Approaches are being developed to improve complex product development from the perspective of value generation. However, the ideas and their relationships are still not fully articulated. We provide a structured literature review, with a primary but not exclusive focus on value ideas relating to lean in complex system product development. A framework organizes the concepts, methods, and their relationships. It clarifies the value delivery mechanism and could help to understand and thus improve value systems. Areas deserving further research attention are identified. C⃝ 2015 Wiley Periodicals, Inc. Syst Eng 18: 192-207, 2015

Conceptual design projects are increasingly known as an intense decision-making process. Much of the decision-making is comparing the degree of preference between choices. In the complex projects of the upstream business of oil and gas, good decisions are crucial for success. Decisions are typically made within a dynamic environment, wide range of uncertainty, and have to account for the asset life cycle. This paper reflects on the application of the decision quality framework with a focus on decision modelling. Using an industrial example, a systematic approach to visualise and improve decision making process is proposed. The approach applies a Dependency Structure Matrix (DSM) and Decision Quality frameworks and identified opportunities for future research.

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Lean product development has been developed and deployed in an effort to enhance company operations. Understanding value is the first step to becoming 'Lean'. However, the mere translation of value from its conventional interpretation in lean production as ``something the customer will pay for`` does not equate to an effective value orientation in product development (PD). In order to better understand the theoretical context of PD value in research, as well as the potential application of a value orientation in practice, further study is necessary. This paper aims to broaden the understanding of PD value by discussing by linking roles in value creation and delivery to different contexts and phases of the product life cycle. Motivation and RequirementsProduct development processes have a critical impact in determining the success of an organisation. This is due to their consumption of approximately 75% of the organisation's resources (Millard, 2001) and their role in materialising the product's specifications (McManus, 2005). Therefore, various tools have been adopted to facilitate management and improvement of product development processes, such as the Design Structure Matrix (DSM) and lean value-oriented approaches. However, because of the complexity of product development and the high levels of uncertainty associated with it, these improvement efforts can be difficult (e.g. Pessoa, 2004). Moreover, available support (e.g. methodologies, methods, tools, recommendations and guidelines) are either very abstract, thus needing adaptation before application in a specific context, or they are very