The differential practices of project management offices for supporting new product development in high-tech companies

2021 ◽  
Vol 13 (2) ◽  
pp. 170
Author(s):  
Sanderson César Macêdo Barbalho
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
High Tech

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

Reverse Engineering for the Purpose of Intellectual Property Protection and Accelerated Product Development in SOC and SIP Structures

2014 ◽  
Vol 2014 (DPC) ◽  
pp. 000436-000458
Author(s):  
Lajos (Louis) Burgyan ◽  
Yuji Kakizaki
Keyword(s):  
Intellectual Property ◽  
Product Development ◽  
Reverse Engineering ◽  
New Product Development ◽  
High Speed ◽  
Circuit Simulation ◽  
New Product ◽  
Technical Analysis ◽  
High Tech ◽  
Ip Protection

Technical analysis of intellectual property (IP) is conducted for the purpose of legal protection and product development. A brief review of the process of IP analysis and associated terminology is provided along with examples illustrating the significant potential for monetary benefits to be derived. The evolution of the reverse engineering (RE) process in the semiconductor industry is briefly reviewed from a historical perspective. It is shown how the objective of RE, while continuing its traditional engagement in IP protection, has shifted away from “second sourcing” activities to become an active participant by providing valuable services to technology and product development. The assertion is made that the negative connotation often associated with “reverse engineering” is no longer justified; and the legitimacy, usefulness, and respectability of that process is reaffirmed. The effects of international diffusion of technology are described. It is shown that being aware of technology content in competing high-tech products is now greater than ever before. The process of RE and the “toolbox” of career IP analysts are described through the analysis example of an advanced SOC and SIP structure. The dual utility of the analyst's toolbox and skill set is examined as it is being applied a) to the discovery process aimed at intellectual property protection and b) as a means to accelerate product development. Special attention is given to technical IP analysis conducted in association with new product research and development. Practical examples involving the analysis of advanced 3D structures are provided from the field of 3D integrated product development in order to demonstrate how technical IP analysis can a) help avoid costly mistakes, b) capture design wins, and c) accelerate new product development. The synergistic relationship between IP analysis applied to IP protection and product development is explored; and a coordinated and comprehensive approach to technical IP analysis is recommended whenever practical. A high-tech company will realize maximum benefits from a technical analyst's work if IP analysis of competing products is performed for the purpose of product development with the analyst remaining mindful and attentive of the need to protect corporate patent portfolio. Conversely, knowledge gained from technical analysis aimed at protecting the company's patents can be quite useful to the development engineer. Regardless of whether or not the analyst is an employee of the company or a hired sub-contractor, proper description of the task is crucial from the outset. The analyst should be encouraged to take a dual track approach with primary focus directed towards the main intent (IP protection or engineering analysis of a competing product or technology) without ignoring the secondary purpose. At the end of a project, an assessment should be made as to what part of the acquired knowledge is relevant to the engineering community and what portion of the report needs to be directed to the IP department. Technical IP analysis conducted with this dual purpose in mind is a cost-effective way to maximize return on investment (ROI) in RE. It can also be a powerful tool to reduce the cost of new product development while improving time to market. A new area of technical IP analysis, the extraction of parasitic R, L, C elements from SOC and SIP structures, is explored in detail. This field is believed to be of great importance in 3D integration due to the loss or breakup of ground and power delivery planes as a result of increased reliance on vertical interconnections such as interposers and TSVs. These structures introduce troublesome interconnect inductances, resistances, and capacitances. Both power distribution networks (PDN) and high-speed signal paths are affected by interconnect parasitic elements in component modules such as deep sub-micron 22nm ARM processors, multi-stack memories, and multilayer PCBs of high speed communication devices and systems. It is essential for circuit designers, package designers, and system designers to be aware of these risks as early in the design phase as possible. Practical examples are given how an entire PDN of a larger system including complex 2.5D and 3D packages, substrates, and PCB can be reconstructed from the power source down to individual components, including high-speed data paths. Such reconstruction is done using two-dimensional layer images and via structures. The reconstructed file can be 2D or 3D representation. Depending on the objective, the data residing in those files is then imported into state-of-the art circuit simulation tools familiar to the circuit or package designer. At that point, the circuit, package, or system designer can analyze the entire system and extract all parasitic interconnect elements. The circuit designer can then incorporate all those interconnect and passive component parasitic R, L, C, and M elements or their S-parameter representation into a top-level circuit simulation of an integrated circuit and obtain an accurate circuit performance that is truly representative of the final hardware. In summary, the need for precise modeling of the PDN section and certain high-speed data paths of SOC and SIP structures is reaffirmed, and a case is made for making this sometimes labor intensive process available as part of the technical analysis process. The synergy between reverse engineering conducted for the purpose of IP protection and product development is further emphasized. It is concluded that technical IP analysis, competitor product (hardware) analysis, and product development are activities complementary to one another. These activities, if executed thoughtfully, consistently, and systematically, can not only protect IP, increase intellectual asset value, but can also accelerate product development, guide and fuel innovation, and help in setting the direction of research and development.

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