To cite this version:François Marmier, Ioana Filipas Deniaud, Didier Gourc. Strategic decision-making in NPD projects according to risk: Application to satellites design projects. Computers in Industry, Elsevier, 2014, 65 (8) Abstract:In this paper we present a method for making strategic decisions in New Product Development (NPD) projects based on risks. In NPD the complexity of the process depends both on the nature of the design problem and the difficulties associated with managing the project (activities, risks). To design a complex product several different teams, having different competencies, work on the project. Not one among them controls the entire process. The interactions between product subsystems in NPD often lead to technological arbitration between alternative solutions In selecting one solution over another, the risk management concerns and the overall project plan are affected. Therefore, the objective is to give the project manager the means to evaluate the effects of strategic decisions, including those that influence the selection of technological solutions for the project plan as well as those for risk treatment strategies. We propose an integrated process that comprises design, project management and risk management. It takes into consideration the design activities and risk activities to generate a design project planning where design activities and risk activities are folded into the overall design project plan. During the process of project design two different types of strategies are required: one relates to the problem design, the other to the assessment of project risks. Each strategy leads to different possible scenarios. We present a decision tree that shows the decision steps and possible project scenarios. A generic decision support system is proposed. We demonstrate its applicability by applying it to a satellite design project.

In a complex innovative project, an organisation is often not able to manage all aspects alone, due to the lack of all required competencies, skills or resources. Hence, alliance formation can be a solution. To decrease the risk of potential collaboration inefficiency, partner selection happens among firms before collaboration starts. This paper proposes hypotheses based on a systematic literature review. These hypotheses consider the needs of the project and allow to characterise partner selection using a new typology. Finally, a novel framework is proposed to help decision-makers of partner selection in alliance formation. Potentials for future studies are also developed.

Most often, if a new product is complex, a unique company doesn't have all the competences or means to achieve alone its development. In this case alliances must be formed to carry on the development project. However, alliances often meet difficulties in achieving their objectives. That is mainly due to difficulties of communication between partners, or to missing skills or means required to go further in the innovative development. To successfully overcome risks of collaboration dysfunction, an alliance must be created between partners able to communicate, presenting a complementarity in the project and being presenting a maximum of characteristics useful for the new project. This paper aims to increase our understanding of how to make alliance with the purpose of exploring the opportunities emerging from a partner innovativeness and risks management. We present an original model of alliance assessment composed by two partners intending to develop a particular innovative project. Based on this model, we propose a decision support system helping choosing firms for an alliance. A case study from the aeronautical industry is presented and results are analysed.

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