Litteraturstudie - Tidligfasevurdering av prosjekter - Concept - NTNU

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CONCEPTFront-end Management of Major ProjectsSikring av store investeringsprosjekterBilag 6: Resultater fra Litteratursøk utført av INFOSØK vedUniversitetsbiblioteket.Reenginerring Kodak's capital processNemes, Robert J; Lukas, Joseph ATransactions of AACE International PP: PM21-PM24 1996 CODEN: AACTAZDOC TYPE: Journal article.SPECIAL FEATURE: Charts EquationsABSTRACT: This paper will discuss Eastman Kodak's recently reengineeredcapital process, with the goal to make Kodak the best of the best by year end 1997.Specifically, this paper will cover the process used to develop and implement a newcapital process called asset life cycle. The definition of asset life cycle and the stepsin the process will be covered, along with the use of front-end loading on projects.Also covered is how Kodak implemented the new capital process, and the use offixed asset management teams, which are project teams closely aligned tospecific capital customers. Finally, initial results from using the new process willbepresented.The cost of chasing unrealistic project schedulesMichalak, Christopher FTransactions of AACE InternationalDOC TYPE: Journal article.ABSTRACT: Productivity increases combined with increased performancerequirements and time constraints is a scenario being played out withregularity in the chemical process industry (CPI) on a worldwide basis. Asa rule, owner organizations do not start with unrealistic project schedulesand objectives deliberately. Facing ever-increasing competitive pressures,project sponsors and project teams are continually challenged to compress,optimize, accelerate, or fast-track project schedules and keep costs downto a bare minimum. It can be done with proper and thorough planning anddiligent project management. Considerable planning and deliberate,sustained effort are high on the list of success factors in this regard.This paper describes a number of pitfalls and traps that lead tounrealistic project schedules, and it shares lessons learned based onexperiences in the CPI regarding proven, effective methods and techniquesfor developing and maintaining best possible project schedules.Integrating the fuzzy front end of new product developmentKhurana, Anil; Rosenthal, Stephen RSloan Management Review.DOC TYPE: Journal article.SPECIAL FEATURE: Charts Graphs Appendix References.ABSTRACT: When asked where the greatest weakness in product innovation is,managers often indicate the fuzzy front end. They recite some familiarsymptoms of front-end failure: 1. New products are abruptly canceled inLitteraturstudium innen tidligfasevurderinger av prosjekter 74
CONCEPTFront-end Management of Major ProjectsSikring av store investeringsprosjektermidstream because they do not match the company strategy. 2. Top prioritynew product projects suffer because key people are too busy to spend therequired time on them. 3. New products are frequently introduced later thanannounced because the product concept has become a moving target. Thefailure to integrate a product strategy, a well-planned portfolio, and afacilitating organization structure with clearly identified customer needs,a well-defined product concept, and a project plan can severely hamper newproduct development. An examination of 11 companies aims at improving theeffectiveness of the front-end process.Hitting the project markSmith, Hubbert InfoWorldDOC TYPE: Journal article.SPECIAL FEATURE: ChartsABSTRACT: Companies spend lots of money on technology-related projects tosolve business problems, and frequently the projects fall short. In orderto create a technology project that supports business goals, the first stepis to identify the business goals the project will address. Once that hasbeen done, managers have avoided perhaps the most deadly project mistake:lack of clear alignment with business goals. Defining this project visionis based on a single principle: it is better to be fast and approximatethan slow and perfect.Information resources: Anonymous.Research-TechnologyDOC TYPE: Journal articleABSTRACT: Books reviewed include: 1. Microsoft Secrets: How the World'sMost Powerful Software Company Creates Technology, Shapes Markets, andManages People by Michael A. Cusamano and Richard W. Selby, 2. TheKnowledge Creating Company: How Japanese Companies Create the Dynamics ofInnovation by Ikujiro Nonaka and Hirotaka Takeuchi, and 3. Market-DrivenManagement: Using the New Marketing Concept to Create a Customer-OrientedCompany by Frederick E. Webster Jr.R&D/marketing communication during the fuzzy front-endMoenaert, Rudy K; De Meyer, Arnoud; Souder, William E; Deschoolmeester, DirkIEEE Transactions on Engineering ManagementDOC TYPE: Journal article.SPECIAL FEATURE: Charts Graphs Appendix ReferencesABSTRACT: The planning stage of an innovation project has a great effect onthe commercial performance of the project. During the fuzzy front-end, theorganization formulates a concept of the product to be developed anddetermines whether or not the organization will invest resources in theconcrete development of the idea. The integration of R&D and marketingactivities is a necessary condition for success in innovation projects. Theissues, from an information processing perspective, of what roleLitteraturstudium innen tidligfasevurderinger av prosjekter 75
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Litteraturstudie - Tidligfasevurdering av prosjekter - Concept - NTNU

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