Steven C. Wheelwright is the Class of 1949 Professor of Business Administration at the Harvard Business School. Wheelwright and Clark are co-authors with Robert H. Hayes of the best-selling Dynamic Manufacturing (Free Press, 1988).

• ContentsPREFACECHAPTER 1 Competing Through Development CapabilityThe New Industrial Competition: Driving Forces and Development RealitiesAssessing the Promise and Reality: The A14 Stereo ProjectThe Characteristics of Effective DevelopmentThe Fast-Cycle CompetitorThe Plan for the BookCHAPTER 2 The Concept of a Development StrategyA Framework for Development StrategyTechnology Planning and StrategyProduct/Market Planning and StrategyDevelopment Goals and ObjectivesThe Aggregate Project PlanProject ManagementPost-Project LearningHonda: An Example of Development Strategy in ActionCHAPTER 3 Maps and Mapping: Functional Strategies in Pre-Project PlanningThe Concept of Functional MapsThe Mapping ProcessApple Computer: The Need and Opportunity for MapsCHAPTER 4 The Aggregate Project PlanAggregate Project Plans: Promise and RealityTypes of Development ProjectsUsing Project Types: The BenefitsDeveloping an Aggregate Project PlanCHAPTER 5 Structuring the Development FunnelBasic Concepts and Their ApplicationCreating the Development Funnel: Alternative ModelsDiagnosing and Correcting Critical Issues in the Development FunnelCHAPTER 6 A Framework for DevelopmentBasic Elements of the FrameworkThe Framework for Development at Medical Electronics IncorporatedApplying the Development Framework: Comparing Four ApproachesCreating an Effective Development Process: Common Themes and Basic PrinciplesCHAPTER 7 Cross-Functional IntegrationThe MEI ExperienceA Framework for Cross-Functional IntegrationAchieving Cross-Functional IntegrationCHAPTER 8 Organizing and Leading Project TeamsProject Organization and LeadershipThe Heavyweight Team StructureBuilding Capability for Multiple ApproachesCHAPTER 9 Tools and MethodsA Framework: The Design-Build-Test CycleStructured Methodologies for Effective Problem SolvingComputer-Based SystemsAppendix to Chapter 9CHAPTER 10 Prototype/Test CyclesThe Traditional Approach to PrototypingPrototyping: A Managerial PerspectiveMatching Prototyping and Development Project RequirementsCHAPTER 11 Learning from Development ProjectsA Framework for LearningCapturing Insight and Learning to Change the Development ProcessThe Project Audit: A Framework for LearningConclusions and ImplicationsCHAPTER 12 Building Development CapabilityFour Approaches to Building CapabilityBuilding Capability: A Comparison of AlternativesCreating New Development Capability: General ObservationsChanging Behavior and Overcoming ObstaclesBuilding Capability: Management LeadershipNOTESINDEX

Steven C. Wheelwright is the Class of 1949 Professor of Business Administration at the Harvard Business School. Wheelwright and Clark are co-authors with Robert H. Hayes of the best-selling Dynamic Manufacturing (Free Press, 1988).

• ContentsPREFACECHAPTER 1 Competing Through Development CapabilityThe New Industrial Competition: Driving Forces and Development RealitiesAssessing the Promise and Reality: The A14 Stereo ProjectThe Characteristics of Effective DevelopmentThe Fast-Cycle CompetitorThe Plan for the BookCHAPTER 2 The Concept of a Development StrategyA Framework for Development StrategyTechnology Planning and StrategyProduct/Market Planning and StrategyDevelopment Goals and ObjectivesThe Aggregate Project PlanProject ManagementPost-Project LearningHonda: An Example of Development Strategy in ActionCHAPTER 3 Maps and Mapping: Functional Strategies in Pre-Project PlanningThe Concept of Functional MapsThe Mapping ProcessApple Computer: The Need and Opportunity for MapsCHAPTER 4 The Aggregate Project PlanAggregate Project Plans: Promise and RealityTypes of Development ProjectsUsing Project Types: The BenefitsDeveloping an Aggregate Project PlanCHAPTER 5 Structuring the Development FunnelBasic Concepts and Their ApplicationCreating the Development Funnel: Alternative ModelsDiagnosing and Correcting Critical Issues in the Development FunnelCHAPTER 6 A Framework for DevelopmentBasic Elements of the FrameworkThe Framework for Development at Medical Electronics IncorporatedApplying the Development Framework: Comparing Four ApproachesCreating an Effective Development Process: Common Themes and Basic PrinciplesCHAPTER 7 Cross-Functional IntegrationThe MEI ExperienceA Framework for Cross-Functional IntegrationAchieving Cross-Functional IntegrationCHAPTER 8 Organizing and Leading Project TeamsProject Organization and LeadershipThe Heavyweight Team StructureBuilding Capability for Multiple ApproachesCHAPTER 9 Tools and MethodsA Framework: The Design-Build-Test CycleStructured Methodologies for Effective Problem SolvingComputer-Based SystemsAppendix to Chapter 9CHAPTER 10 Prototype/Test CyclesThe Traditional Approach to PrototypingPrototyping: A Managerial PerspectiveMatching Prototyping and Development Project RequirementsCHAPTER 11 Learning from Development ProjectsA Framework for LearningCapturing Insight and Learning to Change the Development ProcessThe Project Audit: A Framework for LearningConclusions and ImplicationsCHAPTER 12 Building Development CapabilityFour Approaches to Building CapabilityBuilding Capability: A Comparison of AlternativesCreating New Development Capability: General ObservationsChanging Behavior and Overcoming ObstaclesBuilding Capability: Management LeadershipNOTESINDEX

Steven C. Wheelwright is the Class of 1949 Professor of Business Administration at the Harvard Business School. Wheelwright and Clark are co-authors with Robert H. Hayes of the best-selling Dynamic Manufacturing (Free Press, 1988).

• ContentsPREFACECHAPTER 1 Competing Through Development CapabilityThe New Industrial Competition: Driving Forces and Development RealitiesAssessing the Promise and Reality: The A14 Stereo ProjectThe Characteristics of Effective DevelopmentThe Fast-Cycle CompetitorThe Plan for the BookCHAPTER 2 The Concept of a Development StrategyA Framework for Development StrategyTechnology Planning and StrategyProduct/Market Planning and StrategyDevelopment Goals and ObjectivesThe Aggregate Project PlanProject ManagementPost-Project LearningHonda: An Example of Development Strategy in ActionCHAPTER 3 Maps and Mapping: Functional Strategies in Pre-Project PlanningThe Concept of Functional MapsThe Mapping ProcessApple Computer: The Need and Opportunity for MapsCHAPTER 4 The Aggregate Project PlanAggregate Project Plans: Promise and RealityTypes of Development ProjectsUsing Project Types: The BenefitsDeveloping an Aggregate Project PlanCHAPTER 5 Structuring the Development FunnelBasic Concepts and Their ApplicationCreating the Development Funnel: Alternative ModelsDiagnosing and Correcting Critical Issues in the Development FunnelCHAPTER 6 A Framework for DevelopmentBasic Elements of the FrameworkThe Framework for Development at Medical Electronics IncorporatedApplying the Development Framework: Comparing Four ApproachesCreating an Effective Development Process: Common Themes and Basic PrinciplesCHAPTER 7 Cross-Functional IntegrationThe MEI ExperienceA Framework for Cross-Functional IntegrationAchieving Cross-Functional IntegrationCHAPTER 8 Organizing and Leading Project TeamsProject Organization and LeadershipThe Heavyweight Team StructureBuilding Capability for Multiple ApproachesCHAPTER 9 Tools and MethodsA Framework: The Design-Build-Test CycleStructured Methodologies for Effective Problem SolvingComputer-Based SystemsAppendix to Chapter 9CHAPTER 10 Prototype/Test CyclesThe Traditional Approach to PrototypingPrototyping: A Managerial PerspectiveMatching Prototyping and Development Project RequirementsCHAPTER 11 Learning from Development ProjectsA Framework for LearningCapturing Insight and Learning to Change the Development ProcessThe Project Audit: A Framework for LearningConclusions and ImplicationsCHAPTER 12 Building Development CapabilityFour Approaches to Building CapabilityBuilding Capability: A Comparison of AlternativesCreating New Development Capability: General ObservationsChanging Behavior and Overcoming ObstaclesBuilding Capability: Management LeadershipNOTESINDEX