Requirement managers’ roles in industrial platform development

Thommie Burström, Timothy Wilson

Research output: Contribution to journalArticleScientificpeer-review

5 Citations (Scopus)

Abstract

Purpose – The purpose of this paper is to describe and analyze the role of requirement managers in new product development projects.

Design/methodology/approach – This paper is based on a case study of an industrial platform project. Sixty-eight persons were interviewed and project prerequisites and requirement specifications documents were studied. The roles of specific individuals and their formal role as requirement managers are reported.

Findings – The requirement manager's role fulfillment is performed through five major activities described as developing, anchoring, re-organizing, routinizing, and positioning. These activities are essential in order to manage working with a large flagship project.

Research limitations/implications – Because the research was based on a single case study, there are of course limitations. The findings in this study may therefore not be generalized, but merely suggest other areas of research.

Practical implications – This paper argues that functional roles should not be taken for granted. Even though significant efforts may have been performed in order to establish a new role within a project management setting, the process of establishing new work practices is complex. Managers should therefore investigate inter-functional integration on ongoing bases.

Originality/value – This paper provides important insights into aspects of requirement manager's ongoing project activities.
Translated title of the contributionRequirement managers’ roles in industrial platform development
Original languageEnglish
Peer-reviewed scientific journalInternational Journal of Managing Projects in Business
Volume7
Issue number3
Pages (from-to)493-517
Number of pages25
ISSN1753-8378
DOIs
Publication statusPublished - 2014
MoE publication typeA1 Journal article - refereed

Keywords

  • 512 Business and Management
  • KOTA2014

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