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The majority of Brazilian industrial companies operating in the agricultural machinery sector use an informal product development process. This is most apparent in small and medium sized companies, ...
Business process capability can be understood as the ability of the process to maintain its repeatability in different instances. While maturity models determine the evolutionary improvement of a busi...
The use of metrics to control the product development process (PDP) in real time poses a challenge for product development research. To date, control has been limited to the final phase of the proje...
Nowadays, the productive sector works in a scenario of constant technological innovation, improvement of information resources and access, new purposes of organizational structures, global competition...
Product Development is essentially a knowledge creation process. Thus, one factor for the successful leverage of this process is knowledge sharing and an important way to perform this is by creating c...
This paper describes a systematic method for the creation of the product development project's activity network, which provides at the same time value creation and waste reduction as it was advocated ...
When developing global products, many multinational companies search for mutual cooperation among their units around the world. Such cooperation entails the existence of transnational project teams, ...
New product development (NPD) has a very close relationship with economic competitiveness in global businesses and, therefore, sustainability. The present work proposes an assessment tool to evaluate ...
This work aims at analyzing the participation of Brazilian subsidiaries in the global product development process in the automotive and white good industries; more specifically, it evaluates the divi...
Many of the problems which presently occur with projects, such as delays, changes in scope, and even cancellations can be due to ineffective management of their risks. Risk management is becoming incr...
In this research, t he three seperated, independent and individual management tools, development management (DM), project management (PM) and facility management (FM), are integrated and unified ...

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