{"id":{"repo_id":"carleton","oai_identifier":"oai:carleton.scholaris.ca:20.500.14718/37184"},"canonical_url":"https://search.dev.ndltd.org/etd/carleton/oai:carleton.scholaris.ca:20.500.14718/37184","repository":{"repo_id":"carleton","name":"Carleton University","base_url":"https://carleton.scholaris.ca/server/oai/request"},"display":{"title":"Distributed new product development structures and schedule overrun","abstract":"The objective of this research is to examine the relationship between attributes of new product distributed structures and schedule overrun. Data on 75 projects undertaken by Cisco Systems using distributed structures to develop new products were used to test four hypotheses. The hypotheses examined how (i) the proportion of the product design produced at project headquarters, (ii) the development load carried out at remote sites, (iii) the number of platform dependent components used in the product, and (iv) the number of components reused are related to schedule overrun. Results suggest that a high level of design carried out at project headquarters and development loads carried out at remote sites shorten schedule overrun.Keywords: Distributed development structure, product development performance, product modularity, schedule overrun.","abstract_html":"The objective of this research is to examine the relationship between attributes of new product distributed structures and schedule overrun. Data on 75 projects undertaken by Cisco Systems using distributed structures to develop new products were used to test four hypotheses. The hypotheses examined how (i) the proportion of the product design produced at project headquarters, (ii) the development load carried out at remote sites, (iii) the number of platform dependent components used in the product, and (iv) the number of components reused are related to schedule overrun. Results suggest that a high level of design carried out at project headquarters and development loads carried out at remote sites shorten schedule overrun.Keywords: Distributed development structure, product development performance, product modularity, schedule overrun.","abstract_has_math":false,"creators":["Wang, Peiyao"],"institution":"Carleton University","degree_name":"Master of Engineering (M.Eng.)","degree_level":"Master's","degree_discipline":"Engineering, Systems and Computer","degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2005,"date_issued":"2005","date_published":"2005","updated_at":"2026-07-24T01:34:24Z","subjects":[],"languages":["en"],"rights":["Copyright © 2005 the author(s). Theses may be used for non-commercial research, educational, or related academic purposes only. Such uses include personal study, research, scholarship, and teaching. Theses may only be shared by linking to Carleton University Institutional Repository and no part may be used without proper attribution to the author. 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The hypotheses examined how (i) the proportion of the product design produced at project headquarters, (ii) the development load carried out at remote sites, (iii) the number of platform dependent components used in the product, and (iv) the number of components reused are related to schedule overrun. Results suggest that a high level of design carried out at project headquarters and development loads carried out at remote sites shorten schedule overrun.Keywords: Distributed development structure, product development performance, product modularity, schedule overrun."]},{"key":"dc:title","label":"Title","values":["Distributed new product development structures and schedule overrun"]}]}],"canonical_facts":{"dc:creator":["Wang, Peiyao"],"dc:date.accessioned":["2025-04-08T19:01:16Z"],"dc:date.available":["2025-04-08T19:01:16Z"],"dc:date.issued":["2005"],"dc:description.abstract":["The objective of this research is to examine the relationship between attributes of new product distributed structures and schedule overrun. Data on 75 projects undertaken by Cisco Systems using distributed structures to develop new products were used to test four hypotheses. The hypotheses examined how (i) the proportion of the product design produced at project headquarters, (ii) the development load carried out at remote sites, (iii) the number of platform dependent components used in the product, and (iv) the number of components reused are related to schedule overrun. Results suggest that a high level of design carried out at project headquarters and development loads carried out at remote sites shorten schedule overrun.Keywords: Distributed development structure, product development performance, product modularity, schedule overrun."],"dc:identifier.doi":["10.22215/etd/2005-07953"],"dc:identifier.uri":["https://hdl.handle.net/20.500.14718/37184"],"dc:language.iso":["en"],"dc:publisher":["Carleton University"],"dc:rights":["Copyright © 2005 the author(s). Theses may be used for non-commercial research, educational, or related academic purposes only. Such uses include personal study, research, scholarship, and teaching. 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