From Feature Development to Customer Value Creation

Kauppinen, Marjo; Savolainen, Juha; Lehtola, Laura; Komssi, Marko; Töhönen, Harri; Davis, A.M.

doi:10.1109/re.2009.35

Cited by 17 publications

(10 citation statements)

References 15 publications

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“…This thesis considers value creation from the customer perspective. The emphasis on the customer perspective requires a software company to take an outsidein view, in which the customer processes are the essence of value creation (Kauppinen et al 2009). The initial step for a company in changing its view from inside-out to outside-in is to gain a deep understanding of the customer valuecreation processes (Payne et al 2008).…”

Section: Analysis Of Customer Processesmentioning

confidence: 99%

“…In other words, when the roadmapping team perceives the customer needs and future trends to be elusive, they feel more comfortable focusing on technological issues and features instead. As a result, the roadmapping team's focus on features can lead to pitfalls that even decrease customer value (Kauppinen et al 2009). Adding too many features to the product or treating customers and users as one big group are examples of such pitfalls.…”

Section: Rq1: What Kind Of Problems Do Software Companies Have In Solmentioning

confidence: 99%

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What are Hackathons for?

et al. 2015

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Industrial experiences of organizing a hackathon to assess a device-centric cloud ecosystem The author of this thesis was the second author. He performed the research design, including data collection protocol and interview questions, together with the first author. He acted as the interviewer in all interviews with the other authors. The author of this thesis contributed to the main body of analysis and documenting the results. All the authors contributed in the writing and reviewing the paper.

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Section: Analysis Of Customer Processesmentioning

confidence: 99%

Section: Rq1: What Kind Of Problems Do Software Companies Have In Solmentioning

confidence: 99%

What are Hackathons for?

et al. 2015

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“…Value creation is, however, more than implementing an extensive set of features. Customers do not seek products or services in themselves, they want solutions that support their processes and create value when used [1]. Therefore, during the project definition phase, the task of project management today is to challenge the customer's self-understanding about the project's objectives, reveal conflicts between the customer and the other stakeholders, and confront the customer's desires by exploring alternatives that were not previously considered [2].…”

Section: Introductionmentioning

confidence: 99%

Early Stakeholder Involvement in the Project Definition Phase: Case Renovation

Aapaoja

Haapasalo

Söderström

2013

ISRN Industrial Engineering

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Relational project delivery methods (RPDMs) have been widely offered as a solution to increasing holistic project value creation. Furthermore, early stakeholder involvement has been emphasized as one of the cornerstones of RPDM. The purpose of this paper is to examine who the stakeholders are that should be involved early in the project definition phase. This paper discusses the process and nature of the project definition phase in RPDM, with the main focus on early stakeholder involvement. The results are derived from the analysis of the literature and an empirical study (interviews). The stakeholders, their roles in the renovation project, and at which stage they should each be involved in the project definition process are determined. The findings show that projects cover different levels of stakeholders, whose requirements and purposes must be considered and managed. Early involvement allows room for creative solutions and the intensive exchange of ideas. Thus, it leads to procedures that run in phases, which in turn change the project's value creation to holistic value cocreation. This article facilitates and contributes to early stakeholder involvement and the creation of integrated teams by identifying and consolidating the different levels, roles, responsibilities, and objectives of the stakeholders.

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“…Designers are often deploying fancy new features, but forgetting their primary focus should be on providing value to the end user [1]. Companies are used to accumulating features in their products, although understanding customer's processes to support customer value creation should be the actual focus [2]. Customers are often seen as the most important stakeholders as they are paying for the system, but users should be also considered important as the quality of use can have a significant impact on the acceptance and financial contributions of the system [3].…”

Section: Introductionmentioning

confidence: 99%

Investigating the State of User Involvement in Practice

Heiskari¹,

Lehtola²

2009

2009 16th Asia-Pacific Software Engineering Conference

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Involving users in software development has been reported to increase the probability of product and project success, as well as user satisfaction. User involvement can occur in the tasks of several different organizational functions, including a dedicated user-centered team. This article presents the results of a case study conducted to understand the current state of user involvement practice in a company producing software solutions for consumers, enterprises, and service providers. The company has recently established a centralized user experience team to provide user-centered practices for the entire development organization. Feedback was found as the most common type of user information, while concrete user participation in the development process was lacking. However, it was perceived that an organized way of involving users in the development process is needed. We hope the detailed findings and insights of this case study will act as the basis for user involvement research in the future.

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From Feature Development to Customer Value Creation

Cited by 17 publications

References 15 publications

What are Hackathons for?

What are Hackathons for?

Early Stakeholder Involvement in the Project Definition Phase: Case Renovation

Investigating the State of User Involvement in Practice

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