Fuzzy Front End management
at Fondel Development
Less fuzziness with project and portfolio management
Steenwijk, December 2010
Student ID: 1437658
e-mail: nikkipengel@gmail.com
Fondel Development
Supervisors: Jaap Vandehoek Jelle Sernee
University of Groningen
Faculty of Economics and Business
Supervisor: dr. ir. M.W. Hillen Co-assessor: prof. dr.
Master thesis
Technology management
Fuzzy Front End management
Fondel Development
ess fuzziness with project and portfolio management
By Niclas Pengel
1437658
nikkipengel@gmail.com
Jaap Vandehoek Jelle Sernee
Faculty of Economics and Business
M.W. Hillen prof. dr. A.A. Broekhuis
Fondel Development
Preface
Finally, this research is my last project for
University of Groningen. I conducted this last research at Fondel De internship of six months in April 2010.
problems within a company. The result is the report lying in front of you.
I would like to thank my supervisor of Fondel Development
research and for taking some of his scarce time to support me. Furthermore, I also want to thank Jelle Sernee for taking time for my interviews and the tips he gave me on the
my supervisor of the University of Groningen
from the first word until this preface. Another person that I would like to thank is University of Groningen prof. dr.
end. On top of that I appreciated the support of both to finish the project before the end of this year.
Some other persons that deserve a
this final project. My girlfriend specially for traveling trough whole the Netherlands given me a place to live in Rotterdam.
A special thanks goes to my parents, who not only (financial) sponsored and supported this project, but all the seven years of my beautiful time in the city of Groningen and at the University of Groningen.
Enjoy reading!
Steenwijk, December 2010
Niclas Pengel
research is my last project for the master degree program of Technology management at the gen. I conducted this last research at Fondel Development in Rotterdam where I started an internship of six months in April 2010. Where I used my seven years of “study knowledge
within a company. The result is the report lying in front of you.
supervisor of Fondel Development Jaap Vandehoek for given me the chance to do my research and for taking some of his scarce time to support me. Furthermore, I also want to thank Jelle Sernee for taking time for my interviews and the tips he gave me on the way. On the other hand, I would like to thank my supervisor of the University of Groningen Dr. Ir. M.W. Hillen, for his supervision and
from the first word until this preface. Another person that I would like to thank is
prof. dr. A.A. Broekhuis for reviewing my theses and for the helpful feedback at the end. On top of that I appreciated the support of both to finish the project before the end of this year.
Some other persons that deserve attention are my family, friends and girlfriend who supported me throughout . My girlfriend specially for traveling trough whole the Netherlands
in Rotterdam.
parents, who not only (financial) sponsored and supported this project, but all the seven years of my beautiful time in the city of Groningen and at the University of Groningen.
the master degree program of Technology management at the velopment in Rotterdam where I started an knowledge” to solve practical
Jaap Vandehoek for given me the chance to do my research and for taking some of his scarce time to support me. Furthermore, I also want to thank Jelle Sernee On the other hand, I would like to thank Dr. Ir. M.W. Hillen, for his supervision and concrete feedback from the first word until this preface. Another person that I would like to thank is my co-assessor of the A.A. Broekhuis for reviewing my theses and for the helpful feedback at the end. On top of that I appreciated the support of both to finish the project before the end of this year.
and girlfriend who supported me throughout . My girlfriend specially for traveling trough whole the Netherlands to support me. Jan for
Management summary
Fondel Development is a part of Fondel Holding, a major supplier of primary and secondary metals and minerals that conducts worldwide business. Fondel Development focuses on emerging and innovative technologies in the effort to recover and recycle metals.
After three years of development the managers expressed their desire to screen their ongoing business and to improve their performance. Exploratory interviews were done with the managers to find business
which were interrelated with each other. The outcome of the interrelation of business problems and the desire to improve the performance of Fondel Development lead to the following research question:
Fondel Development use Fuzzy Front
The Fuzzy Front End (FFE) is the first phase of the total development process. literature by different names and definitions.
level and a portfolio level. Within the aggregations several activities have to be done. five most important are: Opportunity identification,
evaluation and Initiative plannin
strategy, Project definition, Project selection.
Fondel Development does not spend much time managing the FFE and do not use a defined FFE process and they did not distinguish between
Opportunities, initiative planning and a development strategy are used as management methods for the FFE, so far. Therefore, several management methods (project charter, scorecard, portfolio map) are introduced at Fondel Development and a clear distinction between FFE project and FFE portfolio management has been made. Also a defined FFE process has been introduced with consists all the management methods and makes a clear distinction between the two agg
Using the FFE process should lead to an improvement of finding, generating, evaluating and selecting projects with a high chance of success, based on financial as well as non
with positive financial value and high chances of success will be executed, what leads to a higher performance of Fondel Development.
Fondel Development | Management summary
Management summary
Fondel Development is a part of Fondel Holding, a major supplier of primary and secondary metals and minerals that conducts worldwide business. Fondel Development focuses on emerging and innovative technologies in the effort to recover and recycle metals. The business unit has been founded three years ago. After three years of development the managers expressed their desire to screen their ongoing business and to improve their performance. Exploratory interviews were done with the managers to find business
which were interrelated with each other. The outcome of the interrelation of business problems and the desire to improve the performance of Fondel Development lead to the following research question:
Fondel Development use Fuzzy Front End management to improve their performance?
The Fuzzy Front End (FFE) is the first phase of the total development process.
literature by different names and definitions. Within the FFE two aggregations can be distinguished, a proje level and a portfolio level. Within the aggregations several activities have to be done.
are: Opportunity identification, Opportunity selection, Project generation
and Initiative planning. For the portfolio level there are three important areas: Development strategy, Project definition, Project selection.
Fondel Development does not spend much time managing the FFE and do not use a defined FFE process and they did not distinguish between the two aggregations. Only the Assessment of Business Opportunities, initiative planning and a development strategy are used as management methods for the FFE, so far. Therefore, several management methods (project charter, scorecard, portfolio map) are troduced at Fondel Development and a clear distinction between FFE project and FFE portfolio management has been made. Also a defined FFE process has been introduced with consists all the management methods and makes a clear distinction between the two aggregations.
Using the FFE process should lead to an improvement of finding, generating, evaluating and selecting projects with a high chance of success, based on financial as well as non-financial factors.
d high chances of success will be executed, what leads to a higher performance
Management summary 4 Fondel Development is a part of Fondel Holding, a major supplier of primary and secondary metals and minerals that conducts worldwide business. Fondel Development focuses on emerging and innovative The business unit has been founded three years ago. After three years of development the managers expressed their desire to screen their ongoing business and to improve their performance. Exploratory interviews were done with the managers to find business problems, which were interrelated with each other. The outcome of the interrelation of business problems and the desire to improve the performance of Fondel Development lead to the following research question: How should
End management to improve their performance?
The Fuzzy Front End (FFE) is the first phase of the total development process. The FFE is described in Within the FFE two aggregations can be distinguished, a project level and a portfolio level. Within the aggregations several activities have to be done. For the project level the Opportunity selection, Project generation, Project For the portfolio level there are three important areas: Development
Fondel Development does not spend much time managing the FFE and do not use a defined FFE process the two aggregations. Only the Assessment of Business Opportunities, initiative planning and a development strategy are used as management methods for the FFE, so far. Therefore, several management methods (project charter, scorecard, portfolio map) are troduced at Fondel Development and a clear distinction between FFE project and FFE portfolio management has been made. Also a defined FFE process has been introduced with consists all the
regations.
PREFACE ... MANAGEMENT SUMMARY ... 1. INTRODUCTION ... 1.1FONDEL DEVELOPMENT ... 1.2DIAGNOSIS ... 1.3PROBLEM MESS ... 1.4CONCEPTUAL MODEL ... 2. METHODOLOGY ...
2.1BUSINESS PROBLEM SOLVING METHODOLOGY
2.2RESEARCH APPROACH AND SCOPE ... 2.3ANALYSIS AND DIAGNOSIS ...
3. PROBLEM STATEMENT ...
3.1PROBLEM DEFINITION AND RESEARCH OBJECTIVE
3.2RESEARCH QUESTION ...
4. THEORETICAL FRAMEWORK
4.1TOTAL DEVELOPMENT PROCESS. ... 4.2FUZZY FRONT END MANAGEMENT ... 4.2.1FUZZY FRONT END PROJECT MANAGEMEN
4.2.1a Opportunity identification and selection. 4.2.1b Project generation and evaluation 4.2.1c Initiative planning ...
4.2.2FUZZY FRONT END PORTFOLIO MANAGEM
4.2.2a Development strategy ... 4.2.2b Project definition ... 4.2.2c Project selection ... 5. ANALYSIS ...
5.1FUZZY FRONT END MANAGEMENT AT
5.2FFE PORTFOLIO MANAGEMENT ...
5.2.1 development Strategy ... 5.2.2 Project definition ...
5.3FFEPROJECTS ANALYSIS ...
5.3.1 Opportunity identification 5.3.2 Initial screen ... 5.3.3 Project generation ... 5.3.4 Project evaluation ... 5.3.5 Initiative planning ... 5.3.6 Overview FFE project management
5.4ANALYSIS SUMMARY ... ... ... ... ... ... ... ... ... OLVING METHODOLOGY. ... ... ... ... D RESEARCH OBJECTIVE ... ... ... ... ... ND PROJECT MANAGEMENT ...
4.2.1a Opportunity identification and selection. ...
Project generation and evaluation ... ... ND PORTFOLIO MANAGEMENT ... ... ... ... ...
ND MANAGEMENT AT FONDEL DEVELOPMENT ... ... ... ... ... Opportunity identification ... ... ... ... ...
5.3.6 Overview FFE project management ...
6. RECOMMENDATIONS...
6.1FFE PROJECT MANAGEMENT ...
6.1.1 Idea generation ... 6.1.2 Initial screen ... 6.1.3 Project generation: Project Charter 6.1.4 Project evaluation: Scorecard
6.1.5 Initiative planning. ...
6.2FFE PORTFOLIO MANAGEMENT ...
6.2.1 Development strategy ... 6.2.2 Project definition: project portfolio map 6.2.3 Project selection ...
6.3FUZZY FRONT END MANAGEMENT PROCESS FO 7. CONCLUSION, LIMITATIONS AND FURTHER R
7.1CONCLUSION... 7.2LIMITATIONS AND FURTHER RESEARCH REFERENCES ...
ARTICLES:... BOOKS: ...
APPENDIX A ...
A.1BUSINESS PROBLEMS ... A.2INTERRELATION OF PROBLEMS ...
APPENDIX B ... APPENDIX C ...
C.1PRODUCT DEVELOPMENT. ... C.2PROCESS DEVELOPMENT ...
C.3TECHNOLOGY DEVELOPMENT
C.3.1 Three stage technology development process C.3.2 TechStageGate ...
C.3.3 Philips technology incubator APPENDIX D ... APPENDIX E ... APPENDIX F ... APPENDIX G ...
ASSESSMENT OF BUSINESS OPPORTUNITY APPENDIX H ...
APPENDIX I ...
Fondel Development | Management summary ...
...
... ... 6.1.3 Project generation: Project Charter ... 6.1.4 Project evaluation: Scorecard ...
...
...
... 6.2.2 Project definition: project portfolio map ...
... ANAGEMENT PROCESS FOR NEW PROJECTS ...
ATIONS AND FURTHER RESEARCH ...
... D FURTHER RESEARCH. ... ... ... ... ... ... FOUT!B ... FOUT!B ... ... ... ... EVELOPMENT ...
Three stage technology development process ...
... C.3.3 Philips technology incubator ...
... ... ... ... PPORTUNITY ... FOUT!B ... ... Management summary 6 ... 38 ... 38 ... 38 ... 38 ... 39 ... 40 ... 43 ... 44 ... 44 ... 45 ... 45 ... 45 ... 47 ... 47 ... 48 ... 50 ... 50 ... 52 ... 53
BLADWIJZER NIET GEDEFINIEERD. BLADWIJZER NIET GEDEFINIEERD. ... 54 ... 55 ... 55 ... 56 ... 57 ... 59 ... 60 ... 61 ... 64 ... 66 ... 69 ... 69
BLADWIJZER NIET GEDEFINIEERD. ... 70
1. Introduction
Fondel Development is a part of 1968. Fondel is a major supplier
business and employs over 200 people in 22 countries To play a crucial part in every phase of the met divisions (Figure 1). Fondel Commodities handles
years of experience in trading metals and is well known in their business. Three years ago (2007) the private limited company Fondel Development was formed. Fondel Development is dedicated to
and is constantly searching for profitable business cases in makes business out of potential investment oppo
business division was founded shortly after Fondel Development
participations and profitable projects of Fondel Development became a part of Fondel prospective projects of Fondel Development will
projects are finished. Generally, the finished projects become a private limited company that produces secondary metals which will be bought by Fondel Commodities.
Development.
Fondel Commodities
1.1 Fondel Development
As primary resources of metals become increasingly scarce and more expensive, more on a sustainable way of handling
metals for industry, Fondel Development focu recover and recycle metals. In addition,
resources, it supports sustainability in the metal sector and contributes to a greener w company can be called a
“non-profitable business projects to Fondel Participation. Fondel Development does not sell any products or technologies themselves. Therefore, all projects of Fondel
Figure 1
Fondel Development is a part of Fondel Holding, which is headquartered in Rotterdam and was founded in 1968. Fondel is a major supplier of primary and secondary metals and minerals that conducts worldwide over 200 people in 22 countries, and has an annual trade flow of over one billion Euros. To play a crucial part in every phase of the metal supply chain Fondel created three
. Fondel Commodities handles an extensive range of metals all over the world, has over 40 experience in trading metals and is well known in their business. Three years ago (2007) the private company Fondel Development was formed. Fondel Development is dedicated to
and is constantly searching for profitable business cases in the metal sector. Finally,
makes business out of potential investment opportunities that do not attract traditional mining h founded shortly after Fondel Development during a restructuring of Fondel. Al profitable projects of Fondel Development became a part of Fondel
prospective projects of Fondel Development will also become part of Fondel Participations
Generally, the finished projects become a private limited company that produces ill be bought by Fondel Commodities. This research is primarily focused on Fondel
Fondel Holding Fondel Development Fondel Participations Fondel Commodities
Fondel Development
As primary resources of metals become increasingly scarce and more expensive, society
a sustainable way of handling these natural sources. To maintain the core business of supplying Fondel Development focuses on emerging and innovative technologies in the effort to recover and recycle metals. In addition, since recycled metals result in significant savings in energy and
it supports sustainability in the metal sector and contributes to a greener w
-profit” organization that creates value for Fondel Holding by delivering business projects to Fondel Participation. Fondel Development does not sell any products or
Therefore, all projects of Fondel Development are financed by
1. Business divisions of Fondel Holding B.V.
which is headquartered in Rotterdam and was founded in secondary metals and minerals that conducts worldwide an annual trade flow of over one billion Euros. ed three complementary business an extensive range of metals all over the world, has over 40 experience in trading metals and is well known in their business. Three years ago (2007) the private company Fondel Development was formed. Fondel Development is dedicated to constant improvement Finally, Fondel Participations rtunities that do not attract traditional mining houses. This restructuring of Fondel. All ongoing profitable projects of Fondel Development became a part of Fondel Participations. Profitable become part of Fondel Participations, when these Generally, the finished projects become a private limited company that produces is primarily focused on Fondel
Besides the delivery of profitable projects, all metals recovered through the new technologies or processes must be sold to Fondel Holding so they can maintain their business.
The core activity is to develop inn Development provides project manag total two full time employees (FTE) profitable concepts, more FTE will be added
work, production and design are outsourced in the beginning of development
Fondel Development can be compared with the technology incubator of Philips company that has to create new businesses for Fondel Holding, where Fondel Holding so. The managing directors of Fondel Develop
company and are accountable to the CEO and CFO of in a weekly meeting to the CEO and CFO,
mostly not written documents but meetings were the progress will be discussed. Only for one project (Inashco) monthly management reports were made
For the projects no initial budgets are generated;
Development has to get permission from the CEO and CFO.
permissions for all the needed resources for the projects, but it always tak during the projects, because all the re
Especially in difficult economic times resources.
All other decisions are in the hands of the
activities must be undertaken. Fondel Development has they’ve never used a specific, defined devel
Fondel Development is working with the principle “all the work that one of the managing directors, with a view on the future
months, which can be compared with the TechStageGate C. One difference however is that no strict kill moments are pre Holding and the managing directors of
no deliverables or goals are set for the next milestone.
It has to be noticed that both the technology
development, where technology development is sometimes only a part of the whole projec Development. In literature it is recommended to follow a more specific d
technology has been developed (appendix C)
Fondel Development | 1. Introduction
Besides the delivery of profitable projects, all metals recovered through the new technologies or processes must be sold to Fondel Holding so they can maintain their business.
e core activity is to develop innovative applications of metals. When an idea or patent is indentified Development provides project management, financial capital and marketing to commercia
total two full time employees (FTE) are reserved to accomplish these tasks, but when ideas evolve more FTE will be added. Some core activities in the development process like laboratory work, production and design are outsourced in the beginning of development.
ndel Development can be compared with the technology incubator of Philips (appendix C) o create new businesses for Fondel Holding, where Fondel Holding
so. The managing directors of Fondel Development are responsible for the performance of the private ntable to the CEO and CFO of Fondel Holding. The managing directors used to report in a weekly meeting to the CEO and CFO, later on this became monthly or two-week reports
mostly not written documents but meetings were the progress will be discussed. Only for one project (Inashco) monthly management reports were made.
initial budgets are generated; for all resources, especially financial reso
Development has to get permission from the CEO and CFO. So far, Fondel Development has received permissions for all the needed resources for the projects, but it always takes more time to complete
all the resource allocations have to be discussed with higher management y in difficult economic times more effort was required to convince the CEO and CFO of the need of
All other decisions are in the hands of the managing directors, who choose how to use the resource activities must be undertaken. Fondel Development has worked on several development projects. U
defined development process because of the differences between projects opment is working with the principle “all the work that has to be done, will be done”,
with a view on the future. Activities are planned in advance for the coming can be compared with the TechStageGate of Ajamian and Koen (2002) discussed in
is that no strict kill moments are pre-agreed by the CEO and CFO of the Fondel the managing directors of Fondel Development. Also the first and the last stages are n
goals are set for the next milestone.
the technology incubator and the TechStageGate are used for technology development, where technology development is sometimes only a part of the whole projec
Development. In literature it is recommended to follow a more specific defined development process, once (appendix C).
1. Introduction 8 Besides the delivery of profitable projects, all metals recovered through the new technologies or processes
When an idea or patent is indentified, Fondel , financial capital and marketing to commercialize the concept. In are reserved to accomplish these tasks, but when ideas evolve into . Some core activities in the development process like laboratory
(appendix C). It is a private o create new businesses for Fondel Holding, where Fondel Holding finances the costs to do
ment are responsible for the performance of the private Fondel Holding. The managing directors used to report
week reports. These reports are mostly not written documents but meetings were the progress will be discussed. Only for one project (Inashco)
resources, especially financial resources, Fondel So far, Fondel Development has received
es more time to complete tasks source allocations have to be discussed with higher management.
to convince the CEO and CFO of the need of
how to use the resources and what on several development projects. Until now
the differences between projects. has to be done, will be done”, stated by
advance for the coming of Ajamian and Koen (2002) discussed in appendix
the CEO and CFO of the Fondel Fondel Development. Also the first and the last stages are not fixed and
are used for technology development, where technology development is sometimes only a part of the whole project of Fondel
1.2 Diagnosis
After three years of ongoing business, Fondel Development still appear with an average of five a year.
seven are still “under construction”. T
labeled as non-successful and were ultimately exterminated before reaching the market. At this moment none of the projects have been totally completed.
still done by the Fondel Development divisi
After three years of development
Development: What are the reasons for these failures? Why were these two projects not stopped earlier? What are or will be the success factors of t
development? How can we speed up the process, to shorten time
development process more effective and efficient? Can we improve the planning and
development? How can we improve our project selection? How can we decrease the costs of Fondel Development? What are bottlenecks in our process?
All of these questions together pointed
Fondel Development? To answer this question Development is measured. Performance of Fon deliver to the Fondel Holding. Although a
profitable for Fondel Holding based on financial measures (profit). Besides the financial factor, the value of projects is also based on strategic fit. A project is of a higher value for Fo
higher performance for Fondel Development, when it is in line with the strategy of Fondel Development described above. The performance of Fondel Development can be best defined as in figure 2.
Figure
After three years of ongoing business, Fondel Development has identified more than 30 ideas still appear with an average of five a year. Eventually nine of these ideas became actual projects, seven are still “under construction”. Two out of these seven are already labeled as successful.
successful and were ultimately exterminated before reaching the market. At this moment none ects have been totally completed. Two of them are part of Fondel Participations, but
done by the Fondel Development division.
After three years of development the following questions came up from the managing directors of Fondel Development: What are the reasons for these failures? Why were these two projects not stopped earlier? What are or will be the success factors of the other seven projects? Can we improve the planning and coordination of speed up the process, to shorten time-to-“value”? Is it possible to make our development process more effective and efficient? Can we improve the planning and
development? How can we improve our project selection? How can we decrease the costs of Fondel Development? What are bottlenecks in our process?
of these questions together pointed to a more general question: How can we improve the p Fondel Development? To answer this question, first it has to be clear how the
erformance of Fondel Development is measured by the value of projects they deliver to the Fondel Holding. Although an exact definition of value is not defined at Fondel
profitable for Fondel Holding based on financial measures (profit). Besides the financial factor, the value of projects is also based on strategic fit. A project is of a higher value for Fondel Holding, and thus generates a higher performance for Fondel Development, when it is in line with the strategy of Fondel Development described above. The performance of Fondel Development can be best defined as in figure 2.
Figure 2. Performance measurement for Fondel Development
more than 30 ideas, and new ideas became actual projects, of which out of these seven are already labeled as successful. Three were successful and were ultimately exterminated before reaching the market. At this moment none ondel Participations, but all the work is
the following questions came up from the managing directors of Fondel Development: What are the reasons for these failures? Why were these two projects not stopped earlier? What he other seven projects? Can we improve the planning and coordination of “value”? Is it possible to make our development process more effective and efficient? Can we improve the planning and coordination of development? How can we improve our project selection? How can we decrease the costs of Fondel
1.3 Problem mess
To find business problems, exploratory interviews were done with managing directors of Fondel Development and Fondel Participations. The methods and techniques used during these interviews will be disc
“methodology chapter”. During the exploratory interviews, several business problems occurred, which can be found in table 1. In the left column short expressions of the business problems are given; more detailed descriptions can be found in appendix A. The three right columns show by cross which of the managing directors brought up the problem.
To many projects for the current workforce No project has been finished successful No incomes have been generated yet Loss of focus on core business Acceptation of projects Missing documentation Not well structured managers Not deliverables with meetings No founded decisions
Central decisions
Not enough time to finish all tasks Not killing projects
No project planning
Frequent meetings with higher management No formal processes
No specific selection criteria Delays because of partners
Table 1. Business problems and the manager who expressed them
The list of business problems were interrelated with each other by describing the problems in causes, symptoms and consequences of each other
figure 3. The process of construction and a
An analysis of figure 3 shows that one problem,
responsible for the three main consequences: “not enough time to finish all tasks”, “loss of focus on core business” and “no incomes have been generated yet”.
Fondel Development | 1. Introduction
, exploratory interviews were done with managing directors of Fondel Development and Fondel Participations. The methods and techniques used during these interviews will be disc
the exploratory interviews, several business problems occurred, which can be In the left column short expressions of the business problems are given; more detailed pendix A. The three right columns show by cross which of the managing directors brought up the problem.
M an ag in g d ir ec to r A M an ag in g d ir ec to r B M an ag in g d ir ec to r C
To many projects for the current workforce X X X
project has been finished successfully yet X X X
been generated yet X X
Loss of focus on core business X X
X X X X X X meetings X X X X X
Not enough time to finish all tasks X X
X
X X
Frequent meetings with higher management X X X
X X X
X X X
X X
Table 1. Business problems and the manager who expressed them
problems were interrelated with each other by describing the problems in causes, symptoms and consequences of each other (Bie et al., 2009). The result of the interrelation can be found in
process of construction and a detailed discussion of the figure can be found in appendix
shows that one problem, “to many projects for the current workforce”, is (in)directly responsible for the three main consequences: “not enough time to finish all tasks”, “loss of focus on core business” and “no incomes have been generated yet”.
1. Introduction 10 , exploratory interviews were done with managing directors of Fondel Development and Fondel Participations. The methods and techniques used during these interviews will be discussed in the the exploratory interviews, several business problems occurred, which can be In the left column short expressions of the business problems are given; more detailed pendix A. The three right columns show by cross which of the managing
d ir ec to r C
problems were interrelated with each other by describing the problems in causes, . The result of the interrelation can be found in
be found in appendix A.
Not enough time to finish all tasks
Missing documentation
Not well structured managers
No deliverables for meetings
Frequent meetings with higher managent
On the other side, “too many projects for the current workforce
acceptation of new projects”, “not killing projects” and “no project has been finished successful these causes are the direct result of th
defined for Fondel Development, which is also an indirect cause that new projects”. Solving the problem “no FFE manag
causes of “too many projects for the current consequences. Therefore, “no FFE management
solve the problem “too many projects for the current workforce”. In the next paragraph for this research, including these two general problems, will be constructed.
1.4 Conceptual model
Combining the request of Fondel Development to improve the performance of their business unit and the interrelation of the business problems will lead to the conceptual model for this research. As described in figure 2, the measurement of the performance of Fondel
which in turn is based on a financial (profit) and a non projects only projects with a high value should be
of selection for development projects is described in literature as fuzzy front end management ( Wilemon, 2002) which is extensively discussed in the theoretical framework
end will be divided into five steps: Opportunity i Benedetto, 2005), Opportunity selection (Crawford an
Figure 3. The interrelation of the business problems occurred during exploratory interviews
Too many projects for the current workforce
Loss of focus on core business Not enough time to finish all tasks
Missing documentation
No specific selection criteria No founded decisions
No deliverables for meetings
Not “Killing” projects Easy acceptation of new projects
No Fuzy-Front
Frequent meetings with higher managent
On the other side, “too many projects for the current workforce” is in turn caused by three problems: “ acceptation of new projects”, “not killing projects” and “no project has been finished successful
these causes are the direct result of the fact that there is “no fuzzy front end management” (FFE management) ned for Fondel Development, which is also an indirect cause that enlarges the problem of
Solving the problem “no FFE management” could lead to overcoming the
for the current workforce”, which may generate a solution for the three main consequences. Therefore, “no FFE management” will be the general problem this research
many projects for the current workforce”. In the next paragraph for this research, including these two general problems, will be constructed.
the request of Fondel Development to improve the performance of their business unit and the interrelation of the business problems will lead to the conceptual model for this research. As described in the measurement of the performance of Fondel Development is based on the value of the projects
financial (profit) and a non-financial (strategic fit) factor cts with a high value should be selected and executed by Fondel Develo
of selection for development projects is described in literature as fuzzy front end management (
extensively discussed in the theoretical framework. In this research the fuzzy front five steps: Opportunity identification (Ulrich and Eppingeer, 2008; Crawford and Di
election (Crawford and Di Benedetto, 2005), Project d
Figure 3. The interrelation of the business problems occurred during exploratory interviews
Loss of focus on core business
No project has been finished successful yet
Not “Killing” projects No formal process
Front-End management
No incomes have been generated
yet
caused by three problems: “easy acceptation of new projects”, “not killing projects” and “no project has been finished successfully yet”. Two of ront end management” (FFE management) problem of “acceptation of ement” could lead to overcoming the direct and indirect a solution for the three main this research explores in order to many projects for the current workforce”. In the next paragraph the conceptual model
the request of Fondel Development to improve the performance of their business unit and the interrelation of the business problems will lead to the conceptual model for this research. As described in Development is based on the value of the projects, factor. To increase the value of and executed by Fondel Development. The process of selection for development projects is described in literature as fuzzy front end management (Kim and . In this research the fuzzy front dentification (Ulrich and Eppingeer, 2008; Crawford and Di d Di Benedetto, 2005), Project definition (Wheelwright
and Clark, 1992), Project selection
and Initiative planning (Verwon, Herstatt and Nagahira, 2008).
From literature research it becomes clear that the value of development projects financial factors. Non-financial factors are
financial factors are uncertain at the beginning and during development projects. Of course, non factors have an indirect influence on the financial value of a project
Koen, 2002; Crawford and DiBenedetto, 2005;
include strategic fit, technical feasibility, commercial success more factors will be further discussed in the t
and the problem interrelation have been visualized in a conceptual model.
The upper part of the model is the definition of performance following figure business problems it seemed that there w
project, only high value projects ha
projects is described in literature as FFE management, which
management and portfolio management, which are interrelated with each other. FFE project five steps: Opportunity identification, Opportunity selection, Project
Initiative planning. FFE management, and also the selection of projects,
financial factors (Tidd and Boley, 2002; Ajamian and Koen, 2002; Crawford and Di
1999, 2008). FFE portfolio management consists of three areas: Development strategy, Project definition, and Project selection (Barcak et al. 2009; Cooper et al., 2001 Wheelwrig
Figure 4. Conceptual model
Fondel Development | 1. Introduction
Project selection (Wheelwright and Clark, 1992; Cooper, Edgett and KLeinschmidt, 2001) lanning (Verwon, Herstatt and Nagahira, 2008).
From literature research it becomes clear that the value of development projects is not only
financial factors are also needed to make an adequate estimation, because a lot of financial factors are uncertain at the beginning and during development projects. Of course, non
factors have an indirect influence on the financial value of a project (Tidd and Boley, Benedetto, 2005; Cooper, 1999, 2008). Examples of non
strategic fit, technical feasibility, commercial success possibility, and market conditions. These discussed in the theoretical framework. In figure 4 the combination of the request and the problem interrelation have been visualized in a conceptual model.
The upper part of the model is the definition of performance following figure 2. During the interrelation of the ed that there were too many project going on. To keep up the value of the ongoing project, only high value projects have to be selected and executed. The selection process of development terature as FFE management, which consists of two aggregations: project management and portfolio management, which are interrelated with each other. FFE project
five steps: Opportunity identification, Opportunity selection, Project generation,
Initiative planning. FFE management, and also the selection of projects, must be based on financial and non d Boley, 2002; Ajamian and Koen, 2002; Crawford and Di
. FFE portfolio management consists of three areas: Development strategy, Project definition, and Project selection (Barcak et al. 2009; Cooper et al., 2001 Wheelwright and Clark, 1992).
Figure 4. Conceptual model
1. Introduction 12 ; Cooper, Edgett and KLeinschmidt, 2001)
is not only measured with estimation, because a lot of financial factors are uncertain at the beginning and during development projects. Of course, non-financial (Tidd and Boley, 2002; Ajamian and Examples of non-financial factors market conditions. These and . In figure 4 the combination of the request
. During the interrelation of the many project going on. To keep up the value of the ongoing to be selected and executed. The selection process of development two aggregations: project management and portfolio management, which are interrelated with each other. FFE project management has generation, Project evaluation and based on financial and non-d Boley, 2002; Ajamian annon-d Koen, 2002; Crawfornon-d annon-d DiBenenon-detto, 2005; Cooper, . FFE portfolio management consists of three areas: Development strategy, Project definition, and
2. Methodology
To perform a well grounded and appropriate investigation a preparatory research methodology has to be followed. In this chapter this methodology is given and more detailed research methods are described. The f part is mostly based on the book “Problem Solving in Organizations” by Van Aken, Berends and Van der Bij (2009).
2.1 Business Problem Solving methodology.
The research type selected for this thesis is business problem solving (BPS). It is a design
based methodology (Aken, Berends and Bij, 2009) developed for performance improvement of a business unit on one or more criteria. Design-focuse
aim at the design of a sound solution and at the realization of performance improvement through planned change, and not merely at sophisticated analyses or sma
means that the design is not based only on experience and common sense, critical and creative use of theory”
this thesis. It builds up theory with existing literature, one of the conditions of the Rijks Un (RUG), and also builds practical applications for Fondel Development. This last on
science, or “development of valid knowledge, which can be used by professionals in the field question to design solutions to their field problems”
From a researcher perspective a BPS project is based on the regulative cyc steps of which are shown in figure 5. All the events mentioned in figure jumping forwards and backwards in the cycle is allowed (Ak
outcomes.
Intervention Evaluation
Figure 5 The regulative cycle (Van Strien, 1997)
To perform a well grounded and appropriate investigation a preparatory research methodology has to be followed. In this chapter this methodology is given and more detailed research methods are described. The f part is mostly based on the book “Problem Solving in Organizations” by Van Aken, Berends and Van der Bij
2.1 Business Problem Solving methodology.
The research type selected for this thesis is business problem solving (BPS). It is a design
based methodology (Aken, Berends and Bij, 2009) developed for performance improvement of a business unit focused problem solving can be seen as follows: “problem
solution and at the realization of performance improvement through planned merely at sophisticated analyses or smart reports” (Aken et al., 2009,
means that the design is not based only on experience and common sense, but also on the “comprehensive, critical and creative use of theory” (Aken et al., 2009). A BPS approach is very appropriate for the purpose of this thesis. It builds up theory with existing literature, one of the conditions of the Rijks Un
builds practical applications for Fondel Development. This last on
“development of valid knowledge, which can be used by professionals in the field question to design solutions to their field problems” (Aken et al., 2009, p. 34)
pective a BPS project is based on the regulative cycle of Van Strien (1997), are shown in figure 5. All the events mentioned in figure 5 are dependent, meaning
and backwards in the cycle is allowed (Aken et al., 2009) and results
Problem Mess
Problem defintion
Analyses and Diagnosis Plan of action
Figure 5 The regulative cycle (Van Strien, 1997)
To perform a well grounded and appropriate investigation a preparatory research methodology has to be followed. In this chapter this methodology is given and more detailed research methods are described. The first part is mostly based on the book “Problem Solving in Organizations” by Van Aken, Berends and Van der Bij
The research type selected for this thesis is business problem solving (BPS). It is a design-focused and theory-based methodology (Aken, Berends and Bij, 2009) developed for performance improvement of a business unit
: “problem-solving projects solution and at the realization of performance improvement through planned rt reports” (Aken et al., 2009, p. XII). Theory-based but also on the “comprehensive, , 2009). A BPS approach is very appropriate for the purpose of this thesis. It builds up theory with existing literature, one of the conditions of the Rijks University Groningen builds practical applications for Fondel Development. This last one can be seen as design “development of valid knowledge, which can be used by professionals in the field question to
le of Van Strien (1997), the basic 5 are dependent, meaning that en et al., 2009) and results in even better
Problem defintion
For Fondel Development the regulative cycle can be seen learning (Aken et al., 2009). The design phase
definition, analysis and diagnosis the recommendations will be used routine. The last part is the learning phase recommendations and improve the developmen organization needs time to recover from a change This thesis will elaborate the design part for
handled by the company itself. The design will be in a form that changes in one go, which means th
(figure 3) is already described in the “Introduction” chapter. The output of that phase is the conceptual model (figure 4) which will be the base for the “Problem definition” phase given in the following chapter.
A crucial choice during the research design is
Where pure quantitative methods gather data that are countable and can be used for mathematical techniques to underpin or reject theories, pure qualitative methods are oriented
et al., 2009) and aim towards more
quantitative method is not suitable because the small amount of research objects (see methods) and the complex and creative context of the subject. The
the Development division of the organization and the data for this will be extracted from people, so qualitative methods will be used (Aken
opportunity to asses underlying ideas and beliefs (Mittman, 2001). So in this research mainly qualitative research methods will be used, although quantitative methods will also be used
Closely related to the choice discussed above is the distinction between a deductive or inductive research approach (Ali and Birley, 1999). In earlier literature it
quantitative research is deductive (Deshp
methodology is theory based, which is a precondition for a deductive approach as can be seen in appendix C. To overcome this contradiction Ali and Birley (1999) formulated an integrated approach. This
approach will be used during this research and a detail
2.2 Research approach and scope
Because this is a master’s thesis project there will be a pre mentioned, not all steps of the regulative cycle wil
framework is constructed (figure 6). It shows the starting point, the variables that influence the design, the output and how to use the output.
management. The variables that affect the design of the model are the available company knowledge of Fondel Development | 2. Methodology
For Fondel Development the regulative cycle can be seen as separated into three parts, design, change and n et al., 2009). The design phase is comparable with the first three steps of the cycle (problem
and plan of action). The fourth and fifth steps are the change phase the recommendations will be used within Fondel development, and can include some change
e last part is the learning phase, similar to the evaluation step, where Fondel will learn
improve the development performance. Fondel Development has to keep in mind that an s time to recover from a change before the improvement can be realized (Aken
This thesis will elaborate the design part for Fondel Development; the last two parts . The design will be in a form that will allow Fondel Developm
in one go, which means that it can be used for their upcoming projects. The “problem mess” part ady described in the “Introduction” chapter. The output of that phase is the conceptual model (figure 4) which will be the base for the “Problem definition” phase given in the following chapter.
A crucial choice during the research design is the one between qualitative and quantitative research methods. Where pure quantitative methods gather data that are countable and can be used for mathematical techniques to underpin or reject theories, pure qualitative methods are oriented at the discovery of qualities of things (Ak et al., 2009) and aim towards more in-depth understanding (Mittman, 2001). For this resea
is not suitable because the small amount of research objects (see methods) and the ontext of the subject. The output of this research will consist of
the Development division of the organization and the data for this will be extracted from people, so qualitative methods will be used (Aken et al., 2009). Also the more flexible way of qualitative methods offers opportunity to asses underlying ideas and beliefs (Mittman, 2001). So in this research mainly qualitative
esearch methods will be used, although quantitative methods will also be used where
related to the choice discussed above is the distinction between a deductive or inductive research approach (Ali and Birley, 1999). In earlier literature it is described that qualitative research is inductive while quantitative research is deductive (Deshpande, 1983; Reichardt and Cock, 1979). However, the BPS methodology is theory based, which is a precondition for a deductive approach as can be seen in appendix C. To overcome this contradiction Ali and Birley (1999) formulated an integrated approach. This
approach will be used during this research and a detailed description can be found in a
2.2 Research approach and scope
sis project there will be a pre-defined start and end of this research. As already not all steps of the regulative cycle will be done by the student. There
work is constructed (figure 6). It shows the starting point, the variables that influence the design, the output and how to use the output. The starting point of the research is the current method
management. The variables that affect the design of the model are the available company knowledge of 2. Methodology 14 three parts, design, change and is comparable with the first three steps of the cycle (problem . The fourth and fifth steps are the change phase, in which some changes in working , similar to the evaluation step, where Fondel will learn to use the t performance. Fondel Development has to keep in mind that an before the improvement can be realized (Aken et al., 2009). e last two parts, of course, have to be Fondel Development to execute the coming projects. The “problem mess” part ady described in the “Introduction” chapter. The output of that phase is the conceptual model (figure 4) which will be the base for the “Problem definition” phase given in the following chapter.
n qualitative and quantitative research methods. Where pure quantitative methods gather data that are countable and can be used for mathematical techniques to of qualities of things (Aken depth understanding (Mittman, 2001). For this research a plain is not suitable because the small amount of research objects (see methods) and the output of this research will consist of recommendations for the Development division of the organization and the data for this will be extracted from people, so the ore flexible way of qualitative methods offers opportunity to asses underlying ideas and beliefs (Mittman, 2001). So in this research mainly qualitative
here possible.
related to the choice discussed above is the distinction between a deductive or inductive research that qualitative research is inductive while ande, 1983; Reichardt and Cock, 1979). However, the BPS methodology is theory based, which is a precondition for a deductive approach as can be seen in appendix C. To overcome this contradiction Ali and Birley (1999) formulated an integrated approach. This integrated
ed description can be found in appendix B.
development within Fondel Development and the literature about development and pro
development project. The output will be recommendations using fuzzy front end management. The use of the outcome is not a part of the research, so the
after the dotted line.
Current Fuzzy Front End management
Theoretical analysis
Figure 6 Research approach framework
2.3 Analysis and Diagnos
Now that the methodology and method paradigm is clear
will discuss the selection of unit of analysis, cases, data collection and analysis methods.
Before choosing data collection and analysis methods the unit of analysis has to be selected. The unit of analysis is the type of object that the research is all about, so
(Aken et al., 2009). Examples are projects, events, decisions, organizational units and systems. For this research innovation projects of Fondel
be conducted on the performance of different projects. Therefore it is important t well as projects that have failed. The chosen projects for this inve
As described in the first chapter there are limited cases available and there are even less with available data. In total seven projects will be analyzed and
As can be seen in the research approach framework (fig
will be constructed using company analysis. To gather this qualitative and quantitative data several techniques and sources are available. In literatur
collection methods of Aken et al. (2009) will be used
documentation, (participative) observation, verbal protocols and diaries. Th within this research. Because of the theory
development within Fondel Development and the literature about development and pro
development project. The output will be recommendations using fuzzy front end management. The use of the outcome is not a part of the research, so the acceptation and implementation of FFE management
To be situation of Fuzzy Front End
management
Theoretical analysis
Emperical analysis
Figure 6 Research approach framework
Diagnosis
the methodology and method paradigm is clear, the actual methods can be selected. This paragraph will discuss the selection of unit of analysis, cases, data collection and analysis methods.
Before choosing data collection and analysis methods the unit of analysis has to be selected. The unit of ysis is the type of object that the research is all about, so it is strongly related to the problem definition 2009). Examples are projects, events, decisions, organizational units and systems. For this research innovation projects of Fondel Development will be the unit of analysis, so that
be conducted on the performance of different projects. Therefore it is important to select successful projects as failed. The chosen projects for this investigation are selected on pragmatic grounds. As described in the first chapter there are limited cases available and there are even less with available data. In
cts will be analyzed and discussed in more detail in the “Analysis” chapter.
s can be seen in the research approach framework (figure 6) the recommendations for
will be constructed using company analysis. To gather this qualitative and quantitative data several techniques and sources are available. In literature numerous definitions are mentioned; in this thesis the qualitative data et al. (2009) will be used. They distinguish six types: interviews, focus group, documentation, (participative) observation, verbal protocols and diaries. The first four types will be used within this research. Because of the theory-based BPS research, literature is added to this list (Verschuren and development within Fondel Development and the literature about development and project planning of a development project. The output will be recommendations using fuzzy front end management. The use of the FFE management is placed
Acceptation and implementation
the actual methods can be selected. This paragraph will discuss the selection of unit of analysis, cases, data collection and analysis methods.
Before choosing data collection and analysis methods the unit of analysis has to be selected. The unit of it is strongly related to the problem definition 2009). Examples are projects, events, decisions, organizational units and systems. For this that cross-case analysis can o select successful projects as stigation are selected on pragmatic grounds. As described in the first chapter there are limited cases available and there are even less with available data. In
discussed in more detail in the “Analysis” chapter.
Doorewaard, 2002). To create a better understanding of the research the data resources and analysis methods are displayed in figure 7, which is an extension of figure 6.
Exploratory Interviews Interrelation of business problems (Participative) Observation Problem mess
Figure 7 Data sources and analysis methods The theoretical framework is of course based on research will be conducted during an in
During the problem mess phase exploratory intervie Two are managing directors of Fondel Development,
There was no strict template for this interview. The main goal for these exploratory interviews was main problems within the company (Aken et al. 2009). The main question during this intervie problems during the development process at Fondel Development?” and then
traced using the five questions, “ (1988).
After collecting all business problems consequences of each other (Bie et al.,
problem is processed in a conceptual model (fi Development.
Next, a focus group will be used to creat Fondel Development. All the data collected fr
interviews and the analyses of the documents. The outcome of the analyses together with the theoretical framework will ultimately lead to recommendations
Fondel Development | 2. Methodology
Doorewaard, 2002). To create a better understanding of the research the data resources and analysis methods is an extension of figure 6.
business problems Focus Group
Documentation Observation Interviews Diagnose & Analysis Problem mess Theoretical framework
Figure 7 Data sources and analysis methods
The theoretical framework is of course based on literature; the rest will consist of empirical evidence. This during an internship, so (participative) observations will be used to gather data. During the problem mess phase exploratory interviews will be done with three members of Fondel Holding. of Fondel Development, and one is a managing director of Fondel Participations.
this interview. The main goal for these exploratory interviews was within the company (Aken et al. 2009). The main question during this intervie
problems during the development process at Fondel Development?” and then the causes of the problems are Why? Why? Why? Why? Why?”; a method developed by Sakachi Toyoda
problems they were interrelated by describing them as causes, symptoms and et al., 2009). The outcome of the interrelation is a fundamental problem. This problem is processed in a conceptual model (figure 4) to view the relations to the performance of Fondel
a focus group will be used to create an overview of the current method of fuzzy front end management at Fondel Development. All the data collected from the methods mentioned previously will be the basi
interviews and the analyses of the documents. The outcome of the analyses together with the theoretical framework will ultimately lead to recommendations on how to solve the problem.
2. Methodology 16 Doorewaard, 2002). To create a better understanding of the research the data resources and analysis methods
Recommenadtions
literature; the rest will consist of empirical evidence. This (participative) observations will be used to gather data. ws will be done with three members of Fondel Holding. managing director of Fondel Participations. this interview. The main goal for these exploratory interviews was to find the within the company (Aken et al. 2009). The main question during this interview is: “What are causes of the problems are method developed by Sakachi Toyoda
they were interrelated by describing them as causes, symptoms and The outcome of the interrelation is a fundamental problem. This the performance of Fondel
3. Problem statement
Now that the context of this thesis is clear
Research questions will be formulated and a brief research approach will be discussed.
3.1 Problem definition and research objective
Based on the problem identification and formulated:
Fondel Development has difficulties
Following the problem identification and definition
Give recommendations how Fondel Development can use fuzzy front end management to improve their performance.
To overcome confusion and wrong interpretation of the problem definition and objective be defined and explained:
Fuzzy Front End management:
Recommendations:
3.2 Research question
Based on all the parts discussed above, the following research question is formulated:
How should Fondel Development use
In order to be able to answer this research question and keep
mind, the following sub questions are formulated. All sub questions will be briefly introduced. The sequence of the sub questions is not chronological and will be answered with iterations.
3. Problem statement
thesis is clear, the problem will be defined together with the research objective. Research questions will be formulated and a brief research approach will be discussed.
3.1 Problem definition and research objective
Based on the problem identification and the conceptual framework, the following problem definition is
velopment has difficulties performing appropriate fuzzy front end management. Following the problem identification and definition, the main research objective will be formu
Give recommendations how Fondel Development can use fuzzy front end management to improve their
To overcome confusion and wrong interpretation of the problem definition and objective
The management of the phase before actually starting a development project. This phase starts when an oppo
worthy of further exploration and ends when the organization decides to invest resources in it and launch
project (Kim and Wilemon, 2002; based on Cooper, 1993; Khurana and Rosenthal, 1998; Smith and Reinerstein, 1992).
end has two aggregations; project management and portfolio management. A more detailed description of fuzzy front end management is given in the “Theoretical Framework”.
A textual description or figure of tools, methods or processes that will be included in the fuzzy front end to make it more manageable.
Based on all the parts discussed above, the following research question is formulated:
Fondel Development use Fuzzy Front End management to improve their perform is research question and keep the research approach framework (figure 3) in mind, the following sub questions are formulated. All sub questions will be briefly introduced. The sequence
ological and will be answered with iterations.
the problem will be defined together with the research objective. Research questions will be formulated and a brief research approach will be discussed.
the following problem definition is
performing appropriate fuzzy front end management.
the main research objective will be formulated as follows:
Give recommendations how Fondel Development can use fuzzy front end management to improve their
To overcome confusion and wrong interpretation of the problem definition and objective, the key words will
of the phase before actually starting a . This phase starts when an opportunity occurs further exploration and ends when the organization decides to invest resources in it and launch the actual development Kim and Wilemon, 2002; based on Cooper, 1993; Khurana and Rosenthal, 1998; Smith and Reinerstein, 1992). The fuzzy front two aggregations; project management and portfolio A more detailed description of fuzzy front end management is given in the “Theoretical Framework”.
textual description or figure of tools, methods or processes that included in the fuzzy front end to make it more manageable.
Based on all the parts discussed above, the following research question is formulated:
1) What are the general theories
To introduce useful and well grounded tools
a theoretical framework is needed. Answering this sub question creates such a theoretical framework. It will be the basis
appropriate interviews and an
perspectives; technology, process and product development.
perspectives is that Fondel Development actually operates on projects concerning these three areas.
2) How is the fuzzy front end managed nowadays at Fondel Development?
When something has to be
question will be the input of the research framework (figure
3) What kind of problems occurred during the management?
Knowing these problems, leads to general criteria that have to be improved in the FFE.
4) What improvements can be made on Fuzzy Front End
Using qualitative research
analyzed to find problems and delays that could be overcome by an appropriate fuzzy fro end management. The answer to
important criteria that have to be taken into account in the
The first sub question will cover the theoretical part of the research part of the research (figure 5). With the answer of the resea
(recommendations) will be given. The first sub question will be answer chapter. The answer on the second and third su
improvements can be found in the Recommendations last chapter: Conclusion.
Fondel Development | 3. Problem statement
theories about and best practices for fuzzy front management?
To introduce useful and well grounded tools, methods and processes for Fondel Development a theoretical framework is needed. Answering this sub question creates such a theoretical framework. It will be the basis for the rest of the research and will be used to construct appropriate interviews and analyze methods. This question will be answered from three perspectives; technology, process and product development. The r
perspectives is that Fondel Development actually operates on projects concerning these three
fuzzy front end managed nowadays at Fondel Development?
When something has to be improved the current settings must be known. Answering this question will be the input of the research framework (figure 6).
What kind of problems occurred during the project because of the missing fuzzy front end
Knowing these problems, leads to general criteria that have to be improved in the FFE.
can be made on Fuzzy Front End management at Fondel Development?
qualitative research techniques like interviews, projects of Fondel Development will be analyzed to find problems and delays that could be overcome by an appropriate fuzzy fro end management. The answer to this question combined with sub question 1 will cover all
criteria that have to be taken into account in the FFE for Fondel Development.
The first sub question will cover the theoretical part of the research, while the last three will be the empirical part of the research (figure 5). With the answer of the research question the outcome of the research framework (recommendations) will be given. The first sub question will be answered in the Theoretical framework
chapter. The answer on the second and third sub question can be found in the Analysis
ovements can be found in the Recommendations chapter. The research question will be answered in the
3. Problem statement 18 management?
methods and processes for Fondel Development a theoretical framework is needed. Answering this sub question creates such a theoretical for the rest of the research and will be used to construct alyze methods. This question will be answered from three The reason for these three perspectives is that Fondel Development actually operates on projects concerning these three
be known. Answering this
project because of the missing fuzzy front end
Knowing these problems, leads to general criteria that have to be improved in the FFE.
management at Fondel Development?
like interviews, projects of Fondel Development will be analyzed to find problems and delays that could be overcome by an appropriate fuzzy front this question combined with sub question 1 will cover all
for Fondel Development.
the last three will be the empirical rch question the outcome of the research framework
ed in the Theoretical framework b question can be found in the Analysis chapter. The
