Criteria Definition for the Selection of Strategic Design Projects in Product Development Companies

Authors

  • Henrique Benedetto Federal University of Rio Grande do Sul, Brazil Brazil
  • Maurício Moreira e Silva Bernardes Federal University of Rio Grande do Sul, Brazil Brazil
  • Júlio van der Linden Federal University of Rio Grande do Sul, Brazil Brazil

Keywords:

design projects, strategic design, criteria, product development companies

Abstract

The need to stay in business has led companies to adopt a project-based management approach, and this practice has been considered as an important mobilizing tool for building and updating their strategic guidelines. In this context, project selection plays a crucial role as a critical factor for success. Project selection methods are present in day-to-day activities of organizations, whether formal or ad hoc, but the effectiveness of these methods has been the major concern of managers and researchers. To be effective, the project selection process should be linked to the strategic objectives of companies; however, although the relevance of the matter is widely understood, research on selection of strategic design projects is still incipient. This study aims to present a set of criteria that executives use for selecting strategic design projects and, thus, help companies strengthen their processes and deepen their knowledge on the subject

Author Biographies

  • Henrique Benedetto, Federal University of Rio Grande do Sul, Brazil Brazil

    Henrique Benedetto is researcher at the Design Department in the Engineering School at Federal University of Rio Grande do Sul (UFRGS), Brazil; He holds bachelor´s degree in Electrical and Electronic Engineering and after working in many business areas is now delivering consultancy in the strategic management field. Professor of Project Management, Decision Management and Management of Innovative Enterprises. As a member of the ICD (Innovation, Competitiveness and Design) project, he deals with the enhancement of competitiveness of the Brazilian industry through innovation and design management.

  • Maurício Moreira e Silva Bernardes, Federal University of Rio Grande do Sul, Brazil Brazil

    Maurício Moreira e Silva Bernardes is associate professor at Federal University of Rio Grande do Sul (UFRGS), Brazil. He holds a bachelor’s degree in Civil Engineering with M.Sc. and Dr. in Construction Management and Postdoc in Design by the IIT Institute of Design/Chicago. His research areas include project and design management, design methods and product development process. He is the vice director of Product Development Center of the School of Engineering at UFRGS. He is also the project coordinator of the ICD Project that aims at enhancing the competitiveness of the Brazilian industry through the conception of innovative solutions and design management.

  • Júlio van der Linden, Federal University of Rio Grande do Sul, Brazil Brazil

    Júlio van der Linden is an adjunct professor at the Federal University of Rio Grande do Sul (Porto Alegre, Brazil) working with undergraduate and graduate design programs in the fields of Design Methodology, Design Theory and Human Factors. He has a bachelor’s degree in Product Design and, after working in different sectors, he got a Master’s and Doctorate degree in Production Engineering. His research interests are related to two questions: “how do product designers work in professional practice?” and “how can we improve micro and small enterprises’ competitiveness by means of innovation through design?”.

References

Archer, N. P., & Ghasemzadeh, F. (1999). An integrated framework for project portfolio selection. International Journal of Project Management, 17(4), 207–216.

Asrilhant, B., Meadows, M., & Dyson, R. G. (2004). Exploring Decision Support and Strategic Project Management in the Oil and Gas Sector. European Management Journal, 22(1), 63–73

Asrilhant, B., Dyson, R., & Meadows, M. (2007). On the strategic project management process in the UK upstream oil and gas sector. Omega, 35(1), 89–103.

Bard, J. F., Balachandra, R., & Kaufmann, P. E. (1988). An interactive approach to R&D project selection and termination. IEEE Transactions on Engineering Management, 35(3), 139–146.

Bordley, R. F. (1998). R&D project selection versus R&D project generation. IEEE Transactions on Engineering Management, 45(4), 407–413.

Bruce, M., & Bessant, J. R. (2002). Design in business: Strategic innovation through design. Harlow, England ; London ; New York: Financial Times/Prentice Hall.

Ciribelli, M. C. (2003) Como elaborar uma dissertação de mestrado através da pesquisa científica. 7Letras.

Chen, C.-H., Ling, S. F., & Chen, W. (2003). Project scheduling for collaborative product development using DSM. International Journal of Project Management, 21(4).

Cheng, E. W. L., & Li, H. (2005). Analytic network process applied to project selection. Journal of Construction Engineering and Management-ASCE, 131(4), 459–466.

Daniel, H. Z., Hempel, D. J., & Srinivasan, N. (2003). Project selection: A process analysis. Indust Marketing Management, 32(1), 39–54.

Dutra, C. C., Ribeiro, J. L. D., & de Carvalho, M. M. (2014). An economic–probabilistic model for project selection and prioritization. International Journal of Project Management, 32(6), 1042–1055.

Gidel, T., Gautier, R., & Duchamp, R. (2005). Decision-making framework methodology: an original approach to project risk management in new product design. Journal of Engineering Design, 16(1)

Gray, C. F., & Larson, E. W. (2007). Project Management: The Managerial Process, 4th Edition (4th edition.). Boston: McGraw-Hill/Irwin.

Grundy, T. (1998). Strategy implementation and project management. International Journal of Project Management, 16(1),43–50.

Grundy, T. (2000). Strategic project management and strategic behaviour. International Journal of Project Management, 18(2), 93–103.

Hall, D. L., & Nauda, A. (1990). An interactive approach for selecting IR&D projects. IEEE Transactions on Engineering Management, 37(2), 126–133.

Hauc, A., & Kovač, J. (2000). Project management in strategy implementation—experiences in Slovenia. International Journal of Project Management, 18(1), 61–67.

Jiang, J. J., & Klein, G. (1999). Project selection criteria by strategic orientation. Information & Management, 36(2), 63–75.

Kim, W. C. e Mauborgne, R. (2005). Blue Ocean Strategy. Vol. 1. 1 vols. Harvard Business School Press, USA.

Kerzner, H. (2012, Agosto/Setembro). Gerenciando a implantação de projetos estratégicos. Mundo Project Management, 1, 72–73.

Kumar, V. (2012). 101 design methods: A structured approach for driving innovation in your organization. John Wiley & Sons.

Liberatore, M. J. (1987). Extension of the analytic hierarchy process for industrial R&D project selection and resource allocation. IEEE Transactions on Engineering Management, 34(1), 12–18.

Liesiö, J., Mild, P., & Salo, A. (2007). Preference programming for robust portfolio modeling and project selection. European Journal of Operational Research, 181(3), 1488–1505.

Ling, T., Xiao, Y. G., & Badke-Schaub, P. G. (2014). How intuition affects designers’ decision making: an interview study. DS 77: Proceedings of the DESIGN 2014 13th International Design Conference.

Marion, T. J., & Meyer, M. H. (2011). Applying Industrial Design and Cost Engineering to New Product Development in Early‐Stage Firms. Journal of Product Innovation Management, 28(5).

Meade, L. M., & Presley, A. (2002). R&D project selection using the analytic network process. IEEE Transactions on Engineering Management, 49(1), 59–66.

Medaglia, A. L., Graves, S. B., & Ringuest, J. L. (2007). A multiobjective evolutionary approach for linearly constrained project selection under uncertainty. European Journal of Operational Research, 179(3), 869–894.

Mohanty, R. (1992). Project selection by a multiple-criteria decision-making method: an example from a developing country. International Journal of Project Management, 10(1), 31–38.

Moon, H., Miller, D. R., & Kim, S. H. (2013). Product design innovation and customer value: Cross-cultural research in the United States and Korea. Journal of Product Innovation Management, 30(1), 31–43.

Mozota, Brigitte B. (2003) Design management. Using design to build brand value and corporate innovation. Allworth Press, Canada.

Okpala, D. C. (1991). Evaluation and selection of construction projects in

Nigeria. Construction Management and Economics, 9(1), 51–61.

Oral, M., Kettani, O., & Çınar, Ü. (2001). Project evaluation and selection in a network of collaboration: A consensual disaggregation multi-criterion approach. European Journal of Operational Research, 130(2), 332–346.

Parker, D., Charlton, J., Ribeiro, A., & Pathak, R. D. (2013). Integration of project‐based management and change management. International Journal of Productivity and Performance Management, 62(5), 534–544.

Rengarajan, S., & Jagannathan, P. (1997). Project selection by scoring for a large R&D organisation in a developing country. R&D Management, 27(2), 155–164.

Rittel, H. W. J., & Webber, M. M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4(2), 155–169.

Schoemaker, P. J. H. (1992). How to Link Strategic Vision to Core Capabilities. MIT Sloan Management Review. Retrieved from http://sloanreview.mit.edu/article/how-to-link-strategic-vision-to-core-capabilities/

Shenhar, A. J. (2004). Strategic Project Leadership® toward a strategic approach to project management. R&D Management, 34(5), 569–578.

Wang, J., Xu, Y., & Li, Z. (2009). Research on project selection system of pre-evaluation of engineering design project bidding. International Journal of Project Management, 27(6), 584–599.

Whyte, J. K., Davies, A., Salter, A. J., & Gann, D. M. (2003). Designing to compete: Lessons from millennium product winners. Design Studies, 24(5), 395–409.

Young, R., Young, M., Jordan, E., & O’Connor, P. (2012). Is strategy being implemented through projects? Contrary evidence from a leader in New Public Management. International Journal of Project Management, 30(8), 887–900.

Yu, L., Wang, S., Wen, F., & Lai, K. K. (2012). Genetic algorithm-based multi-criteria project portfolio selection. Annals of Operations Research, 197(1), 71.

Zhang, W., Hill, A. V., Schroeder, R. G., & Linderman, K. W. (2008). Project management infrastructure: The key to operational performance improvement. Operations Management Research, 1(1), 40–52.

Downloads

Published

2022-05-20

Issue

Vol. 3 No. 1 (2015): The Journal of Modern Project Management

Section

Articles-JMPM

License

Copyright (c) 2022 Henrique Benedetto, Maurício Moreira e Silva Bernardes, Júlio van der Linden

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

How to Cite

Criteria Definition for the Selection of Strategic Design Projects in Product Development Companies. (2022). The Journal of Modern Project Management, 3(1), 118. https://journalmodernpm.com/manuscript/index.php/jmpm/article/view/183

Similar Articles

1-10 of 427

You may also start an advanced similarity search for this article.

Most read articles by the same author(s)