6.3.4 Using and changing the PD Process

The company, often through experience, has found the important activities for their industry and business - although sometimes this is not so much by careful analysis after product development projects are completed, but by copying the actions of competitors or the industry in general or the latest fashion. Selecting both the activities and also intensity of work in each activity needs to be based not on 'we have always done it that way' or 'the industry does it that way' but on what is needed to achieve the target aims and outcomes. Selection of the activities involves:

     reason for the activity;

     resources needed;

     outcomes expected;

     timing of activities;

     controls for measurement of progress (Gruenwald, 1988).

The PD Process is not a static framework but needs to be evaluated regularly so that it can be updated for the new knowledge and skills in the company, the new directions chosen for the company and the changing environment. The use of some novel activities in the PD Process leads to the competitive edge of the company. But the PD Process always has a basic framework, which has been built up by experience and is only slowly changed. Top management can instigate new strategies and therefore new PD Processes for product development but this needs exceptional entrepreneurial skills, sustained commitment to new products for company growth and an acceptance of risk taking (Gruenwald, 1988). Without making drastic changes, top management can send the right signals to the organisation for evaluation and necessary change to the PD Process, for communication between different people to recognise changes, and for a dynamic organisation that can cope with change in the PD Process (O'Connor, 1996).

The management of the PD Process varies from company to company. Some companies put the framework on the internal communication network and expect product development staff to consult it; other companies set out a rigid PD Process with the activities and often the techniques identified as to what is to be done in all projects.

Think Break Does your company have a PD Process framework? 1. Discuss how the PD Process framework:     (a) recognises the company's philosophy, knowledge and skills,     (b) adapts to innovation level, typeof technology, marketing, environment,          food regulations,     (c) identifies the activities for each of the four stages of the PD Process,     (d) puts these activities into parallel or sequential positions,     (e) shows the necessary collaboration between people and departments. 2. What changes could be made to your company's PD Process framework     that would make product development more effective and efficient in your     company? (If your company does not have a PD Process framework, design one using the above criteria.)