Enhancing new product development (NPD) portfolio performance by shaping the development funnel
Autor(a) principal: | |
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Data de Publicação: | 2012 |
Outros Autores: | |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Institucional da UFBA |
Texto Completo: | http://repositorio.ufba.br/ri/handle/ri/25564 |
Resumo: | New product development (NPD) projects are typically managed through a series of screens, or gates, where ideas compete for resources. Ideas are carved into projects, and these projects are reviewed, and approved or terminated through the screening process so that only the best performing projects continue to subsequent stages of design, development and testing, and are released into the market place (Krishnan and Ulrich 2001; Terwiesch and Ulrich 2009). Most large innovative organizations deal with more than one NPD project at a time and typically engage in product pipeline management (PPM), where a set of active projects are evaluated together while they traverse through a sequence of such screens. Key decisions in a R&D pipeline are: screen thresholds, complexity of projects, resource allocation and capacity adjustment biases. We explore the impact of structural and behavioral aspects of these decisions through a simulation based analysis of a pharmaceutical dataset. Results establish concave relationships between value created at the end of pipeline and the resource allocation and complexity allocation biases, indicating optimizability and a limit for front loading practices. |
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Figueiredo, Paulo SoaresSouza, Elisabeth Regina Loiola da CruzFigueiredo, Paulo SoaresSouza, Elisabeth Regina Loiola da Cruz2018-03-21T16:58:16Z2018-03-21T16:58:16Z20120718-2724http://repositorio.ufba.br/ri/handle/ri/25564v. 7, n. 4, p. 20-35New product development (NPD) projects are typically managed through a series of screens, or gates, where ideas compete for resources. Ideas are carved into projects, and these projects are reviewed, and approved or terminated through the screening process so that only the best performing projects continue to subsequent stages of design, development and testing, and are released into the market place (Krishnan and Ulrich 2001; Terwiesch and Ulrich 2009). Most large innovative organizations deal with more than one NPD project at a time and typically engage in product pipeline management (PPM), where a set of active projects are evaluated together while they traverse through a sequence of such screens. Key decisions in a R&D pipeline are: screen thresholds, complexity of projects, resource allocation and capacity adjustment biases. We explore the impact of structural and behavioral aspects of these decisions through a simulation based analysis of a pharmaceutical dataset. Results establish concave relationships between value created at the end of pipeline and the resource allocation and complexity allocation biases, indicating optimizability and a limit for front loading practices.Submitted by Núcleo de Pós-Graduação Administração (npgadm@ufba.br) on 2018-03-20T17:41:20Z No. of bitstreams: 1 Enhancing New Product Development (NPD) Portfolio Performance by Shaping the Development Funnel.pdf: 688599 bytes, checksum: d0cc39afed03311457711edae11bbc42 (MD5)Approved for entry into archive by Maria Angela Dortas (dortas@ufba.br) on 2018-03-21T16:58:16Z (GMT) No. of bitstreams: 1 Enhancing New Product Development (NPD) Portfolio Performance by Shaping the Development Funnel.pdf: 688599 bytes, checksum: d0cc39afed03311457711edae11bbc42 (MD5)Made available in DSpace on 2018-03-21T16:58:16Z (GMT). No. of bitstreams: 1 Enhancing New Product Development (NPD) Portfolio Performance by Shaping the Development Funnel.pdf: 688599 bytes, checksum: d0cc39afed03311457711edae11bbc42 (MD5) Previous issue date: 2012SantiagoUniversidad Alberto Hurtado, Facultad de Economía y Negocioshttp://dx.doi.org/10.4067/S0718-27242012000400002reponame:Repositório Institucional da UFBAinstname:Universidade Federal da Bahia (UFBA)instacron:UFBAProduct developmentIdeasProjectsProduct pipeline managementDevelopment funnelStage/gateScreeningEnhancing new product development (NPD) portfolio performance by shaping the development funnelinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleinfo:eu-repo/semantics/openAccessengORIGINALEnhancing New Product Development (NPD) Portfolio Performance by Shaping the Development Funnel.pdfEnhancing New Product Development (NPD) Portfolio Performance by Shaping the Development Funnel.pdfapplication/pdf688599https://repositorio.ufba.br/bitstream/ri/25564/1/Enhancing%20New%20Product%20Development%20%28NPD%29%20Portfolio%20Performance%20by%20Shaping%20the%20Development%20Funnel.pdfd0cc39afed03311457711edae11bbc42MD51LICENSElicense.txtlicense.txttext/plain1345https://repositorio.ufba.br/bitstream/ri/25564/2/license.txt0d4b811ef71182510d2015daa7c8a900MD52TEXTEnhancing New Product Development (NPD) Portfolio Performance by Shaping the Development Funnel.pdf.txtEnhancing New Product Development (NPD) Portfolio Performance by Shaping the Development Funnel.pdf.txtExtracted texttext/plain63812https://repositorio.ufba.br/bitstream/ri/25564/3/Enhancing%20New%20Product%20Development%20%28NPD%29%20Portfolio%20Performance%20by%20Shaping%20the%20Development%20Funnel.pdf.txtcb379d435185e9298a1c83c74104448aMD53ri/255642022-08-08 13:17:59.151oai:repositorio.ufba.br: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Repositório InstitucionalPUBhttp://192.188.11.11:8080/oai/requestopendoar:19322022-08-08T16:17:59Repositório Institucional da UFBA - Universidade Federal da Bahia (UFBA)false |
dc.title.pt_BR.fl_str_mv |
Enhancing new product development (NPD) portfolio performance by shaping the development funnel |
title |
Enhancing new product development (NPD) portfolio performance by shaping the development funnel |
spellingShingle |
Enhancing new product development (NPD) portfolio performance by shaping the development funnel Figueiredo, Paulo Soares Product development Ideas Projects Product pipeline management Development funnel Stage/gate Screening |
title_short |
Enhancing new product development (NPD) portfolio performance by shaping the development funnel |
title_full |
Enhancing new product development (NPD) portfolio performance by shaping the development funnel |
title_fullStr |
Enhancing new product development (NPD) portfolio performance by shaping the development funnel |
title_full_unstemmed |
Enhancing new product development (NPD) portfolio performance by shaping the development funnel |
title_sort |
Enhancing new product development (NPD) portfolio performance by shaping the development funnel |
author |
Figueiredo, Paulo Soares |
author_facet |
Figueiredo, Paulo Soares Souza, Elisabeth Regina Loiola da Cruz |
author_role |
author |
author2 |
Souza, Elisabeth Regina Loiola da Cruz |
author2_role |
author |
dc.contributor.author.fl_str_mv |
Figueiredo, Paulo Soares Souza, Elisabeth Regina Loiola da Cruz Figueiredo, Paulo Soares Souza, Elisabeth Regina Loiola da Cruz |
dc.subject.por.fl_str_mv |
Product development Ideas Projects Product pipeline management Development funnel Stage/gate Screening |
topic |
Product development Ideas Projects Product pipeline management Development funnel Stage/gate Screening |
description |
New product development (NPD) projects are typically managed through a series of screens, or gates, where ideas compete for resources. Ideas are carved into projects, and these projects are reviewed, and approved or terminated through the screening process so that only the best performing projects continue to subsequent stages of design, development and testing, and are released into the market place (Krishnan and Ulrich 2001; Terwiesch and Ulrich 2009). Most large innovative organizations deal with more than one NPD project at a time and typically engage in product pipeline management (PPM), where a set of active projects are evaluated together while they traverse through a sequence of such screens. Key decisions in a R&D pipeline are: screen thresholds, complexity of projects, resource allocation and capacity adjustment biases. We explore the impact of structural and behavioral aspects of these decisions through a simulation based analysis of a pharmaceutical dataset. Results establish concave relationships between value created at the end of pipeline and the resource allocation and complexity allocation biases, indicating optimizability and a limit for front loading practices. |
publishDate |
2012 |
dc.date.issued.fl_str_mv |
2012 |
dc.date.accessioned.fl_str_mv |
2018-03-21T16:58:16Z |
dc.date.available.fl_str_mv |
2018-03-21T16:58:16Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://repositorio.ufba.br/ri/handle/ri/25564 |
dc.identifier.issn.none.fl_str_mv |
0718-2724 |
dc.identifier.number.pt_BR.fl_str_mv |
v. 7, n. 4, p. 20-35 |
identifier_str_mv |
0718-2724 v. 7, n. 4, p. 20-35 |
url |
http://repositorio.ufba.br/ri/handle/ri/25564 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.publisher.none.fl_str_mv |
Universidad Alberto Hurtado, Facultad de Economía y Negocios |
publisher.none.fl_str_mv |
Universidad Alberto Hurtado, Facultad de Economía y Negocios |
dc.source.pt_BR.fl_str_mv |
http://dx.doi.org/10.4067/S0718-27242012000400002 |
dc.source.none.fl_str_mv |
reponame:Repositório Institucional da UFBA instname:Universidade Federal da Bahia (UFBA) instacron:UFBA |
instname_str |
Universidade Federal da Bahia (UFBA) |
instacron_str |
UFBA |
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UFBA |
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Repositório Institucional da UFBA |
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Repositório Institucional da UFBA |
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