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  • 1.
    Gutierrez, Ernesto
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Hemphälä, Jens
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Abedi, Aref
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.).
    Wallsten, Jakob
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.).
    A method for designing processes for Project Portfolio Management2010In: Proceedings of the 8th International NordDesign Conference 2010 / [ed] Andreas Dagman, Rikard Söderberg, 2010, p. 55-64Conference paper (Refereed)
    Abstract [en]

    Project Portfolio Management (PPM) is the process that aims to the evaluation, selection and prioritization of ideas and projects for developing new products. PPM is considered a key managerial task and a core competence influencing companies.

  • 2.
    Gutierrez, Ernesto
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Kihlander, Ingrid
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Eriksson, Joakim
    Mälardalen University.
    What's a good idea?: understanding evalaution and selection of new product ideas2009In: Proceedings of the 17th International Conference on Engineering Design (ICED'09), Vol. 3, 2009, p. 121-132Conference paper (Refereed)
    Abstract [en]

    This paper investigates how ideas for new products are evaluated and selected in industrial companies. It is based on an empirical and explorative study in three companies, using qualitative interviews. The findings indicate that a good idea is the result of a process in which at the same time the idea is generated, evaluated and selected. This process determines which ideas are further developed, which of them reach a formal decision-making forum and, to some extent, the decisions made in these official forums. This process is characterized by a social and a cognitive aspect, overlooked in normative literature. The social aspect is about interaction between people that makes possible to combine formal and informal processes, and rational and non-rational approaches for developing and evaluating ideas with different grades of ambiguity and uncertainty. The cognitive aspect refers to how ideas and company's context are interpreted, in individual and collective levels, for making evaluations on ideas. Implications of these findings for designing supporting methods for evaluation and selection of ideas are discussed; and general descriptions of a practical method suggested.

  • 3.
    Gutierrez, Ernesto
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Dealing with legitimacy: A key challenge for Project Portfolio Management decision makers2014In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 32, no 1, p. 30-39Article in journal (Refereed)
    Abstract [en]

    Previous research has considered combining different decision-making approaches to be critical to achieve flexibility in Project Portfolio Management (PPM). Lacking flexibility, i.e., making decisions only by rational and formal approaches, might lead to a deficient balance between different types of ideas and projects, and this may lead to innovation opportunities being missed. However, the challenges that decision makers might face in achieving that flexibility have not been investigated thoroughly. In an interview study of three industrial companies, we explored how different decision-making approaches are combined in PPM. We found that rational and formal decision-making processes are experienced as more legitimate than informal and non-rational ones. Decision makers deal with legitimacy by certain mechanisms that allow them to bypass high accepted approaches and legitimizing decisions made by low accepted ones. We discuss how these mechanisms, while contributing to achieving flexibility, might also cause a bias in decisions and destabilization in resource allocation.

  • 4.
    Gutiérres, Ernesto
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ritzén, Sofia
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Hemphälä, Jens
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Janhager, Jenny
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ölundh Sandström, Gunilla
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Project Portfolio Management: research for improving practice2009Report (Refereed)
  • 5.
    Gutiérrez, Ernesto
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Decision making in innovation: understanding selection and prioritizaiton of development projects2008Licentiate thesis, comprehensive summary (Other academic)
    Abstract [en]

    This thesis has its origin in empirical evidence. Some Swedish companies claimed that despite having plenty of proposals for developing new products, they experienced problems when choosing from all those alternatives. Their problem was how to select among new ideas the ones for being developed and the ones to be rejected, how many projects to run according to their capacity, when to start a development project and when to stop one, and how to decide among ongoing projects which the most important ones were. The companies’ problem was decision making in the context of innovation.

     According to literature, a deeper understanding is needed of the decision making process in innovation, taking into account its organizational and procedural complexities. The purpose of this thesis is to achieve an understanding of the decision making process in innovation.  The thesis is based on an explorative study, with interviews carried out in three companies that have new product development as a core competitive factor. The empirical study focuses on the decisions made for selection and prioritization of different innovative alternatives. 

    As a result of the analysis of the empirical data a conceptualization of the decision making process was developed. Furthermore, it was described the relevant problems that decision makers experience, the main characteristics of the decision making process and the role that decision making plays in innovation. The implications of these findings for designing work procedures to support decision making in innovation were discussed; and general descriptions of two practical methods suggested. 

    The main findings indicate that for making decisions in the context of innovation, organizations must be able to face uncertain and ambiguous situations, and achieve a collective understanding about what is to be done. To do this, different approaches for making decisions and understanding innovation are needed. However, regardless of the appropriateness of these approaches, they receive different levels of acceptance within organizations; and decision makers must deal with the different grades of organizational acceptance of the different approaches. As a consequence, an organization displays certain dynamic using different approaches for making decisions and for understanding innovation. Such dynamic influences the companies’ innovative potential and the output of the innovation process.

  • 6.
    Gutiérrez, Ernesto
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Evaluation and selection of ideas and projects in product development2012Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    Product development has become an important competitive factor for most companies. A central task is to select which projects, often from a large number of project proposals, are to be developed in order to achieve strategic objectives without exceeding available resources. Project Portfolio Management (PPM) is the research discipline which focuses on the decision-making processes used to evaluate, select and prioritise projects. Previous research has stated that companies must be able to select and commit resources to different types of ideas and projects. However, it is widely believed that PPM literature has not sufficiently investigated the challenges that companies might face when putting into practice different decision-making approaches to select different types of ideas and projects.

    This thesis aims to explore how different types of ideas and projects are evaluated and selected in the context of the development of complex technological products. It is based on a qualitative research approach and interviews and observations have been carried out with the cooperation of six companies.

    The findings of this thesis reveal that because different decision-making approaches encounter different levels of acceptance within an organisation, the dynamics by which an idea evolves are affected by the way in which decision makers deal with the legitimacy of the decision-making approaches that they put into practice. Decision makers use some mechanisms that allow them to avoid drawing exclusively on the highly accepted approaches when they are not considered to be suitable, and to give legitimacy to the decisions that have been made by the less accepted approaches. In addition, the way in which decision makers experience a decision situation influences how it is approached. If they experience ambiguity, they might display a decision-making logic in which actions are allowed to be taken within self-organised social interactions, in order to make sense of the idea, project or criteria. However, the occurrence of self-organised interactions is conditioned by how decision makers negotiate resources with stakeholders that display different interests and decision-making logics.

    These findings question the objective view that assumes that ideas and projects are already defined at the moment the decision is made and are able to be classified in pre-defined categories. It also led to the question of whether problems in fulfilling resource allocation plans and the risk of biases in decision making are problems that arise due to poor decision-making practices, and whether they should, instead, be understood as probable consequences of a flexible process.

    Finally, this thesis explores a way of enhancing decision makers’ abilities through scenarios in which decision makers experience decision situations and reflect on their own ways of making decisions.

  • 7.
    Gutiérrez, Ernesto
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Managing ambiguity when evaluating and selecting new ideas in Project Portfolio Management2014In: International Journal of Innovation and Technology Management (IJITM), ISSN 0219-8770, Vol. 11, no 5, article id 1450030Article in journal (Refereed)
    Abstract [en]

    Evaluating and selecting new ideas are central activities in Project Portfolio Management (PPM). PPM dominant approach assumes that both ideas and decision criteria are clearly defined at their evaluation. It does not take into consideration ambiguous situations in which ideas are not fully understood, or there are opposing opinions about their classification. We explore evaluation of ideas when PPM decision makers experience ambiguity. We found that they allow ideas to be developed further, which helps them to understand purposes, reveal benefits and construct judgments. However, it also affects resource allocation because it requires resources that had already been assigned.

  • 8.
    Gutiérrez, Ernesto
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    When sensemaking meets resource allocation: an exploratory study of ambiguous ideas in Project Portfolio Management2011In: 18th International Conference on Engineering Design (ICED 2011), 2011, p. 373-382Conference paper (Refereed)
    Abstract [en]

    Research in Project Portfolio Management (PPM) has proposed tools and models for evaluating, selecting and prioritizing ideas and projects in product development. However, empirical evidence indicates that most companies still experience problems when managing their portfolios. PPM literature has mainly focused on evaluation models in which clearly defined ideas are evaluated against predetermined decision criteria. It is considered that this approach is not suitable for ambiguous ideas, where people face difficulties in understanding or classifying an idea. In this article we explore the evaluation of ambiguous ideas in PPM. We found that when people experience ambiguity they take small steps in the further development of an idea for giving to it the clarity that it was lacking before. This process for making sense of the ambiguous situation is conditioned by the resource allocation process which has its own logic and dynamic. We discuss these findings for explaining why some ideas are not evaluated according to the evaluation models proposed in PPM literature; and why the resource allocation process within PPM does not work as management planned it to.

  • 9.
    Gutiérrez, Ernesto
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Janhager, Jenny
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ritzén, Sofia
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ölundh Sandström, Gunilla
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Designing work procedures for project portfolio management2008In: PROCEEDINGS OF NORDDESIGN 2008 / [ed] Roosimolder, L., TALLINN UNIV TECH , 2008, p. 285-294Conference paper (Refereed)
    Abstract [en]

    Project Portfolio Management (PPM) is about how companies evaluate, select and prioritize ideas and projects for developing new products. This is aimed to align development investments with company's strategic goals and to reduce the risk caused by uncertainty. Research regarding the procedural aspects of PPM is still considered not enough developed. It is needed a better theoretical ground about which organizational processes should be included in PPM, how they influence each other, and how a work procedure should be designed for suiting a specific company. This paper focuses on understanding the characteristics of processes and activities within PPM. It is grounded on an empirical study in three companies based on qualitative research inter-views. It was found that that processes within PPM have five main characteristics: reciprocal influence, parallel running, network of actors, multiple decision levels and decision-realization gap. It is also discussed the implications of these findings for the design of work procedures for PPM.

  • 10.
    Gutiérrez, Ernesto
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ölundh Sandström, Gunilla
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Janhager, Jenny
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ritzén, Sofia
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Innovation and decision making: understanding selection and prioritization of development projects2008In: 2008 IEEE INTERNATIONAL CONFERENCE ON MANAGEMENT OF INNOVATION AND TECHNOLOGY, VOLS 1-3, IEEE , 2008, p. 333-338Conference paper (Refereed)
    Abstract [en]

    This paper examines the problems decision makers experience when selecting and prioritizing new ideas and development projects. It is based on an explorative study, with interviews carried out in three companies that have new product development as a core competitive factor.

    The findings indicate that to deal with all the situations and problems that may arise in the innovation process, various approaches for making decisions and understanding innovation are needed. However, regardless of the appropriateness of these approaches for given circumstances, they receive different levels of acceptance at an organizational plane. This puts decision makers in the conflictive situation of sometimes having to use approaches to work that are appropriate but not accepted, and other times accepted but inappropriate. Furthermore, an organization's potential to create new products, and consequently its future competitiveness, depends on how its members deal with the organizational acceptance of the approaches used.

    We discuss the implications of these findings for designing work procedures for selecting and prioritizing ideas and projects.

  • 11.
    Ritzén, Sofia
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Gutiérrez, Ernesto
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Janhager, Jenny
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ölundh Sandström, Gunilla
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Probe: managing the project portfolio for competitive advantage2007Conference paper (Other academic)
1 - 11 of 11
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