100 Food product development therefore of project activities depends on the risk of failure the company is prepared to take. Teams often seek extensive knowledge so that they are surer of the whole picture, but this can be expensive and take too long and even sometimes result in failure. There is history of some companies seeking too much information in the test markets, and being overtaken by other companies. Outcomes that are fundamental to the project and whose completion is necessary for the project are always included. Identifying possible outcomes at the beginning of the project and selecting the critical outcomes for the company and its environment, which are within the money and time the company is willing to provide, ensure a project that is efficient and effective The constraints are any factors defining the area of the project. Some of these, such as financial resources and time for launching, will have been specified in the product development programme. At this time it is important to identify constraints on the product, processing and marketing, and also the constraints placed by the company and by the social and political environment For example, the constraints from the food regulations and from societys attitudes to production, processing, food additives and safety need to identified before product design starts. There are sometimes constraints caused by the availability of people and equipment. A checklist for studying constraints shown in Table 3.1 The constraints need to be recognised but they must not be too tight as this could stifle the creativity in product design and process development. For example, specify ing the protein level as exactly 20% for a perceived consumer need and not a requirement of the regulations could restrict the other product characteristics. But a protein range of 20-30% could satisfy the consumer but allow more freedom in design. It is important to criticise the constraints -are they all needed, are they too tight? Sometimes a company constraint may stifle the project, and it is important to revisit it with management to see if it can be hanged The aim(s), outcomes and constraints direct and control the project. They are used as factors in screening and evaluating the product ideas and product concepts, and then in evaluating the different prototype products. They are the Table 3.1 Project constraints: a checklist for product development projects Product Marketing Financial Environment Channels Fixed capital Structure National government Promotion Project finance Location Shelf life Competitors Cash flows Innovation Safety Personnel Product mix Retums Source: From Earle and Earle, 1999, by permission of Chadwick House Group Ltd.therefore of project activities depends on the risk of failure the company is prepared to take. Teams often seek extensive knowledge so that they are surer of the whole picture, but this can be expensive and take too long and even sometimes result in failure. There is history of some companies seeking too much information in the test markets, and being overtaken by other companies. Outcomes that are fundamental to the project and whose completion is necessary for the project are always included. Identifying possible outcomes at the beginning of the project and selecting the critical outcomes for the company and its environment, which are within the money and time the company is willing to provide, ensure a project that is efficient and effective. The constraints are any factors defining the area of the project. Some of these, such as financial resources and time for launching, will have been specified in the product development programme. At this time it is important to identify constraints on the product, processing and marketing, and also the constraints placed by the company and by the social and political environment. For example, the constraints from the food regulations and from society’s attitudes to production, processing, food additives and safety need to be identified before product design starts. There are sometimes constraints caused by the availability of people and equipment. A checklist for studying constraints is shown in Table 3.1. The constraints need to be recognised but they must not be too tight as this could stifle the creativity in product design and process development. For example, specifying the protein level as exactly 20% for a perceived consumer need and not a requirement of the regulations could restrict the other product characteristics. But a protein range of 20–30% could satisfy the consumer but allow more freedom in design. It is important to criticise the constraints – are they all needed, are they too tight? Sometimes a company constraint may stifle the project, and it is important to revisit it with management to see if it can be changed. The aim(s), outcomes and constraints direct and control the project. They are used as factors in screening and evaluating the product ideas and product concepts, and then in evaluating the different prototype products. They are the Table 3.1 Project constraints: a checklist for product development projects Product Processing Marketing Financial Company Environment Eating quality Equipment Channels Fixed capital Strategy Local government Composition Capacity Distribution Working capital Structure National government Nutrition Raw materials Prices Investment Expertise Industry agreements Packaging Wastes Promotion Project finance Location Farmers’ agreements Shelf life Energy Competitors Cash flows Management Economic status Use Water Size Profits Innovation Business cycle Safety Personnel Product mix Returns Size Social restrictions Source: From Earle and Earle, 1999, by permission of Chadwick House Group Ltd. 100 Food product development