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Warren Seering and Thomas Roemer. Burseth, Daniel Leaders for Global Operations Program. Leaders for Global Operations Program at MIT Massachusetts Institute of Technology. Engineering Systems Division Sloan School of Management 2015-09-29T18:56:26Z 2015-09-29T18:56:26Z 2015 2015 http://hdl.handle.net/1721.1/98977 921150548 Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2015. In conjunction with the Leaders for Global Operations Program at MIT. Thesis: S.M., Massachusetts Institute of Technology, Engineering Systems Division, 2015. In conjunction with the Leaders for Global Operations Program at MIT. Cataloged from PDF version of thesis. Includes bibliographical references (pages 55-56). Powerful software exists to help consumer electronics enterprises manage complex product lifecycles and improve the speed with which they introduce new products to the market. While significant research exists to inform the organizational design for a high-performing new product introduction process, less has been done to inform strategies for selecting and implementing enterprise software that can play a key role in the market success or failure of a new product. Studies and surveys suggest that only 10% of large enterprise software initiatives are completed on-time, within budget, and in scope. While many project management methodologies offer treatments to increase the probability of implementation success for a single software initiative, few methods exist to help inform the selection and sequence for a portfolio of initiatives. This paper proposes a method to reduce the implementation risk of large software projects within a product development organization by completing smaller projects that require the technology team to build their understanding of a complex phase-gate product development model. This method was utilized by Verizon Communications to on-board enterprise software to address time-to-market delays in the first consumer electronics produced in their new product development model. by Daniel Burseth. M.B.A. S.M. 56 pages eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. Engineering Systems Division. Leaders for Global Operations Program. A method for selecting and sequencing enterprise software to improve high-volume new product introduction performance Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="8ffb302b-bc61-4da3-958c-6edacde1998d"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>A method for selecting and sequencing enterprise software to improve high-volume new product introduction performance</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2015</PublicationDate> <Authors> <Author> <DisplayName>Burseth, Daniel</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Keyword>Engineering Systems Division.</Keyword> <Keyword>Leaders for Global Operations Program.</Keyword> <Abstract>Powerful software exists to help consumer electronics enterprises manage complex product lifecycles and improve the speed with which they introduce new products to the market. While significant research exists to inform the organizational design for a high-performing new product introduction process, less has been done to inform strategies for selecting and implementing enterprise software that can play a key role in the market success or failure of a new product. Studies and surveys suggest that only 10% of large enterprise software initiatives are completed on-time, within budget, and in scope. While many project management methodologies offer treatments to increase the probability of implementation success for a single software initiative, few methods exist to help inform the selection and sequence for a portfolio of initiatives. This paper proposes a method to reduce the implementation risk of large software projects within a product development organization by completing smaller projects that require the technology team to build their understanding of a complex phase-gate product development model. This method was utilized by Verizon Communications to on-board enterprise software to address time-to-market delays in the first consumer electronics produced in their new product development model.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>