Quiz
TIM - Quiz 7
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Fragen in diesem Quiz (25)
1The innovation funnel
- ACapability Strategy
- BProduct/Market strategy
- CMarket assessment and forecasting
- DCapabilities assessment and forecasting
- EDevelopment goals and objectives
- FProject portfolio planning
- GProject management and execution
- HPost-Project learning and improvement
- IBusiness strategy
2The ideal well ,managed process
- APre-Development Investigations
- BDevelopment Projects
- CIntroduced Products
3What are characteristics of INBOUND R&D interactions?
- ATechnology purchasing (contract
R&D, licensing) - BAcquisition of
innovative firms - CTechnology selling
(contract R&D, licensing) - DCreation of innovative
firms (units) (NBD) - ETechnology acquisition
(sourcing) strategies
- ATechnology purchasing (contract
4What are characteristics of OUTBOUND R&D interactions?
- ATechnology purchasing (contract
R&D, licensing) - BAcquisition of
innovative firms - CTechnology selling
(contract R&D, licensing) - DCreation of innovative
firms (units) (NBD) - ETechnology exploitation
strategies
- ATechnology purchasing (contract
5What are characteristics of INBOUND R&D interactions?
- AJoint ventures
- BExchange with
universities - CDivestment
- DCreation of innovative
firms (units) (NBD) - EIdeas from users
6What are characteristics of OUTBOUND R&D interactions?
- ATechnology purchasing (contract
R&D, licensing) - BExchange with universities
- CJoint ventures
- DDivestment
- ETechnology exploitation
strategies
- ATechnology purchasing (contract
7Permeable R&D funnel: Firms use Licence, Spin out and divest - if the internal technological base hits other firm`s market
- ARichtig
- BFalsch
8Permeable R&D funnel: Internal/external venture handling - if the internal technological base hits our firm`s new/current market
- ARichtig
- BFalsch
9What does C&D means?
- ACollect & Divest
- BConnect & Develop
- CCollapse & Develop
10What is true?
- AR&D organisation shifts from R&D to C&D
- BR&D organisation shifts from C&D to R&D
11Not invented here syndrome NIH happens besides large investments in R&D
- ARichtig
- BFalsch
12What is not true about the Stage Gate Process of Cooper?
- ABased on key goals and critical success factors for PS
- BStages and gates break the innovation process into defined stages, each
consisting of a set of defined, parallel and cross-functional activities - Cconsists of 5 stages and 5 gates
- Dkey homework stage happens after the development stage
13Stage Gate Cooper
- AIdea Screen
- BSecond Screen
- CGo to development
- DGo to testing
- EGo to launch
- FScoping
- GBuild business case
- Hdevelopment
- ITesting & Validation
- JLaunch
- KDiscovery
14Stage Gate Process: What is not an element of the Discovery?
- AIdea capture & handling
system - BVoice-of-customer research
- CStrategic – disruptions in
customer‘s industry - DTechnology development
(fundamental science) with
direction - EPreliminary market
assessment
- AIdea capture & handling
15Stage Gate Process: What is not an element of the Scoping?
- APreliminary market
assessment - BPreliminary technical
assessment - CPreliminary business &
financial assessment - DRecommendations &
plans for Step 2 - EDevelop Business Case:
- product definition
- project justification
- Project plans
- APreliminary market
16Stage Gate Process: What is not an element of the Build Business Case?
- APreliminary market
assessment - BUser needs-and-wants study
(voice-of-customer research) - CMarket analysis
- DConcept testing
- EDevelop Business Case:
- product definition
- project justification
- Project plans
- APreliminary market
17Stage Gate is linked to Portfolio Management becuase Projects are force-ranked against each other in the Gate 2/Portfolio Review; Resources are allocated
- ARichtig
- BFalsch
18What is a pro of the stage gate process?
- AMore haste, less speed: goal should always be successful product
introduction - BChoice of criteria determines throughput, requires hard work
- CR&D is often political, the process can be “hijacked”
- Dpopular, widely-used tool that clearly sharpens decision-making on
many level (project, portfolio, etc.) - ETyranny of the process: : the process should not become an end to itself
(use the process as a guideline, rather than a “rule book”) - Freward systems are missing
- AMore haste, less speed: goal should always be successful product
19Why Agile Project Management: External -> What does VUCA stand for?
- AVariability, Unavailability, Contradiction and Ambiguity
- BVariance, Uncertainty, Complexity, Ambiguity
- CVolatility, Uncertainty, Complexity, Ambiguity
20Why Agile project management: Internal
- ARigidity of process and resistance to change
- Bunvailability and unstructuredness
21High planning effort due to complexity
- Long lead times
- Late customer feedback
- Poor responsiveness in case of unpredictable events
- Demotivated employees- A"Waterfall"
- BTraditional project management
- C"Iterative"
- DAgile Project Management
22- Accept unavoidable planning inaccuracies and unpredictable events (“paradigm shift”)
- Integrate backlogs with short sprints
- Fix resources (budget, time)
- Learn and adjust by integrating customer feedback
- Promote collaborative working- A"Waterfall"
- BTraditional project management
- C"Iterative"
- DAgile Project Management
23PSI process
- AScreening and Evaluation
- BBusiness Analysis
- CDevelopment
- DTesting
- ECommercialization
24Likely failures in PSI process
- ANot sufficiently differentiated from products of competitors
- Bmeet user needs
- CToo early to market
- DToo late to market
- ELack strategic alignment with the business portfolio
25Measurable dimensions of performance of the PSI
- AProductivity
- BSpeed to market
- CFlexibility
- DDurability
- EQuality
- FQuantity
- GOverall Fit
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- Quiz am TIM - Quiz 7, erstellt von Luis Vering am 24/07/2021.
- Autor
- Luis Vering
- Sprache
- Deutsch
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