Företag över hela världen är beroende av innovation för att vara fortsatt konkurrensstarka på sin respektive marknad. Innovation existerar i olika grad där låg innovation, eller inkrementellinnovation, kan ses som en vidareutveckling av en produkt eller tjänst där mindre ändringar görs. Hög innovation, eller radikal innovation, kan istället ses som en utveckling av en helt ny produkt eller tjänst, som inte redan är existerande på marknaden. Alla företag använder projekt av olika storleksgrad med olika syfte. Projekten kan skilja sig sinsemellan med avseende på den grad av innovation som de har. I denna rapport undersöks och diskuteras det hur olika grader av innovation påverkar utvecklingsprocessen i projekt. Undersökningen har skett på ett företag inom halvledarindustrin som specialiserar sig inom högteknologiska produkter. Undersökningen har skett i form av fyra intervjuer av anställda med olika roller på företaget. Det är ett relativt litet företag som även är ensamma i Norden med tillverkning och distribuering av sina produkter. Inför arbetet har en litteraturundersökning genomförts, följt av intervjuer med fyra respondenter på det aktuella företaget. Resultatet visar på att det egentligen inte är några skillnader mellan projekt av olika innovationsgrad när det kommer till planeringsfasen av projekten. Under hela utvecklingsprocessen skiljer sig projekt av olika innovationsgrad åt med avseende på tid, resurshantering, externa parters påverkan, vikten av ett effektivt projekt samt hur viktigt ett projekt är för företaget. Resultaten från denna studie är inte absoluta i och med att det är ett litet företag med endast ungefär 50 anställda. Det är även ett företag inom en nischad bransch. För att resultatet ska vara applicerbart inom samtliga organisationer och företag krävs fortsatt forskning och en vidareutveckling på detta arbete där fler företag av olika storlekar inom olika sektorer analyseras och jämförs med varandra. De insikter och slutsatser samt den kunskap som detta arbete genererat kan då vara en källa till fortsatt forskning inom ämnet. / Companies all over the world are dependent on innovation in order to continuously keep their position on their specific market. Innovation exists within different grades whereas low innovation, or incremental innovation, can be seen as a further development of an already existing product or service. High innovation, or radical innovation, can instead be seen as a development of a completely new product or service, which is not already on the market. All companies use projects of different sizes and with different goals. The projects might differ between themself with respect to the grade of innovation. This report examines and discusses how different grades of innovation affect the development process within the project. The study has taken place on a company within the semiconductor industry where they specialize in highly technological products. It is a rather small company who is singularly responsible for the manufacturing and distribution of the products in the Nordic. Before the study, a preliminary investigation was made, followed by interviews with four respondents on the company in question. The results show that there is no actual difference between projects of different grades of innovation when it comes to the planning phase of the project. During the whole development phase the projects differ with respect to time, handling of resources, the impact of external parties, the importance of an effective project and the importance of the project to the company. The results from this study are not absolute due to the fact that it is a small company with only about 50 employees. It is also a company within a fairly niche industry. To have the result being applicable within all industries and companies, continuous research and further development of this study is needed where different companies of different sizes in different industries are analyzed and compared to each other. The experience and knowledge that this report brings might be a source for further research within the subject.

Successful product development has been a fundamental part of many of today's companies and their continued prosperity depends on continuing to develop new products in the future. There are many models of product development. The two most common classes of development are market pull (MP) and technology push (TP). TP product development differs from MP in that the development begins with a specified technology rather than a specified customer. Because TP development is generally considered more difficult and challenging, most of the product development research has focused on MP development and many researchers and practitioners favor MP development over TP development. However, successful TP development has been shown to be a source of innovation that cannot be realized through MP development and is performed by many companies. The research in this thesis focuses on developing a comprehensive TP model to guide product developers on how to implement TP development successfully. This new TP model is developed by comparing recently published TP models to published best practices of TP development and known deficiencies of TP models. The comprehensive TP model makes improvements to the existing TP models through the addition of processes and tools that overcome deficiencies and incorporate best practices. The new comprehensive TP model includes elements of existing generic MP models, a "Technology Application Selection" (TAS) process and several new processes and tools associated with prototypes and network groups. Some of the new processes and tools are demonstrated through a case example. The comprehensive TP model provides product developers with the necessary step-by-step guide to TP product development. The model effectively deals with deficiencies of previous TP models, is sufficiently comprehensive and detailed to guide product developers, is complimentary and consistent to existing design processes and terms, is applicable to most TP product development projects, and is useful and repeatable in making product development decisions.