The very dynamic development process of innovative systems needs an efficient integration of project maturity controlling, objective controlling, knowledge transfer and decision processes. The maturity controlling system creates a common understanding of definitions and content of the innovation projects. This understanding leads to higher information quality and facilitates cross-organizational comparability. For project success, important participants (marketing, production, development etc.) are involved early and major challenges can be solved in early stages where product changes are relatively inexpensive. The method leads to early uncovering of goal deviations and thus allows guiding the projects on the right track again. Therefore, the project maturity controlling can be utilized as a management tool. The criteria can be used to draw special attention to development activities, e.g. more customer orientation. The system helps the alignment of different processes within a company through the criteria in each maturity stage (e.g. with a criterion like 'Are all projects known in the patent department?). Insights into general (integration) problems from former automotive projects are transferred through the maturity criteria to upcoming projects. The importance of systematic learning from past experience is supported by several studies. This Framework enables frontloading problem solving, which is defined as a 'strategy that seeks to improve development performance by shifting the identification and solving of problems to earlier phases of a product development process'. The key advantages of the described innovation project maturity controlling method can be summed up as follows: 1. Highly flexible and lean as only these maturity indicators are chosen that produce the greatest benefit. That means different aspects (e.g. market analyses, technological feasibility, legal assurance, etc.) are promoted project specific with different intensities depending on the target and character of the project. 2. Projects with different maturity grades are easily to integrate into the maturity controlling process, because the maturity criteria are mostly constituent. 3. Different levels of detail in the maturity indicator system allow an efficient and project specific controlling intensity. 4. Further different processes within and between companies can be synchronized through the maturity milestones (patent process, vehicle developments, communication etc.).


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    Titel :

    Innovation project maturity controlling in the automotive industry


    Beteiligte:
    Jahn, Tobias (Autor:in) / Binz, Hansgeorg (Autor:in)


    Erscheinungsdatum :

    2009


    Format / Umfang :

    15 Seiten, 8 Bilder, 24 Quellen


    Medientyp :

    Aufsatz (Konferenz)


    Format :

    Print


    Sprache :

    Englisch




    Innovation project maturity controlling in automotive industry

    Jahn,T. / Binz,H. / 3M,DE et al. | Kraftfahrwesen | 2009



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    Lakhanpal,P. / Duffy,M.C. / Univ.of Sunderland,GB | Kraftfahrwesen | 1995