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1998 Product Development Metrics Research Results
Goldense Group Inc, Dec 1998, Pages: 171
All companies prepare financial statements that show standardized measurements of corporate sales and profits, but this practice does not extend to measuring R& D.
Surprisingly, the 1998 Product Development Metrics Survey from Goldense Group Inc. (GGI) found very few standardized measurements to quantify the effect of product development.
Although all responding companies performed some form of self-measurement, fewer than 40 percent measure new product development in relation to its contribution to the bottom line.
This suggests that product development and its metrics are presently decoupled from business strategy.
Without this information, it is impossible to get a complete picture of R& D performance.
The survey results also showed that the responsibility for product development metrics is not assigned correctly within the organization.
While industry touts the value of cross-functional team-based efforts, most respondents said that a functional leader or a top-level executive is responsible for the metrics program in his or her company.
Nearly one-half of all respondents claimed that their product development metrics system consisted of a number of unlike systems.
Over one-half of the respondents use a manual system to capture and report metrics activities.
In most companies, metrics are not tied together into a coherent system that is accessible to the various levels within their organizations.
Metrics that are common across a multi-project environment must first be in place before automated collection of project metrics can occur at optimal cost.
The Research 'Results' report is the most complete analysis of GGI's 1998 Survey findings.
This report provides 170 pages of text and presentation materials.
In addition to analyses contained in the Research 'Highlights' and 'Summary' reports, this 'Results' report slices survey data in several different ways, including Public vs. Private Companies Smaller vs. Larger Companies Process vs. Repetitive/Discrete vs. Job Shop Companies Higher vs. Lower Technology Companies and Companies with More vs. Fewer Employees.
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