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Stage-Gate Systems: A New Tool for Managing New Products

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Stage-Gate: A New Tool for Managing New Products Authors note (2020): This was one of the first articles written on Stage-Gate when it was first developed. It is thus interesting from a historical perspective only. Stage-Gate® went on to be implemented in thousands of companies globally, and the PDMA (Product Development & Management Association) in the USA reports that almost 80% of firms doing product development had implemented Stage-Gate. But Stage-Gate gas also evolved much since those early days., so this 1990 is likely no longer relevant. Stage-Gate has become 'Lean Stage-Gate', 'Iterative Stage-Gate', and the latest version, 'Agile-Stage-Gate'. A complete up-to-date description of Stages-Gate along with new articles and also new versions of Stage-Gate can be found in the paperback book Winning at New Products, 5th edition (on Amazon, also as an e-book or audio-book); for more up-to-date outlines of Stage-Gate, and its newer versions, including Agile-Stage-Gate, please also see my personal webpage, and click “Articles” at bottom of page (no charge download): www.bobcooper.ca Citation of the 1990 article (of historical interest only) is: Cooper, R.G., “Stage-gate systems: a new tool for managing new products”, Business Horizons 33, 3, May-June, 1990, 44-54. But not available online. Stage-Gate® is a legally registered trademark in the EU and Canada of R.G. Cooper (and Associates Inc); and in the USA and Australia of Stage-Gate International. Enjoy the benefits of Stage-Gate! Many people and firms have. All the best, Dr. R.G Cooper, Toronto, Canada.
... Industrialization projects are understood as projects that are related to the design of the manufacturing line to produce a certain product, which aims to reduce costs and increase the production capacity of the manufacturing line (Perrotta et al., 2017). This kind of environment has become more complex, developing important management challenges; thus, many organizations have implemented a stage-gate model (Cooper, 1990) as a way to manage the new product development and to ensure that the objectives are met to advance to the next project's phase (Chirumalla, 2018). ...
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The allocation of human resources to projects is a critical decision-making process in project management, and it is crucial to the organization’s performance. The paper presents a study developed in an automotive company, focused on industrialization projects, where the project manager can manage more than one project simultaneously, being necessary to assign project managers to the projects. The main objective of this research was then to develop a tool to help in the capacity management of this type of projects, providing support to decision-makers (portfolio managers). A Design Science Research (DSR) approach was used to model and evaluate the tool developed, expecting to contribute to a better allocation of human resources. The main result obtained was a tool that allows to create the project schedule and the industrialization Project Manager (iPM) schedule. Additionally, it also includes a recommendation system for allocating an iPM to a project, and creates an automatic status report about the project.
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In recent years, we have seen an increase in the implementation of innovative financial projects. Fintech projects are gaining more and more importance in the financial industry, determining the direction of its development. However, the fintech area has not been covered thoroughly in the literature and much remains unclear about this influential phenomenon. This graduation thesis aims to make a contribution to the study of the fintech phenomenon, by answering the question of what the fintech product development process looks like. Therefore, the main goal of this work was set, which is to determine the general characteristics of the fintech product management process and its phases and activities, necessary in that process. The content of this thesis and the data presented in it were obtained through a systematic search and a detailed review of the academic literature. A total of 296 papers were reviewed, from which, by means of revision, applying the comparative method and synthesis, material from 163 papers was selected, which was included in this specific paper. The research resulted in the definition of the general methodology of product management, which is applied in the fintech industry. This work established a product management process consisting of three phases: conceptualization, implementation and commercialization. In this way, the different views of other authors regarding the phases in product management were included. Also, this paper represents a contribution in terms of distinguishing the taxonomy of fintech projects. Important limitations in research are primarily caused by the insufficient coverage in literature on fintech and the lack of measurable data and information from practice. Final conclusion of this research is that the management of fintech products essentially represents the implementation of the process of managing the development of software products in the financial industry, and that there are no significant differences in its application. All other researchers, as well as practitioners, who embark on research into fintech and product management fields can benefit from the views supported in this thesis.
Thesis
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Poslednjih godina videli smo porast implementacije projekata inovativnih finansijskih proizvoda. Fintek projekti dobijaju sve veći značaj u finansijskoj industriji i određuju pravac njenog razvoja. Međutim, fintek oblast nije ni izbliza dovoljno obrađena u literaturi i mnogo šta u vezi sa ovim uticajnim fenomenom ostaje nedoumica. Ovaj rad teži da da doprinos izučavanju fintek fenomena, odgovorom na pitanje kako izgleda proces razvoja fintek proizvoda. Prema tome je i postavljen osnovni cilj ovog rada, a to je utvrditi opšte karakteristike procesa upravljanja fintek proizvodom i njegove faze i aktivnosti, koje su neophodne u tom procesu. Do sadržaja ovog rada i podataka iznetih u njemu, došlo se sistematskim pretraživanjem i detaljnim pregledom akademske literature. Pri čemu je ukupno pregledano 296 radova, od čega je pomoću revizije, primenom komparativnog metoda i sinteze, selektovana građa iz 163 rada, koja je uvrštena u ovaj konkretni rad. Rezultat istraživanja je definisanje opšte metodologije upravljanja proizvodom, koja se primenjuje u fintek industriji. Ovim radom je ustanovljen proces upravljanja proizvodom koji se sastoji iz tri faze: konceptualizacije, implementacije i komercijalizacije. Na taj način su objedinjeni različiti pogledi drugih autora u pogledu važnosti i redosleda faza u upravljanju proizvodom. Takođe, ovaj rad predstavlja i doprinos u pogledu razlikovanja taksonomije fintek projekata. Važna ograničenja u istraživanju su pre svega uzrokovana malim brojem kvalitetne literature o fintek oblasti i nedostatkom merljivih podataka i informacije iz prakse. Naposletku, da se zaključiti da menadžment fintek proizvoda, suštinski predstavlja implementaciju procesa upravljanja razvojem softverskih proizvoda u finansijskoj industriji, i da ne postoje značajnije razlike u primeni. Korist od ovog rada mogu imati svi drugi istraživači, ali i praktikanti, koji se upuste u istraživanje fintek oblasti i oblasti upravljanja proizvodom.
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In a comprehensive study of 252 new product histories at 123 firms, Robert Cooper and Elko Kleinschmidt looked critically at the new products management process. Each company was shown a set of 13 activities which formed a general “skeleton” of a new product process. This article examines how this structure was modified by the companies and how well various stages of the process were reportedly executed. The results show a variety of practices among the surveyed companies. While the presence of activities cannot guarantee successful new products, certain activities were singled out as particularly weak. Firms should consider placing more emphasis on market studies, initial screening activities, and preliminary market assessment. The article provides a thoughtful assessment of the level of implementation of current practices in new products management.
New Product Pressures Bro Uttal, Speeding New Ideas to Market, Fortune Cooper is a professor of mar-keting at McMaster University
  • D S Hopkins
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D.S. Hopkins and E.L. Bailey, New Product Pressures, Conference Board Record 8(6), 1971, pp. 16-24. Bro Uttal, Speeding New Ideas to Market, Fortune, March 1987, pp. 62-66. Robert G. Cooper is a professor of mar-keting at McMaster University, Hamilton, Ontario, 54 Business Horizons / May-June 1990