In today’s competitive environment, the need is greater than ever to use more efficient investment in product development. To assist managers, we have two conceptual tools developed to assess the performance in product development support. The Performance Measurement Evaluation Matrix (pMEX) helps managers evaluate performance measurement systems they currently use to identify in which areas improvements. Results from using the pMEX out that it is common per associate … Read more »

In today’s competitive environment, the need is greater than ever to use more efficient investment in product development. To assist managers, we have two conceptual tools developed to assess the performance in product development support. The Performance Measurement Evaluation Matrix (pMEX) helps managers evaluate performance measurement systems they currently use to identify in which areas improvements. Results from the use of pMEX out that it is common to combine performance measurements with the efficiency aspects of time, cost and quality, without monitoring the value is created. The performance is largely perceived by managers in terms of time, cost and quality of activities in the later stages of the development process. We argue that an effective performance measurement system based on performance criteria, and then routes based on these measurements. It is argued that there will be a change in the perception of performance before performance evaluation systems can be improved. The Product Development Organizational Performance Model (PDOPM) helps in developing the perception of performance by about uncertainty, efficiency and effectiveness in three generic activity within the product development function. The use of our tools is an improved perception of the performance and its measurement, so that improvements in the evaluation of performance.
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Stefan Cedergren,
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Christer Norstrom
Source: Business Horizons
11 pages.
Publication Date: Jul 15, 2010. Prod #: BH393-PDF-ENG
Evaluation of performance in a Product Development Context HBR case solution