Hostname: page-component-76fb5796d-45l2p Total loading time: 0 Render date: 2024-04-25T17:27:46.768Z Has data issue: false hasContentIssue false
  • English
  • Français

A FUZZY FRONT-END PRODUCT DEVELOPMENT FRAMEWORK FOR START-UPS

Published online by Cambridge University Press:  27 July 2021

Nuno Miguel Martins Pacheco ,
Anand Vazhapilli Sureshbabu ,
Masaru Charles Nürnberger ,
Laura Isabel Durán Noy  and
Markus Zimmermann
Nuno Miguel Martins Pacheco*
Affiliation:
Technical University of Munich
Anand Vazhapilli Sureshbabu
Affiliation:
Technical University of Munich
Masaru Charles Nürnberger
Affiliation:
Technical University of Munich
Laura Isabel Durán Noy
Affiliation:
Technical University of Munich
Markus Zimmermann
Affiliation:
Technical University of Munich
*
Martins Pacheco, Nuno Miguel, Technical University of Munich, Product Development and Lightweight Design, Germany, martins.pacheco@tum.de

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

Start-ups tend to form with a central idea that differentiates them from their competitors in the market. It is crucial for them to efficiently transform the idea into a marketable product. Prototyping helps to iteratively achieve a minimum viable product and plays a crucial role by enabling teams to test their ideas with limited resources early on. However, the prototyping process may have wrong focus leading to a suboptimal allocation of resources. Previously, we proposed role-based prototyping for fuzzy front-end development in small teams. It supports (1) resource allocation, (2) the definition of responsibilities, and (3) structuring the development process with milestones. In recent research this was a promising yet incomplete approach. We extend the previous work by refining the prototyping process by adding a prototyping matrix with two dimensions (purpose and lens), a prototyping cycle (plan, execute, test, reflect, assimilate), and a modified Kanban board (Protoban) for planning, managing, and reflecting cycles. This process, named PETRA was tested with a start-up developing an autonomous trash picking robot. The extended approach supported the team significantly in providing a clear idea of what to do at what time.

Keywords

Early design phasesCollaborative designProject managementNew product developmentUser centred design
Type
Article
Information
Proceedings of the Design Society , Volume 1: ICED21 , August 2021 , pp. 111 - 120
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2021. Published by Cambridge University Press

References

Ardito, L., Messeni Petruzzelli, A. and Albino, V. (2015), “From technological inventions to new products: A systematic review and research agenda of the main enabling factors”, European Management Review, Wiley Online Library, Vol. 12 No. 3, pp. 113–147.10.1111/emre.12047CrossRefGoogle Scholar
Ball, J. (2019), “The double diamond: A universally accepted depiction of the design process”, The Design Council UK Https://Www.Designcouncil.Org.Uk/News-Opinion/Double-Diamond-Universally-Accepted-Depiction-Design-Process.Google Scholar
Blomkvist, J. and Holmlid, S. (2011), “Existing prototyping perspectives: considerations for service design”, Nordes, No. 4.Google Scholar
Cohn, M. (2005), Agile Estimating and Planning, Pearson Education.Google Scholar
Cooper, R.G. (2011), Winning at New Products: Creating Value through Innovation, Basic Books.Google Scholar
Crawford, C.M. (2008), New Products Management, Tata McGraw-Hill Education.Google Scholar
Deming, W.E. (1989), “Out of the Crisis. Quality, Productivity and Competitive Position”, Massachusetts Institute of Technology, Cambridge, MA, Vol. 81, p. 82.Google Scholar
Florén, H., Frishammar, J., Parida, V. and Wincent, J. (2018), “Critical success factors in early new product development: a review and a conceptual model”, International Entrepreneurship and Management Journal, Springer, Vol. 14 No. 2, pp. 411–427.Google Scholar
Gassmann, O. and Schweitzer, F. (2014), Management of the Fuzzy Front End of Innovation, Springer.10.1007/978-3-319-01056-4CrossRefGoogle Scholar
Hevner, A.R., March, S.T., Park, J. and Ram, S. (2004), “Design science in information systems research”, MIS Quarterly, JSTOR, pp. 75–105.10.2307/25148625CrossRefGoogle Scholar
Hostettler, R., Bohmer, A.I., Lindemann, U. and Knoll, A. (2017), “TAF agile framework reducing uncertainty within minimum time and resources”, 2017 International Conference on Engineering, Technology and Innovation (ICE/ITMC), Vol. 2017, IEEE, pp. 767–775.10.1109/ICE.2017.8279962CrossRefGoogle Scholar
IDEO. (2015), The Field Guide to Human-Centered Design, Design Kit.Google Scholar
Kahn, K.B., Castellion, G. and Griffin, A. (2005), The PDMA Handbook of New Product Development, Wiley Online Library.Google Scholar
Karniel, A. and Reich, Y. (2011), Managing the Dynamics of New Product Development Processes: A New Product Lifecycle Management Paradigm, Springer Science & Business Media.10.1007/978-0-85729-570-5CrossRefGoogle Scholar
Koen, P.A., Ajamian, G.M., Boyce, S., Clamen, A., Fisher, E., Fountoulakis, S., Johnson, A., et al. (2002), “Fuzzy front end: effective methods, tools, and techniques”, The PDMA Toolbook, Vol. 1, pp. 5–35.Google Scholar
Lauff, C., Kotys-Schwartz, D. and Rentschler, M.E. (2017), “What is a prototype?: Emergent roles of prototypes from empirical work in three diverse companies”, International Design Engineering Technical Conferences and Computers and Information in Engineering Conference, Vol. 58219, p. V007T06A033.Google Scholar
Martins Pacheco, N.M., Behrenbeck, J., Tariq, B., Vazhapilli Sureshbabu, A., Zimmermann, M. and others. (2020), “A Role-based Prototyping Approach for Human-Centred Design in Fuzzy Front-End Scenarios”, DS 101: Proceedings of NordDesign 2020, Lyngby, Denmark, 12th-14th August 2020, pp. 1–12.Google Scholar
Martins Pacheco, N.M., Vazhapilli Sureshbabu, A. and Zimmermann, M. (2021), “A Role-Based Prototyping Approach for Human-Centered Design in Industry”, ICoRD'21--Design for Tomorrow (Accepted), Springer.Google Scholar
Menold, J., Jablokow, K. and Simpson, T. (2017), “Prototype for X (PFX): A holistic framework for structuring prototyping methods to support engineering design”, Design Studies, Vol. 50, pp. 70–112.10.1016/j.destud.2017.03.001CrossRefGoogle Scholar
Moogk, D.R. (2012), “Minimum viable product and the importance of experimentation in technology startups”, Technology Innovation Management Review, Vol. 2 No. 3.Google Scholar
Roberts, P. and Priest, H. (2006), “Reliability and validity in research”, Nursing Standard, Royal College of Nursing Publishing Company (RCN), Vol. 20 No. 44, pp. 41–46.Google ScholarPubMed
Savoia, A. (2019), The Right It: Why So Many Ideas Fail and How to Make Sure Yours Succeed, HarperCollins.Google Scholar
Shaytan, D.K. and Laptev, G.D. (2015), “Exploring Management of the Fuzzy Front End of Innovation in a Product Driven Startup Company”, International Journal of Economics and Management Engineering, Vol. 9 No. 4, pp. 1303–1308.Google Scholar
Sońta-Drakaczkowska, E. (2019), “New Product Development in High-tech Startups-a Conceptual Framework”, Marketing i Rynek, No. 1, pp. 30–37.10.33226/1231-7853.2019.1.3CrossRefGoogle Scholar
Spreiter, L., Böhmer, A.I., Lindemann, U. and others. (2018), “Evaluation of TAF agile framework based on the development of an innovative emergency wearable for seniors”, DS 92: Proceedings of the DESIGN 2018 15th International Design Conference, pp. 1345–1356.10.21278/idc.2018.0252CrossRefGoogle Scholar
Stevens, E. (2014), “Fuzzy front-end learning strategies: Exploration of a high-tech company”, Technovation, Elsevier, Vol. 34 No. 8, pp. 431–440.Google Scholar
Von Thienen, J., Noweski, C., Meinel, C. and Rauth, I. (2011), “The co-evolution of theory and practice in design thinking--or-‘mind the oddness trap!’”, Design Thinking, Springer, pp. 81–99.10.1007/978-3-642-13757-0_5CrossRefGoogle Scholar
Trott, P. (2016), Innovation Management and New Product Development, Pearson.Google Scholar
Ulrich, K. and Eppinger, S. (2011), Product Design and Development, McGraw-Hill Education.Google Scholar
Vetterli, C., Übernickel, F., Brenner, W., Haeger, F., Kowark, T., Krüger, J., Müller, J., et al. (2013), “Jumpstarting scrum with design thinking”, University of St. Gallen.Google Scholar