Evaluation of Product Development Success A Student Perspective 2022 László Berényi.pdf

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administrative
sciences
Article
EvaluationofProductDevelopmentSuccess:
AStudentPerspective
LászlóBerényi1,*andLászlóSoltész2
1InstituteofManagementScience,UniversityofMiskolc,H3515Miskolc,Hungary
2InstituteofMachineandProductDesign,UniversityofMiskolc,H3515Miskolc,Hungary;
******@
*Correspondence:******@uni-;Tel.:+36-4656-5111()
Abstract:Thetimepressureonnewproductdevelopmentunderunpredictableconditionsrequires
therenewaloftheprojectmanagementapproachthatsuggeststheprominentroleofprojectman-

tounderstandstudents’-
ing,business,
mainbarrierstosuccessfulproductdevelopmentprojects,andtheexpectedwaysofregulatingthe

,inadequatecommunication,
commonchangesintheplans,andthelackofexperienceinsimilardevelopmenttasksareconsidered


theworkisnecessary,
curricula,theexperienceofthisstudycanpromotethesuccessfulexecutionofcollaborativeprojects

toquicklybecomeeffectiveprojectteammembers.





Keywords:newproductdevelopment;projectfailure;projectmanagementcompetencies;student
Citation:Berényi,László,andLászlóopinion;ANOVA;principalcomponentanalysis
Solté
DevelopmentSuccess:AStudent

12::///
admsci12020049
-
Received:18March2022ketneedsnewproductsfasterthaneverbefore,andcompetitionbetweencompaniesis
Accepted:
Published:
Publisher’sNote:MDPIstaysneutralqualityofdeliverablesandcostconstraintsasbytheirontriangleofprojectmanagement
withregardtojurisdictionalclaimsin().Companieswithindustrialproductsaimtosupporttheircustomersto
publishedmapsandinstitutionalaffll-increasetheirperformance(Kärkkä),butthetimeurgencycausesuncertainty

(Vajna2020)offersthecoordinationofthe
-
,goingbeyondsoftware
Copyright:©
LicenseeMDPI,Basel,
Thisarticleisanopenaccessarticleprojectapproach,however,thedevelopmentisongoing.
distributedunderthetermsandAlthoughprojectmanagementmethodsarewidelyavailableandindustry-speciflc
conditionsoftheCreativeCommonsprocedures,
Attribution(CCBY)license(https://
productdevelopmentprojectsareavailablethroughcarefullyselectedandappliedproject
/

/).
,12,:///admsci12020049:.
,12,492of17
oftheproductsisperceptible,andthat,togetherwiththecharacteristicsabove,raises

(Todorovi´)andmanagingtheinterdisciplinarycompositionoftheprojectteam
().(2019)offer
aframeworkofsustainableprojectmanagementbasedonflvekeydimensions,including
corporatepoliciesandpractices,resourcemanagement,lifecycleorientation,stakeholders’
engagement,(Hayward
2016)canbeappliedtotheprojectmanagementchallenges:
purposeanddirection:acommonunderstandingoftheprojectgoalsisworthwhile,
authenticity:atrustingrelationshipamongtheprojectteammembersandthestake-
holdersallowsforintegrity;
devolveddecision-making:authorizationoftheteammemberscanspeedupprob-
lemsolutions;
collaborativeachievements:projectoutcomeistheresultofsharedefforts,andeffective
performancerequirescollaboration;
agility:adaptationtothechangingrequirementsisrequiredinlinewiththepurposes.
Thedutyofauniversitycanbemarkedasdevelopinghumancapital;inparticular,
itspurposeistopreparethestudentsfortheirfuturemanagerialandemployeeroles
().Anexceptionalopportunityisopenedifhighereducationstudents

excellentinstrumentsfortestingnewsolutionsandflndingthedevelopmentgaps.
Improvingthecollaborationofuniversitiesandcorporationsinproductdevelopment
hasseveralbenefits(SohandSubramanian2014;UnandAsakawa2015;).Ad-
ditionalknowledge,laboratorycapacity,managementskills,andtoolscanbecomplemented
-
thedirectbenefitsaccordingtotheactualdeliverablesoftheprojects,theexperiencecanbe
usedtodevelopthestudents’skillsthroughamorepractice-orientedcurriculuminproject
-to-useknowledge.
Theresearchcancontributetopreparingtheengineeringandmanagementstudents
’approachtoprojectmanagementisanessential
’opinions
aboutnewproductdevelopmentsuccessfactorsthroughavoluntaryonlinesurvey.

thetopic,

results,
oftheanalysis.


Newproductdevelopmenthasbeeninfocusforalongtime(KarakayaandKobu
1994;JonesandStevens1999;Lewis2001;DerbyshireandGiovannetti2017;Iqbaland
Suzianti2021).Basedonliteraturereviewsandanalysisofproductdevelopmentcase
studies,
technicalcharacteristicsofthegivenera,studiesagreethatnewproductdevelopmentbears

arehighuncertaintyandhighcomplexitythatcanhaveanegativeimpactontheproduct
developmentperformance().
Thereisasigniflcantagreementthatapredictiveapproachtoproductdevelopment
isnolongerappropriate;(PMI
2017,2021)distinguishpredictive,iterative,incremental,adaptive,orhybriddevelopment
(alsocalledtraditional)approachwithawaterfallplanningof
thetasksisfeasiblewhentheprojectandproductrequirementscanbedeflned,collected,
andanalyzedatthestartoftheproject(PMI2021).Iterativeandincremental(alsocalled:.
,12,493of17
adaptive)
preferredifdeliverablesarenotrequiredbeforeflnishingtheproject,whileincrementallife


(Table1)
cangiveanindustry-independentcomprehensiveframework(GerwinandBarrowman
2002;Vajna2020).
.
ModelMainFocusConditionsUtilization
Projectmanagement
ReviewoftheeconomicsofallPioneeroftheintegratedIntegrativeapproach
Olsson(1985)activitiesproductdevelopmentProjectorientation
ParallelprocessingofprocessTeamwork
equivalenttasks
Integrationoftasks
AndreasenandTheparalleldesignofproductAstablemarketTime-savingthrough
Hein(1987)versionsenvironmentisneededparalleltasks
UsingCADsolution
Integrationofpersonal,FlatorganizationalExploitinghuman
Ehrlenspiel(1991)informational,andstructureandresources
organizationallevelsmanagementareneededImprovingmotivation
FlexibleorganizationITintegrated
Meerkamm(1995)IntegrationthroughITDesignforproductlifeperformanceofproject
cycletasks
ReduceddevelopmenttimeChangingconditionsFlexibilitythrough
Ottosson(1996)Focusonproductspeciflcationduringtheprojectframeworkthinking
realization
ProcessparallelizationBenefltsof
MagdeburgmodelHolisticapproachavailablehuman-centered
byBurchardtHuman-centereddevelopmentAvailablethinking
(2001)communicationNetworkasadynamic
organizationalform
Asynthesisoftheachievementsofproductdevelopmentmodelsistobefoundin
AutogeneticDesignTheory(Vajna2020),byintegratingthebeneflts:
Marketing,product,andproductiontaskintegrationwithmanagementfocusaccord-
ingtoOlsson(1985)andAndreasenandHein(1987);
Simultaneousoptimizationoftheproductanditsproductionprocesses,accordingto
Ehrlenspiel(1991);
Collaborationofhuman,organization,technology,andmethodology,accordingto
Meerkamm(1995);
DynamicproductdevelopmentofOttosson(1996)forreactingquicklytochanging
conditions.
Theenhancementofproductdevelopmentprocessapproachesinrecentdecades
showsthatthescopeofprojectmanagementresponsibilitymovedfromthenarrower
,
theessenceofproductdevelopmentremainedtheoutputoftheproject;theunderstanding
ofsuccessneedsamorecomprehensiveapproach.

Projectsuccesscanbedescribedbytheirontrianglemodelthatgivesthetriplebottom
lineofsuccessasscope,time,andcostconstraintsinasimpleway,buttherehaslongbeen
aconsensusthatthecontributiontocorporatestrategyandstakeholders’satisfactionmust
beconsidered(Görög2019;Verzuh2021).Moreover,intensity,extension,andpredictability
oftheenvironmentforceachangeinstrategyandstrategicmanagement(Deutschetal.
2017),:.
,12,494of17
projectandprojectmanagementsuccessfactorsisthefocusofinterestingeneralandatthe
´ca
andSjekavica(2017):
Theelementsofprojectmanagementcompetency,includingbehavioral,technical,and
contextualcompetenciesofprojectmanagerandprojectteammembers;
Organizationalculture,structure,competence,atmosphere;
Projectmanagementmethodologies,software,tools,techniques,riskassessmenttools,
andcommunicationsupporttools.
Accordingtonewproductdevelopment,Cooper(2019)identifled20driversofsuccess
intothreecategories:
Product:thecharacteristicsofthenewproductprojectortheproductitself;
Business:Driversofsuccessforthebusiness,includingorganizationalandstrategic
factorssuchasthebusiness’sinnovationstrategyandhowitmakesitsR&Dinvestment
decisions;climateandculture;leadership;andhowtheflrmorganizesforNPD;
Methods:thesystemsandmethodsappliedformanagingnewproductdevelopment.
Organizationalfactorsinfluencingnewproductsincludevisionaryleadership,struc-
ture,keyindividuals,teamwork,extensivecommunications,highinvolvement,customer
focus,thecreativeandinnovatoryclimate,andthelearningorganization(JonesandStevens
1999).Alearningorganizationrepresentsthecapabilityofachi