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dc.contributor.authorAagaard, Truls Riberg
dc.date.accessioned2016-10-03T08:55:44Z
dc.date.available2016-10-03T08:55:44Z
dc.date.issued2016-06-15
dc.identifier.urihttp://hdl.handle.net/11250/2412445
dc.descriptionMaster's thesis in Industrial economicsnb_NO
dc.description.abstractPurpose: All technology companies today face challenges regarding a constant demand for better efficiency in the development of new products. This is also true for ACME Division (AD), who are implementing a new Product Development Process (PDP) as a measure to improve efficiency. This thesis examines what parts and deliverables of the PDP are the most important in AD. It also examines how AD should measure their PDP. Further it identifies what the biggest challenges are when implementing a new PDP. All established and emerging topics are compared and discussed in relation to relevant literature. Design/methodology/approach: This thesis is a case study encompassing a survey. The case study design follows methods developed by Eisenhardt (1989). Data was collected through interviews of employees involved with ADs development projects, observation of development project meetings and studying development process documentation. Quality control strategy was adapted from tactics recommended by Yin (2003). Powel-Taylor and Renner (2003) was the basis for the data analysis process. Findings: Findings from analysis show that both literature and collected data see early phases of a PDP as the most critical parts in AD. Findings on the topics, most important deliverables and how to measure them were inconsistent. Missing consistency is tied to the lack of a proper project evaluation process, and it is recommended that the issue is studied further. Incentives tied to strategic misrepresentation and optimism bias are identified. Solutions to these problems are proposed in addition to a recommendation to further study the issue. It was identified that the difference between the previous and the new PDP was significant. In relation to this several challenges regarding the need for training, identification of roles and resource constraints were identified. A recommendation is given to further study these challenges. Value: This thesis contributes to ADs understanding of the state of their PDPs. The findings regarding the most important part of the PDP can be used to focus resources and improve outcomes of product development. Additionally, challenges linked to the implementation of the new PDP can form a basis for future research identifying solutions. Furthermore, this thesis provides some of the necessary basis for future evaluation of the new PDPnb_NO
dc.language.isoengnb_NO
dc.publisherUniversity of Stavanger, Norwaynb_NO
dc.relation.ispartofseriesMasteroppgave/UIS-TN-IØRP/2016;
dc.rightsNavngivelse 3.0 Norge*
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/no/*
dc.subjectindustriell økonominb_NO
dc.subjectproductnb_NO
dc.subjectdevelopmentnb_NO
dc.subjectprocessnb_NO
dc.subjectimplementingnb_NO
dc.subjecttechnologynb_NO
dc.subjectpartsnb_NO
dc.subjectchallengesnb_NO
dc.subjectpitfallsnb_NO
dc.titleImplementing a new product development process in a large technology company: important parts, challenges and pitfallsnb_NO
dc.typeMaster thesisnb_NO
dc.subject.nsiVDP::Social science: 200::Economics: 210nb_NO


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  • Studentoppgaver (TN-ISØP) [1064]
    Master- og bacheloroppgaver i Byutvikling og urban design / Offshore technology : risk management / Risikostyring / Teknologi/Sivilingeniør : industriell økonomi / Teknologi/Sivilingeniør : risikostyring / Teknologi/Sivilingeniør : samfunnssikkerhet

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Navngivelse 3.0 Norge
Except where otherwise noted, this item's license is described as Navngivelse 3.0 Norge