An Evaluation of Research on Integrated Product Development
Management Science
Concurrent Crashing and Overlapping in Product Development
Operations Research
A proposed method for cost estimating for low volume infrequent electronic products
Proceedings of the 2006 conference on Leading the Web in Concurrent Engineering: Next Generation Concurrent Engineering
An overlapping process model to assess schedule risk for new product development
Computers and Industrial Engineering
Sources of errors in distributed development projects: implications for collaborative tools
Proceedings of the 2010 ACM conference on Computer supported cooperative work
Target Age and the Acquisition of Innovation in High-Technology Industries
Management Science
Engineering Applications of Artificial Intelligence
Expert Systems with Applications: An International Journal
How Peripheral Developers Contribute to Open-Source Software Development
Information Systems Research
| Hi-index | 0.01 |
Overlapping development activities is widely used to reduce project completion times in product development. However, research on the applicability of the concept in di fferent technological environments remains scarce. So far, very few industry-specific studies have statistically confirmed an accelerating effect of overlap. In the present article we statistically measure the effectiveness of overlapping development activities in reducing project completion time. Building on analytical research in operations management, we argue that this effectiveness differs with the organization's capability to resolve uncertainty early in the process. Projects benefit more from over lap if they are able to resolve uncertainty early. This contingency view to overlapping development activities is tested based on data from 140 completed development projects across several global electronics industries.