Streamlining new product development forces companies to make decisions on preliminary information. This article considers this challenge within the context of project management in the aerospace sector and, in particular, for the development of product-service systems (PSS). The concept of knowledge maturity is explored as a means to provide practical decision support, which increases decision makers’ awareness of the knowledge base and supports cross-boundary discussions on the perceived maturity of available knowledge, thereby identifying and mitigating limitations. Requirements are elicited from previous research on knowledge maturity in the aerospace industry, and a knowledge maturity model is developed through five industry-based workshops. This article presents a framework built upon the knowledge maturity concept. This framework is based on seven requirements for knowledge maturity: support for boundary negotiation, tacit knowledge sharing, learning, visualization, traceability, prioritization, and pragmatic decision making. Further, three main dimensions have been proposed to assess the maturity of the knowledge at the decision gate: input, method, and experience/expertise. For new product development projects, this means that the decision-making process, typically structure according to a stage-gate format with stages and gates needs to be rendered more effective. This article also discusses the 7 Day Proposal process and its purpose of developing a customized value proposal for a PSS in a virtual enterprise with seven days, thus managing a wide range of aspects in a very short time frame.
Knowledge Maturity; Product Development; Decision making; project management
Johansson, C., Hicks, B., Larsson, A., & Bertoni, M. (2011). Knowledge maturity as a means to support decision making during product-service systems development projects in the aerospace sector. Project Management Journal, 42(2), 32-50. doi: 10.1002/pmj.20218