262 Food product development for the evolving technology and keeping team members involved to greater and lesser extent throughout the projec Product development budgeting techniques, understanding the changing cost/time ratios between projects and within projects, the financial analysis of the different stages of the PD Process to identify the costs and their possible improvements, the financial controls needed for the different cost/ time ratio Management has to design the organisation for product development in the company, both for the overall new product programme and for the individual needs to be coordination to have the use of people and resources, as well as planning and control for the individual project so that it flows towards the final product launch without stumbling too often. Radical innovations are never straightforward linear progressions through the project; there is often recycling especially during the earlier stages, but these returns to earlier stages in the project need to be Think break In your company 1. What is the basic philosophy of product development management 2. Describe the understanding of technology changes and consumer needs changes 3. How are these changes affecting product development? 4. Has your company the abilities to develop new products related to these changes? 5. If not what new abilities need to be found? how could this be done? 6. What are the organisational methods used by your company? 7. Do they ensure effective and efficient product development? 8. If not, what changes need to be made in the organisational methods? 6.2 People in product development management It is important to recognise that there are different layers of management. The different levels of management can be identified as directors chief executives product development managers and project leaders, although the actual titles of the managers may be different from this in the individual companies(see Fig 6.2). The directors are at the business strategy level, the chief executive at the product/innovation strategy level, the product development manager at the new product programme level and the project leader at the level of the individualfor the evolving technology and keeping team members involved to greater and lesser extent throughout the project. • Product development budgeting techniques, understanding the changing cost/time ratios between projects and within projects, the financial analysis of the different stages of the PD Process to identify the costs and their possible improvements, the financial controls needed for the different cost/ time ratios. Management has to design the organisation for product development in the company, both for the overall new product programme and for the individual project. There needs to be coordination among projects to have the optimum use of people and resources, as well as planning and control for the individual project so that it flows towards the final product launch without stumbling too often. Radical innovations are never straightforward linear progressions through the project; there is often recycling especially during the earlier stages, but these returns to earlier stages in the project need to be managed. 6.2 People in product development management It is important to recognise that there are different layers of management. The different levels of management can be identified as directors, chief executives, product development managers and project leaders, although the actual titles of the managers may be different from this in the individual companies (see Fig. 6.2). The directors are at the business strategy level, the chief executive at the product/innovation strategy level, the product development manager at the new product programme level and the project leader at the level of the individual Think break In your company: 1. What is the basic philosophy of product development management? 2. Describe the understanding of technology changes and consumer needs changes. 3. How are these changes affecting product development? 4. Has your company the abilities to develop new products related to these changes? 5. If not, what new abilities need to be found? How could this be done? 6. What are the organisational methods used by your company? 7. Do they ensure effective and efficient product development? 8. If not, what changes need to be made in the organisational methods? 262 Food product development