literature review we noted several critical aspects to this problem: there are many dimensions for evaluating project performance (cost, time, quality, risk, etc.); performance factors should be able to be relevantly aggregated for controlling the project, but no formalized tool exists to do this. We suggest a method to facilitate project performance analysis via a multi-criteria approach. The method focuses on three particular axes for the analysis of project performance: project task, performance indicator categories, and a breakdown of the performance triptych (Effectiveness, Efficiency, Relevance). Finally, the MACBETH method is used to aggregate performance expressions. An application case study examining a real project management situation is included to illustrate the implementation.

/pdf/towards-a-multi-dimensional-project-performance-measurement-4dsa48m2qq.pdf

Towards a multi-dimensional project Performance Measurement System

In the modern supplier-customer relationship, Vendor Managed Inventory (VMI) is used to monitor the customer's inventory replenishment. Despite the large amount of literature on the subject, it is difficult to clearly define VMI and the main associated processes. Beyond the short-term pull system inventory replenishment often studied in academic works, partners have to share their vision of the demand, their requirements and their constraints in order to fix shared objectives for the medium/long-term. In other words, the integration of VMI implies consequences for the collaborative process that links each partner's different planning processes. In this article we propose a literature review of VMI. Based on the conceptual elements extracted from this analysis, we suggest a VMI macro-process that summarises both operational and collaborative elements of VMI.

/pdf/a-review-of-vendor-managed-inventory-vmi-from-concept-to-3gpsbkv4f9.pdf

A review of Vendor Managed Inventory (VMI): from concept to processes

The project management team has to respect contractual commitments, in terms of deadlines and budgets, that are often two antagonistic objectives. At the same time, the market becomes more and more demanding as far as costs and delays are concerned while expecting a high quality level. Then, the project management team has to continuously consider novelty and a risk management strategy in order to determine the best balance between benefits and risks. Based on the principles of a synchronized process between risk management and project management, and on the concepts of risk scenario, we propose a decision-making tool to help the project manager choose the best way to improve project success rate while controlling the level of risks. As a finding, the project manager would be able to evaluate and compare different novelties or development strategies taking into account their repercussions on potential risks and risk treatment strategies. Finally, a case study in the aerospace industry and specifically on satellite integration and tests is developed to validate this approach. We model risk scenario and influence on project planning.We compare different innovations or development strategies according to potential risks and risk treatment strategies.We calculate global risk level for each project development strategy.

https://hal.archives-ouvertes.fr/hal-00827046/document

A risk oriented model to assess strategic decisions in new product development projects

This paper reviews four project life-cycle models presenting some interests in the management of technical projects. It is shown that each life-cycle model has some specificity that can explain a p...

/pdf/the-life-cycle-of-technical-projects-1k6th2o0np.pdf

Didier Gourc

Papers

Multi-criteria performance analysis for decision making in project management

Towards a multi-dimensional project Performance Measurement System

A review of Vendor Managed Inventory (VMI): from concept to processes

A risk oriented model to assess strategic decisions in new product development projects

The Life Cycle of Technical Projects