...
  • 主题
高级搜索  >
历史搜索 清空历史
首页> 外文期刊>Research Management >MANAGING LESSONS LEARNED AND TACIT KNOWLEDGE IN NEW PRODUCT DEVELOPMENT
【24h】

MANAGING LESSONS LEARNED AND TACIT KNOWLEDGE IN NEW PRODUCT DEVELOPMENT

机译：管理新产品开发中的经验教训

获取原文
获取原文并翻译 | 示例
           
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

Every new product development (NPD) team learns a unique set of lessons in solving the many problems that arise in a typical project, and it is important to ensure that these lessons are shared. Since much of the learning is tacit in nature, it is difficult to articulate, to capture, and to disseminate. Therefore, managers face a challenge in trying to stimulate project-to-project learning. Many companies hold post-project reviews (PPRs)-meetings at the end of projects to determine the lessons learned and document them for the future. However, discussing a project, noting down the lessons learned, and entering them into a database is not sufficient.
机译：每个新产品开发（NPD）团队都将学习一套独特的课程，以解决典型项目中出现的许多问题，因此，确保共享这些课程非常重要。由于许多学习本质上都是默契的，因此很难表达，捕捉和传播。因此，管理人员在尝试激发项目间学习方面面临挑战。许多公司在项目结束时举行项目后审查（PPR）会议，以确定所汲取的经验教训并记录下来，以备将来使用。但是，仅讨论项目，记下经验教训并将其输入数据库是不够的。

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号