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Design & Econ > PDD C2 > Flashcards

PDD C2 Flashcards

1
Q

Describe quality assurance

A
  • A development process specifies the phases a development project
    will pass through and the checkpoints along the way. When these phases and checkpoints are chosen wisely, following the development process is one way of assuring the quality of the resulting product.
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2
Q

Describe coordination

A
  • A clearly articulated development process acts as a master plan that
    defines the roles of each of the players on the development team. This plan informs the members of the team when their contributions will be needed and with whom they will need to exchange information and materials.
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3
Q

Describe planning

A
  • A development process includes milestones corresponding to the completion of each phase. The timing of these milestones anchors the schedule of the overall
    development project.
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4
Q

Describe management

A
  • A development process is a benchmark for assessing the performance of an ongoing development effort. By comparing the actual events to the established
    process, a manager can identify possible problem areas.
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5
Q

Describe improvement

A
  • The careful documentation and ongoing review of an organization’s
    development process and its results may help to identify opportunities for improvement.
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6
Q

What are the six steps of the generic development process?

A
  1. Planning
  2. Concept development
  3. System-level design
  4. Detail design
  5. Testing and refinement
  6. Production ramp up
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7
Q

Describe the planning phase

A
  • Precedes project approval and launch of actual development process
  • Opportunity identification
  • Mission statement
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8
Q

Describe concept development

A
  • Identification of needs
  • Generation and evaluation of alternative products
  • Further development and testing
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9
Q

What is a concept?

A
  • A concept is a description of the
    form, function, and features of a product and is usually accompanied by a set of specifications, an analysis of competitive products, and an economic justification of the project.
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10
Q

Describe system-level design

A
  • Definition of product architecture
  • Decomposition of product into subsystems/components
  • Preliminary design of components
  • Allocation of detail design
  • Initial planning for production system and final assembly
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11
Q

What are the outputs of system-level design?

A
  • The output of this phase usually includes a geometric layout of the product, a functional specification of each of the product’s subsystems, and a preliminary process flow diagram for the final assembly process.
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12
Q

Describe detail design

A
  • Specification of geometry, materials, tolerances, identification of standard parts
  • Establishment of process plan and tooling
  • Focuses on material selection, production cost, and robust performance
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13
Q

What are the outputs of detail design?

A

The output of this phase is the control documentation for the product—the drawings or computer files describing the geometry of each part and its production tooling, the specifications of the purchased parts, the production supply chain, and the process plans
for the fabrication and assembly of the product.

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14
Q

Describe testing and refinement

A
  • Construction and evaluation of of preproduction versions
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15
Q

What are alpha protoypes?

A
  • Prototypes tested to determine if the product works as designed and satisfies customer needs
  • Built with production-intent parts
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16
Q

What are beta prototypes?

A
  • Built with production parts
  • Evaluated internally and externally by customers
  • Used to determine if there are performance or reliability issues
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17
Q

Describe production ramp-up

A
  • Product is made using the final production system
  • Train workforce and resolve issues in the production process
  • Gradual transition into product launch
  • Postlaunch product review
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18
Q

Describe the identification of customer needs

A
  • Understand customers’ needs and communicate them to the development team
  • Creation of customer needs statements
  • Needs are weighted
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19
Q

Describe the establishment of target specifications

A
  • Translating customer needs into technical terms
  • Initial specifications are set and refined
  • Specifications contain a metric along with marginal and ideal values
19
Q

Describe concept generation

A
  • Explore the space of product concepts that can address customer needs
  • External search, internal problem solving, exploration of generated solutions
  • Produces 10-20 concepts with a sketch and description
20
Q

Describe concept testing

A
  • Concepts are tested to verify that needs can be met
  • Assessment of market potential
  • Identify potential shortcomings
20
Q

Describe concept selection

A
  • Concepts are analyzed and eliminated to identify the most promising concepts
21
Q

Describe setting final specifications

A
  • Initial specifications are refined and committed to
  • Reflects constraints, limitations, and trade-offs
22
Q

Describe project planning

A
  • Creation of development schedule, strategizing, and resource identification
  • Creation of a contract book
23
Q

Describe economic analysis

A
  • Team builds an economic model used to justify development and resolve trade-offs
  • Ongoing analysis
24
Q

Describe benchmarking

A
  • The team tests competitive products to improve their product and generate new ideas
25
Q

Describe modeling and prototyping

A
  • The creation of proof-of-concept models, form-only models, and experimental test models.
26
Q

What are generic (market-pull) products?

A
  • The team begins with a market opportunity
    and selects appropriate technologies to meet
    customer needs.
  • Follows the generic design process
27
Q

What are technology-push products?

A
  • The team begins with a new technology, then finds an appropriate market
  • Planning focuses on matching technology to a market
28
Q

What are platform products?

A
  • The team assumes that the new product will be built around an established technological subsystem
29
Q

What are process-intensive products?

A
  • Characteristics of the product are constrained by the production process
  • Production processes are pre-specified or developed along with the product
30
Q

What are customized products?

A
  • New products that are slight variations of existing configurations
  • Similarity of products allows streamlined and structured development
31
Q

What are high-risk products?

A
  • Technical or market uncertainties create high risks of failure
  • Risks are identified and tracked
  • Frequent analysis and testing
32
Q

What are quick-build products?

A
  • Rapid modeling and prototyping enables many design-build-test cycles
  • Iterative development until product completion or time/money runs out
33
Q

What are digital products?

A
  • Following planning and concept development is a highly iterative design-build-test process
  • Specified sequence of goals that is iterated upon
34
Q

What are product-service systems?

A
  • Products and their associated service elements are developed simultaneously
  • Elements are developed with focus on customer experience and process flow
35
Q

What are complex systems?

A
  • System must be decomposed into several subsystems and many components
  • Subsystems and components are developed by many teams in parallel, followed by integration and validation
36
Q

What are 4 types of product development organizations?

A
  1. Functional
  2. Project
  3. Lightweight project matrix
  4. Heavyweight project matrix
37
Q

What is a functional development organization?

A
  • A collection of groups that each focus on an area that requires specialized education, training, or experience (function) that have their own respective managers and a general manager
  • Ex: a group of marketers, group of engineers, and a group of production specialists
38
Q

What is a project development organization?

A
  • A collection of groups that each contain individuals of different functions that focuses on a project lead by a project manager and headed by a general manager
  • Ex: a group made up of marketers, engineers, and production specialists working on a new product
39
Q

What is a heavyweight project development organization?

A
  • Type of matrix organization/hybridization of function and product development
  • Stronger product links: project manager has complete budget authority, heavily involved in team evaluation, and makes most of the resource allocation decisions while the function manager has much less control
  • Known as: Integrated Product Team (IPT), Design-Build Team (DBT), or Product Development Team (DPT)
40
Q

What is a lightweight project development organization?

A
  • Type of matrix organization/hybridization of function and product development
  • Weaker product links: the project manager is more of a coordinator/administrator while the function manager controls budgets, hiring/firing, and team evaluation
41
Q

What are strengths/weaknesses/examples of F.O.’s?

A

S: Fosters development of specialization and expertise
W: Coordination across functional groups can be slow
Difficult to integrate different functions to achieve goals
E: Customized products

42
Q

What are strengths/weaknesses/examples of P.O.’s?

A

S: Optimal allocation of resources
Quick evaluation of trade-offs
W: Difficult to maintain functional capabilities and expertise
Hard to share learning across projects
E: Start-ups or firms in dynamic markets

43
Q

What are strengths/weaknesses/examples of L.P.O.’s?

A

S: Coordination and administration
Maintains development of specialization/expertise
W: Requires more managers/admins
How to balance projects vs function
E: Derivative products

44
Q

What are strengths/weaknesses/examples of H.P.O.’s?

A

S: Integration and speed of project organization
Some specialization is maintained
W: Requires more managers/admins
How to balance projects vs function
E: New technology or platform products

Design & Econ (11 decks)

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