Topic
Product management
About: Product management is a research topic. Over the lifetime, 6477 publications have been published within this topic receiving 191985 citations.
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TL;DR: In this paper, the authors organize the product development literature into three streams of research: product development as rational plan, communication web, and disciplined problem solving, and synthesize research findings into a model of factors affecting the success of product development.
Abstract: The literature on product development continues to grow. This research is varied and vibrant, yet large and fragmented. In this article we first organize the burgeoning product-development literature into three streams of research: product development as rational plan, communication web, and disciplined problem solving. Second, we synthesize research findings into a model of factors affecting the success of product development. This model highlights the distinction between process performance and product effectiveness and the importance of agents, including team members, project leaders, senior management, customers, and suppliers, whose behavior affects these outcomes. Third, we indicate potential paths for future research based on the concepts and links that are missing or not well defined in the model.
3,824 citations
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01 Aug 2001
TL;DR: The Three Essential Activities: Core Asset Development, Software Engineering Practice Areas, and Single-System Development with Reuse - All Three Together.
Abstract: Foreword. Preface. Acknowledgements. Dedication. Reader's Guide. I. SOFTWARE PRODUCT LINE FUNDAMENTALS. 1. Basic Ideas and Terms. What Is a Software Product Line? What Software Product Lines Are Not. Fortuitous Small-Grained Reuse. Single-System Development with Reuse. Just Component-Based Development. Just a Reconfigurable Architecture. Releases and Versions of Single Products. Just a Set of Technical Standards. A Note on Terminology. For Further Reading. Discussion Questions. 2. Benefits. Organizational Benefits. Individual Benefits. Benefits versus Costs. For Further Reading. Discussion Questions. 3. The Three Essential Activities. What Are the Essential Activities? Core Asset Development. Product Development. Management. All Three Together. For Further Reading. Discussion Questions. II. SOFTWARE PRODUCT LINE PRACTICE AREAS. Describing the Practice Areas. Starting versus Running a Product Line. Organizing the Practice Areas. 4. Software Engineering Practice Areas. Architecture Definition. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Architecture Evaluation. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Component Development. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. COTS Utilization. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Mining Existing Assets. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Requirements Engineering. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Software System Integration. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Testing. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Understanding Relevant Domains. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. 5. Technical Management Practice Areas. Configuration Management. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Data Collection, Metrics, and Tracking. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Make/Buy/Mine/Commission Analysis. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Process Definition. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Scoping. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Technical Planning. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Technical Risk Management. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Tool Support. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. 6. Organizational Management Practice Areas. Building a Business Case. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Customer Interface Management. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Developing an Acquisition Strategy. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Funding. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Launching and Institutionalizing. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Market Analysis. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Operations. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Organizational Planning. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Organizational Risk Management. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Structuring the Organization. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Technology Forecasting. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Training. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. III. PUTTING THE PRACTICE AREAS INTO ACTION. 7. Software Product Line Practice Patterns. The Value of Patterns. Software Product Line Practice Pattern Descriptions. The Curriculum Pattern. The Essentials Coverage Pattern. Each Asset Pattern. What to Build Pattern. Product Parts Pattern. Assembly Line Pattern. Monitor Pattern. Product Builder Pattern. Cold Start Pattern. In Motion Pattern. Process Pattern. Factory Pattern. Other Patterns. Practice Area Coverage. Discussion Questions. 8. Product Line Technical Probe. What Is the Product Line Technical Probe? Probe Interview Questions. Probe Participants. Probe Process. Using the Probe Results. Conducting a Mini Self-Probe. Discussion Questions. 9. Cummins Engine Company: Embracing the Future. Prologue. Company History. A Product Line of Engine Software. Getting off the Ground. An Organization Structured for Cooperation. Running the Product Line. Results. Lessons Learned. Epilogue. Practice Area Compendium. For Further Reading. Discussion Questions. 10. Control Channel Toolkit: A Software Product Line that Controls Satellites. Contextual Background. Organizational Profiles. Project History. Control Channels. Launching CCT. Developing a Business Case for CCT. Developing the Acquisition Strategy and Funding CCT. Structuring the CCT Organization. Organizational and Technical Planning. Operations. Engineering the CCT Core Assets. Domain Analysis. Architecture. Component Engineering. Testing: Application and Test Engineering. Sustainment Engineering: Product Line Evolution. Documentation. Managing the CCT Effort. Early Benefits from CCT. First CCT Product. Benefits beyond CCT Products. Lessons and Issues. Tool Support Is Inadequate. Domain Analysis Documentation Is Important. An Early Architecture Focus Is Best. Product Builders Need More Support. CCT Users Need Reuse Metrics. It Pays to Be Flexible, and Cross-Unit Teams Work. A Real Product Is a Benefit. Summary. For Further Reading. Discussion Questions. 11. Successful Software product Line Development in Small Organization. Introduction. The Early Years. The MERGER Software Product Line. Market Maker Software Product Line Practices. Architecture Definition. Component Development. Structuring (and Staffing) the Organization. Testing. Data Collection and Metrics. Launching and Institutionalizing the Product Line. Understanding the Market. Technology Forecasting. A Few Observations. Effects of Company Culture. Cost Issues. The Customer Paradox. Tool Support. Lessons Learned. Drawbacks. Conclusions: Software Product Lines in Small Organizations. For Further Reading. Discussion Questions. 12. Conclusions: Practices, Patterns and Payoffs. The Practices. The Patterns. The Success Factors. The Payoff. Finale. Glossary. Bibliography. Index.
3,502 citations
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14 Sep 2011TL;DR: The paper is intended to raise awareness of the far-reaching implications of the architecture of the product, to create a vocabulary for discussing and addressing the decisions and issues that are linked to product architecture, and to identify and discuss specific trade-offs associated with the choice of a product architecture.
Abstract: Product architecture is the scheme by which the function of a product is allocated to physical components. This paper further defines product architecture, provides a typology of product architectures, and articulates the potential linkages between the architecture of the product and five areas of managerial importance: (1) product change; (2) product variety; (3) component standardization; (4) product performance; and (5) product development management. The paper is conceptual and foundational, synthesizing fragments from several different disciplines, including software engineering, design theory, operations management and product development management. The paper is intended to raise awareness of the far-reaching implications of the architecture of the product, to create a vocabulary for discussing and addressing the decisions and issues that are linked to product architecture, and to identify and discuss specific trade-offs associated with the choice of a product architecture.
2,603 citations
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01 Feb 1991
TL;DR: In this article, the authors present an information paradigm for competition and product development in the world auto industry, and discuss the future of Product Development in the auto industry general management implications in product development.
Abstract: Introduction The Framework: An Information Paradigm Competition and Product Development in the World Auto Industry Performance of Product Development Process and Organization in Product Development Project Strategy: Managing Complexity Manufacturing Capability in Product Development Integrating Problem Solving Cycles Realizing Product Concepts in Product Design Overall Patterns of Effective Product Development The Future of Product Development in the Auto Industry General Management Implications in Product Development.
2,168 citations
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TL;DR: This paper looks inside the "black box" of product development at the fundamentaldecisions that are made by intention or default, adopting the perspective ofproduct development as a deliberate business process involving hundreds of decisions, many of which can be usefully supported by knowledge and tools.
Abstract: This paper is a review of research in product development, which we define as the transformation of a market opportunity into a product available for sale. Our review is broad, encompassing work in the academic fields of marketing, operations management, and engineering design. The value of this breadth is in conveying the shape of the entire research landscape. We focus on product development projects within a single firm. We also devote our attention to the development of physical goods, although much of the work we describe applies to products of all kinds. We look inside the "black box" of product development at the fundamentaldecisions that are made by intention or default. In doing so, we adopt the perspective of product development as a deliberate business process involving hundreds of decisions, many of which can be usefully supported by knowledge and tools. We contrast this approach to prior reviews of the literature, which tend to examine the importance of environmental and contextual variables, such as market growth rate, the competitive environment, or the level of top-management support.
1,725 citations