The rapidly evolving global market scenario raised multiple challenges for an organization such as: change in customer needs and lifestyle, increased competition, compulsion to enter into new markets, pursue to innovate and so on, which raises an additional challenge for organization to sustain and succeed. In order to meet these multiple challenges, continuous New Product Development (NPD) turns out to be one of the essential tasks for any organization to improve market share, profitability and to succeed. In this scenario, a new product portfolio with best mix of new projects that ensures strategic alignment, balance of portfolio and improves organizations’ potential gain is compulsion. However, From the literature, it is observed that, ‘As nearly half of initial NPD ideas occur informally or without a specific goal, even a best performing organization requires a major improvement in the decision making process of Project Evaluation and Selection (PES)’. This emphasizes the significance of decision on Project Evaluation and Selection (PES) of NPD. Additionally, huge investments and resources need to be employed based on decision that is taken at PES phase of NPD. Thus PES turns out to be a crucial and essential phase of New Product Process (NPP). All these stated aspects of this challenging and crucial strategic decision of PES provoke for the requirement of an efficient management system and decision making model. In the literature the management system and decision making processes for formulation of portfolio is termed as “New Product Portfolio Management (NPPM)”. Though various researchers have been focusing on this particular issue of improving NPPM Performance, from the analysis of literature, to the best of our knowledge, it is observed that no one has identified or considered an exhaustive list of possible evaluative dimensions while taking the decision on PES of NPPM (PES-NPPM). This thesis makes an attempt to address this research gap, and the scope of this study is pertained to three sectors of manufacturing industry, namely, Automotive, Electronics and Machine Tools. Accordingly, the main objective of this thesis is “ In order to achieve this particular objective the following sub-objectives, methodologies, and analysis are carried out. For this purpose, first and foremost analysis of literature on PES is carried out. Accordingly, five evaluative dimensions are identified for PES-NPPM and they are: (i) Strategic Fit; (ii) Portfolio-Innovation Balance; (iii) Risk-Uncertainty Estimation; (iv) Cost-Revenue Estimation and (v) Optimized Resource Allocation. Furthermore, it is observed that, there is no study considering all the five evaluative dimensions simultaneously for PES-NPPM either to analyze their impact on performance of NPPM or to develop a decision making model. Thus, we are addressing a new problem configuration in the area of PES-NPPM. Additionally, though the requirements of multi-criteria models for PES-NPPM is discussed both in academic and practioners points of view, the real demonstration of the applicability of multi-criteria models are given a scant treatment in the literature. . By the end of the achieving this objective, we identified five distinct evaluative dimensions which are used in different combinations for PES-NPPM. Further, for measuring each of these five evaluative dimensions, we identified 23, 11, 15, 10, and 18 measurement variables respectively. Based on the evaluative dimensions considered in this study, a framework work is proposed for PES-NPPM. Due to the limitation of empirical evidences on considering the identified evaluative dimensions and respective measurement variables towards the proposed initial framework for PES-NPPM, another exploratory study: a case study method is carried out. In addition to the process of triangulation, the case study approach is carried out to understand (a) significance and nature of the identified measurement variables of all the five evaluative dimensions for PES-NPPM, and (b) real-life practices in decision making process of PES-NPPM and to identify the requirements of decision making tools. Accordingly, 12 case studies (4 each) from three manufacturing sectors, considered in this study, are conducted. Further, 12 case study reports are prepared and inferences are drawn. The inferences drawn are verified by conducting an individual brain-storming session with 3 academicians and 4 practitioners. The detailed analysis of the 12 case study reports endorsed the necessity of considering all the five identified evaluative dimensions in the proposed framework for PES-NPPM. In addition, the case study analysis revealed some of the variables originally considered for measuring the evaluative dimensions are not really the measurement variables, whereas those variables are expected to impact the decision making environment of PES-NPPM (or) NPPM Performance. Further those non-measurement variables are classified into (a) Characteristic Variables of PES-NPPM, and (b) Moderating variables for NPPM. Based on this, case study analysis identified 8 characteristic variables and 8 moderating variables. This specific observation resulted to analyze further the existing literature in order to identify if there exist any additional variables which impact decision making environment of PES-NPPM (or) NPPM Performance. Thus, from the analysis of literature and case study analysis 17 characteristic variable and 13 moderating variables are identified. Additionally, For this purpose, Partial Least Square – Path Modeling (PLS-PM) (or) regression analysis is conducted depending upon type of variables with 104 observations (representing 34, 39, and 31 observations of the three sectors respectively) to analyze the relationships between characteristic and moderating variables on decision-making environment of PES-NPPM and NPPM Performance respectively. From case study analysis, it is observed that the decision making tool required should provide: (a) ability to incorporate judgmental scores along with financial and other quantitative metrics, (b) ability to attain a balance of portfolio and consider interactions among project, and (c) ability to provide alternatives and rank the alternatives. In addition to the observation drawn from the case study analysis on the need of MCDM based tool(s), analysis of the literature is carried out to verify the same. As this problem scenario considers both quantitative and qualitative data for the development of a decision making tool, an appropriate technique/methodology needs to be employed. Based on analysis of literature and the case study reports, this study proposes an integrated Data Envelopment Analysis and Balanced Scorecard (DEA-BSC) model for individual PES. Further, the proposed DEA-BSC model is extended for evaluation of new product portfolio. In the process of formulation of new product portfolio, first, every new product project is evaluated with the proposed integrated DEA-BSC model. Second, an algorithm is designed to generate alternate portfolios with the selected set of efficient new product projects. Then, DEA-BSC model is employed to evaluate the generated portfolios. At this step, an accumulation functions are proposed which considers interactions among projects. These accumulation functions determine the overall input and output of the portfolio along with interactions involved. Accordingly, the proposed integrated DEA-BSC model for portfolio evaluation is expected to result in a balanced portfolio with profitable new product projects. In addition, the workability of the proposed integrated DEA-BSC model is demonstrated by developing a suitable numerical example. Finally, a sensitivity analysis is carried out on proposed DEA-BSC model to analyze the robustness of the results. In summary, this thesis examined a problem of decision making of NPPM. Further, this problem was retained with main focus on PES phase. Accordingly, the major contributions of this thesis are as follows: Identified an exhaustive lists of evaluative dimensions: (i) Strategic Fit; (ii) Portfolio-Innovation Balance; (iii) Risk-Uncertainty Estimation; (iv) Cost-Revenue Estimation and (v) Optimized Resource Allocation. Also identified the significance of these five dimensions in case of PES-NPPM. In addition, all the five evaluative dimensions are considered simultaneously for development of a multi criteria decision making tool for PES-NPPM. Identified the required measurement variables for each of the evaluative dimensions, considered in this study, that are essential for PES, and analyzed their influence on performance of NPPM. Identified and analyzed characteristic and moderating variables that influence decision making environment of PES-NPPM and performance of NPPM respectively. Identified the requirements of a decision making tool for PES-NPPM and developed an integrated DEA-BSC model for PES. To the best of our knowledge, the proposed integrated DEA-BSC model is considered to be the first hybrid model applied to PES-NPPM. Furthermore for implementing the proposed DEA-BSC model, an algorithm is proposed in this study and this is expected to assist decision maker for selecting the right set of projects for new product portfolio with higher development potential, profitability and minimize the associated risk. Identified possible project interactions caused due to external or internal factors and accordingly proposed an accumulation function to capture these interactions. Proposed an algorithm for formulation of new product portfolio and accordingly proposed a detail step-by-step procedure for implementation of the proposed integrated DEA-BSC model. Though this study analyzes the impact of characteristic variables on decision-making environment of PES-NPPM, we limit to link this impact to DEA-BSC Model. In this study, an attempt is made to capture the moderating effect on NPPM Performance, but this study limits to link this moderating effect in proposed DEA-BSC model. Finally, the validation of the workability of proposed DEA-BSC model is limited to the numerical example considered in the study and not to the real-life problems scenarios.

Decidir entre as melhores alternativas de produtos para compor o portfólio de uma empresa é um problema complexo e que envolve múltiplos critérios. Este trabalho tem como foco, a adaptação de um modelo de Gestão de Portfólio de Produtos, que possua um caráter quantitativo, flexível, de fácil aplicação e que contemple requisitos importantes para avaliação da carteira de projetos e produtos das indústrias farmacêuticas. O propósito é que este modelo auxilie os gestores das empresas deste setor na tomada de decisão estratégica em relação ao portfólio atual e futuro dos seus produtos, de maneira mais assertiva e reduzindo as subjetividades das escolhas. A abordagem metodológica utilizada foi a pesquisa-ação, cuja pesquisa de campo foi realizada em uma organização do setor farmacêutico nacional de pequeno porte, que buscava otimizar o seu processo de seleção e priorização de produtos / projetos. Desta forma, a partir de uma revisão sistemática simplificada do tema; do acesso a documentos que descrevem o processo de desenvolvimento de produtos e seleção de projetos da referida indústria; bem como de entrevistas em profundidade com os diretores da empresa, foi possível levantar os principais critérios para a tomada de decisão gerencial estratégica da carteira de produtos. Estes critérios foram alocados em uma estrutura de Gestão de Portfólio de Produtos, desenvolvida por Danilevicz e Ribeiro (2013), intitulada Decisões Estratégicas de INovação (DEIN), a qual deu origem ao modelo de Decisões Estratégicas de INovação para o setor Farmacêutico (DEIN-FARMA). Este modelo ajustado foi aplicado utilizando-se os produtos e projetos reais desta empresa gerando, ao final, um portfólio de produtos definido para o próximo período e com um ganho de inovação de 50%. Logo, o DEIN-FARMA permitiu o alinhamento dos produtos às estratégias da empresa, a otimização dos recursos, a redução dos riscos inerentes aos lançamentos, o balanceamento do portfólio e a maximização do seu valor. / Decision making in product portfolio of a company is a complex problem that involves multiple criteria. The aim of this study is the adaptation of a Product Portfolio Management Model. This model must to be quantitative, flexible, easy to be applied, and including important requirements for evaluating the pharmaceutical projects and products. The purpose of this model is to serve as a tool to help managers of the sector to make a strategic decision about the current and future portfolio of their products, being more assertive and decreasing the subjectivity of choices. The methodological approach used was the action research, whose fieldwork was carried out in a Brazilian pharmaceutical industry, seeking to optimize their process of selection and prioritization of their products / projects. Thus, from a simplified systematic review of the subject; access to the documents that describe the process of product development and selection of projects, as well as, in-depth interviews with the directors of the company , it was possible to raise the main criteria for making strategic management decision of the product portfolio. These criteria were allocated on a structure of Product Portfolio Management, previously developed, called Strategic Decisions of Innovation (DEIN), which gave rise to the Strategic Decisions of Innovation model for the Pharmaceutical Industry (DEIN-FARMA). This adjusted model was applied using the real products and projects of this company generating, in the end, a product portfolio set for the next period with a gain of 50% in innovation. Soon the DEIN-FARMA allowed the alignment of the products to the strategies of company, optimize resources, reduce inherent risks, balancing the portfolio and hence maximization of its value.

Submitted by Octaviano Rojas Luiz null (orojasluiz@yahoo.com.br) on 2016-12-30T17:58:35Z No. of bitstreams: 1 Dissertação Defesa Octaviano - Versão Final.pdf: 2283965 bytes, checksum: be59a53e18c4c4a8210c9db23e1de808 (MD5) / Approved for entry into archive by LUIZA DE MENEZES ROMANETTO (luizamenezes@reitoria.unesp.br) on 2017-01-03T16:42:54Z (GMT) No. of bitstreams: 1 luiz_or_me_bauru.pdf: 2283965 bytes, checksum: be59a53e18c4c4a8210c9db23e1de808 (MD5) / Made available in DSpace on 2017-01-03T16:42:54Z (GMT). No. of bitstreams: 1 luiz_or_me_bauru.pdf: 2283965 bytes, checksum: be59a53e18c4c4a8210c9db23e1de808 (MD5) Previous issue date: 2016-11-29 / Conselho Nacional de Desenvolvimento Científico e Tecnológico (CNPq) / A Gestão de Projetos por Corrente Crítica (Critical Chain Project Management – CCPM), uma abordagem fundamentada na Teoria das Restrições, tem apresentado alguns resultados efetivos na condução tanto de empreendimentos únicos quanto de vários simultaneamente. Apesar disso, a literatura pouco estudou esta abordagem para o desenvolvimento de produtos e na gestão de seu portfólio, áreas em que a Gestão de Projetos desempenha papel importante, e, especificamente, seus impactos no desempenho. Assim, o objetivo geral desta pesquisa é analisar a relação entre a aderência a preceitos e práticas da CCPM e o desempenho do portfólio de produtos em empresas. Para cumprir com estes objetivos, foi desenvolvida uma pesquisa survey, com uma amostra de 79 empresas. Os resultados indicam que empresas praticantes de conceitos e ferramentas sugeridos pela CCPM apresentam melhores resultados, estatisticamente significativos, para os três fatores de desempenho em Gestão de Portfólio de Produtos adotados por esta pesquisa. Este estudo ainda aprofunda o conhecimento em CCPM e portfólio de produtos, ao estudar, por meio de testes não-paramétricos, a influência de algumas variáveis, como o nível de turbulência do ambiente organizacional, nos constructos desta pesquisa. Verificou-se que não houve diferença significativa entre os fatores pesquisados e o nível de turbulência do ambiente. Além disso, as empresas que afirmaram adotar o guia PMBOK® utilizaram mais as práticas de CCPM. / The Critical Chain Project Management (CCPM), an approach based on the Theory of Constraints, has shown effective results in driving both single projects and concurrent multiple projects. Despite this, the literature has little studied this approach to product development and portfolio management, areas in which Project Management plays an important role, and specifically its impact on performance. Thus, the overall objective of this research is to analyze the relationship between adherence to rules and practices of CCPM and portfolio performance of the company's products. In order to meet these objectives, a survey research through a questionnaire was developed, conducted with 79 companies. The results show that companies adopting concepts and tools suggested by CCPM have better results, statistically significant, for the three performance factors in Product Portfolio Management adopted by this research. This research further deepens the CCPM and product portfolio knowledge, studying, by non-parametric tests, the influence of some variables, such as the level of turbulence in the organizational environment, in the research constructs. It was verified that there was no significant difference between the studied factors and the level of environmental turbulence. In addition, companies that have adopted the PMBOK® guide have used CCPM practices more.

Submitted by Marco Antonio Paula Pinheiro null (marcoppinheiro@gmail.com) on 2017-08-20T19:41:38Z No. of bitstreams: 1 DIS_MES_MARCO.pdf: 2722547 bytes, checksum: ae4fdc9bcfee0d0cd239a8018faaedec (MD5) / Rejected by Luiz Galeffi (luizgaleffi@gmail.com), reason: Solicitamos que realize uma nova submissão seguindo as orientações abaixo: O título presente na folha de aprovação está diferente do título que consta na capa do trabalho. Por favor, corrija as informações e realize uma nova submissão Agradecemos a compreensão. on 2017-08-24T12:29:35Z (GMT) / Submitted by Marco Antonio Paula Pinheiro null (marcoppinheiro@gmail.com) on 2017-08-28T20:45:22Z No. of bitstreams: 1 DIS_MES_MARCO.pdf: 2722547 bytes, checksum: ae4fdc9bcfee0d0cd239a8018faaedec (MD5) / Approved for entry into archive by LUIZA DE MENEZES ROMANETTO (luizamenezes@reitoria.unesp.br) on 2017-08-29T12:51:09Z (GMT) No. of bitstreams: 1 pinheiro_map_me_bauru.pdf: 2722547 bytes, checksum: ae4fdc9bcfee0d0cd239a8018faaedec (MD5) / Made available in DSpace on 2017-08-29T12:51:09Z (GMT). No. of bitstreams: 1 pinheiro_map_me_bauru.pdf: 2722547 bytes, checksum: ae4fdc9bcfee0d0cd239a8018faaedec (MD5) Previous issue date: 2017-08-03 / Apesar de muitos estudos abordarem gestão de portfólio de produtos e ecodesign, são poucos o que tratam desses temas de maneira integrada. Além disso, algumas pesquisas recentes têm sinalizado a importância de se iniciarem investigações que integrem essas áreas. Diante disso, esta pesquisa teve como objetivo propor framework que integra práticas do ecodesign na gestão de portfólio de produtos, seguido pela avaliação deste framework em empresas brasileiras que desenvolvem produtos baseados na biodiversidade. A pesquisa foi composta por duas fases complementares: a primeira constituiu-se de um estudo teórico que visou levantar os principais trabalhos pertinentes aos temas gestão de portfólio de produtos e ecodesign, o qual serviu como base para a elaboração de framework teórico de integração do ecodesign à gestão de portfólio de produtos. Na segunda fase foram realizados workshops de avaliação do framework com times de desenvolvimento de produtos de duas empresas de biodiversidade e que possuem diferentes níveis de maturidade em termos de implementação de questões ambientais no processo de desenvolvimento de produtos. Considerando os resultados da pesquisa, foi possível identificar e analisar dimensões e agrupamentos de atividades que podem compor a integração do ecodesign à gestão de portfólio de produtos, compreendendo as práticas de ecodesign que podem ser aplicadas neste contexto e, ainda, avaliar a aplicabilidade do framework proposto, do ponto de vista de duas empresas de biodiversidade em estágios distintos do desenvolvimento de produtos verdes. Os agrupamentos de atividades que mais se destacaram na literatura e se mostraram relevantes no ambiente corporativo foram a aplicação de checklist de avaliação, pontuação e ranqueamento dos projetos, a integração com stakeholders e, também, a preocupação de se inserir portfólio de produtos verdes no planejamento estratégico das firmas. Conclui-se que para as firmas em estágios menos maduros de gestão ambiental possam obter melhor desempenho no desenvolvimento de produtos verdes, estas devem adotar formalmente a gestão de portfólio de produtos alinhada às dimensões gerenciais e agrupamentos de atividades, adotando métodos e ferramentas de ecodesign de simples aplicação, além de atividades relacionadas à estratégia e estrutura organizacional, presentes no framework aqui proposto. / Although many studies address the product portfolio management and ecodesign, few are dealing with issues in an integrated way. In addition, some recent research has shown the importance of initiating investigations that integrate these areas. The goal of this research was to propose a framework that integrates ecodesign practices in portfolio management, followed by evaluation of the framework in Brazilian companies that develop products based on biodiversity. The research was composed of two complementary phases: a first one consisted of a theoretical study that aimed to collect the main relevant works of product portfolio management and ecodesign, which serves as basis for the elaboration of the theoretical framework of ecodesign integration on product portfolio management. In the second phase, it was conducted framework evaluation workshops with product development teams of two biodiversity companies in different levels of maturity in terms of implementing environmental issues in the product development process. Regarding the results of this research, it was possible to identify and analyze dimensions and clusters of activities that can compose the integration of ecodesign on the product portfolio management, including practices that can be applied and also an evaluation of the applicability of the proposed framework, from the point of view of two biodiversity companies at different stages in sustainable development. The clusters of activities highlighted in the literature and that have shown relevant in a corporate environment are the application of evaluation checklist, project punctuation and ranking, integration with stakeholders and also a concern to insert a green portfolio products in the strategic planning of firms. It is concluded that for firms in less mature stages of environmental management to obtain better performance in green development products, they must formally adopt product portfolio management aligned with managerial dimensions and groupings of activities, adopting simple ecodesign methods and tools application, in addition to activities related to the strategy and organizational structure, present in the proposed framework.

Decidir entre as melhores alternativas de produtos para compor o portfólio de uma empresa é um problema complexo e que envolve múltiplos critérios. Este trabalho tem como foco, a adaptação de um modelo de Gestão de Portfólio de Produtos, que possua um caráter quantitativo, flexível, de fácil aplicação e que contemple requisitos importantes para avaliação da carteira de projetos e produtos das indústrias farmacêuticas. O propósito é que este modelo auxilie os gestores das empresas deste setor na tomada de decisão estratégica em relação ao portfólio atual e futuro dos seus produtos, de maneira mais assertiva e reduzindo as subjetividades das escolhas. A abordagem metodológica utilizada foi a pesquisa-ação, cuja pesquisa de campo foi realizada em uma organização do setor farmacêutico nacional de pequeno porte, que buscava otimizar o seu processo de seleção e priorização de produtos / projetos. Desta forma, a partir de uma revisão sistemática simplificada do tema; do acesso a documentos que descrevem o processo de desenvolvimento de produtos e seleção de projetos da referida indústria; bem como de entrevistas em profundidade com os diretores da empresa, foi possível levantar os principais critérios para a tomada de decisão gerencial estratégica da carteira de produtos. Estes critérios foram alocados em uma estrutura de Gestão de Portfólio de Produtos, desenvolvida por Danilevicz e Ribeiro (2013), intitulada Decisões Estratégicas de INovação (DEIN), a qual deu origem ao modelo de Decisões Estratégicas de INovação para o setor Farmacêutico (DEIN-FARMA). Este modelo ajustado foi aplicado utilizando-se os produtos e projetos reais desta empresa gerando, ao final, um portfólio de produtos definido para o próximo período e com um ganho de inovação de 50%. Logo, o DEIN-FARMA permitiu o alinhamento dos produtos às estratégias da empresa, a otimização dos recursos, a redução dos riscos inerentes aos lançamentos, o balanceamento do portfólio e a maximização do seu valor. / Decision making in product portfolio of a company is a complex problem that involves multiple criteria. The aim of this study is the adaptation of a Product Portfolio Management Model. This model must to be quantitative, flexible, easy to be applied, and including important requirements for evaluating the pharmaceutical projects and products. The purpose of this model is to serve as a tool to help managers of the sector to make a strategic decision about the current and future portfolio of their products, being more assertive and decreasing the subjectivity of choices. The methodological approach used was the action research, whose fieldwork was carried out in a Brazilian pharmaceutical industry, seeking to optimize their process of selection and prioritization of their products / projects. Thus, from a simplified systematic review of the subject; access to the documents that describe the process of product development and selection of projects, as well as, in-depth interviews with the directors of the company , it was possible to raise the main criteria for making strategic management decision of the product portfolio. These criteria were allocated on a structure of Product Portfolio Management, previously developed, called Strategic Decisions of Innovation (DEIN), which gave rise to the Strategic Decisions of Innovation model for the Pharmaceutical Industry (DEIN-FARMA). This adjusted model was applied using the real products and projects of this company generating, in the end, a product portfolio set for the next period with a gain of 50% in innovation. Soon the DEIN-FARMA allowed the alignment of the products to the strategies of company, optimize resources, reduce inherent risks, balancing the portfolio and hence maximization of its value.

Decidir entre as melhores alternativas de produtos para compor o portfólio de uma empresa é um problema complexo e que envolve múltiplos critérios. Este trabalho tem como foco, a adaptação de um modelo de Gestão de Portfólio de Produtos, que possua um caráter quantitativo, flexível, de fácil aplicação e que contemple requisitos importantes para avaliação da carteira de projetos e produtos das indústrias farmacêuticas. O propósito é que este modelo auxilie os gestores das empresas deste setor na tomada de decisão estratégica em relação ao portfólio atual e futuro dos seus produtos, de maneira mais assertiva e reduzindo as subjetividades das escolhas. A abordagem metodológica utilizada foi a pesquisa-ação, cuja pesquisa de campo foi realizada em uma organização do setor farmacêutico nacional de pequeno porte, que buscava otimizar o seu processo de seleção e priorização de produtos / projetos. Desta forma, a partir de uma revisão sistemática simplificada do tema; do acesso a documentos que descrevem o processo de desenvolvimento de produtos e seleção de projetos da referida indústria; bem como de entrevistas em profundidade com os diretores da empresa, foi possível levantar os principais critérios para a tomada de decisão gerencial estratégica da carteira de produtos. Estes critérios foram alocados em uma estrutura de Gestão de Portfólio de Produtos, desenvolvida por Danilevicz e Ribeiro (2013), intitulada Decisões Estratégicas de INovação (DEIN), a qual deu origem ao modelo de Decisões Estratégicas de INovação para o setor Farmacêutico (DEIN-FARMA). Este modelo ajustado foi aplicado utilizando-se os produtos e projetos reais desta empresa gerando, ao final, um portfólio de produtos definido para o próximo período e com um ganho de inovação de 50%. Logo, o DEIN-FARMA permitiu o alinhamento dos produtos às estratégias da empresa, a otimização dos recursos, a redução dos riscos inerentes aos lançamentos, o balanceamento do portfólio e a maximização do seu valor. / Decision making in product portfolio of a company is a complex problem that involves multiple criteria. The aim of this study is the adaptation of a Product Portfolio Management Model. This model must to be quantitative, flexible, easy to be applied, and including important requirements for evaluating the pharmaceutical projects and products. The purpose of this model is to serve as a tool to help managers of the sector to make a strategic decision about the current and future portfolio of their products, being more assertive and decreasing the subjectivity of choices. The methodological approach used was the action research, whose fieldwork was carried out in a Brazilian pharmaceutical industry, seeking to optimize their process of selection and prioritization of their products / projects. Thus, from a simplified systematic review of the subject; access to the documents that describe the process of product development and selection of projects, as well as, in-depth interviews with the directors of the company , it was possible to raise the main criteria for making strategic management decision of the product portfolio. These criteria were allocated on a structure of Product Portfolio Management, previously developed, called Strategic Decisions of Innovation (DEIN), which gave rise to the Strategic Decisions of Innovation model for the Pharmaceutical Industry (DEIN-FARMA). This adjusted model was applied using the real products and projects of this company generating, in the end, a product portfolio set for the next period with a gain of 50% in innovation. Soon the DEIN-FARMA allowed the alignment of the products to the strategies of company, optimize resources, reduce inherent risks, balancing the portfolio and hence maximization of its value.

Abstract The main objective of this study is to clarify the current challenges and preconditions relating to product portfolio management (PPM) and widen the PPM framework over horizontal and vertical portfolios, including a related governance model, strategic performance management and the PPM process. This study analyses comprehensively the current PPM literature and the relevant practices of 10 case companies representing business areas such as hardware (HW), software (SW) and Services. This study approaches PPM from a more comprehensive viewpoint as all product life cycle phases and product structure levels are not covered well in this context by the earlier literature. The principal results of this study involve revealing the need for a new PPM governance model including strategic targets, KPIs and the PPM process according to vertical and horizontal portfolios. The created PPM framework clarifies the strategic role of PPM in cross-functional analysis and decision making for commercial and technical portfolios. The role and the impact of strategic PPM have been further enhanced by positioning the PPM process on the level of other business processes. The created PPM framework enhances the collaboration between business and engineering teams. The managerial implications include the potential preconditions of clarifying the dynamic and active role of PPM at the level of other business processes. The findings can aid business managers in understanding PPM as an entity that has a role in managing the entire product portfolio and its renewal based on strategic performance measures over horizontal and vertical portfolios according to cross-functional governance bodies. This highlights the criticality of managing all items both in commercial and technical portfolios. The role of other business processes should be highly operational by executing product development, marketing and sales, delivery and care activities according to PPM decisions. The primary role of PPM should be active management of the entire product portfolio over product life cycle phases and product structure levels, instead of merely focusing on new product development, to ensure product portfolio renewal. / Tiivistelmä Tämä tutkimus selventää tuoteportfolion hallintaan liittyviä edellytyksiä ja haasteita, sekä laajentaa tuoteportfolion hallintamallia, suorituskyvyn johtamista ja prosessia horisontaalisesti ja vertikaalisesti. Tuoteportfolion hallintaa on lähestytty kattavasti analysoimalla nykyistä kirjallisuutta, sekä kymmenen kohdeyrityksen käytänteitä nykytila-analyysin keinoin. Kohdeyritykset edustavat useita liiketoiminta- ja tuotealueita kattaen laitteiston, ohjelmiston ja palvelut. Tämä tutkimus lähestyy tuoteportfolion hallintaa laajemmalta katsantokannalta kuin nykyinen kirjallisuus joka ei kata kaikkia tuotteen elinkaaren vaiheita ja tuoterakennetasoja. Tämän väitöstutkimuksen tärkeimmät tulokset liittyvät uuden tuoteportfolion hallintamallin tarpeellisuuden esille tuomiseen, sisältäen tuoteportfolion strategiset tavoitteet, suorituskykymittarit ja hallintaprosessin perustuen vertikaalisiin ja horisontaalisiin tuoteportfolioihin. Luotu viitekehys selkeyttää tuoteportfolion hallinnan strategista roolia organisaatiorajat ja liiketoimintaprosessit ylittävässä analyysissa ja päätöksenteossa liittyen kaupallisiin ja teknisiin tuoteportfolioihin. Strategisen tuoteportfolion hallinnan roolia ja merkitystä on erityisesti korostettu nostamalla tuoteportfolion hallintaprosessi muiden liiketoimintaprosessien tasolle. Tässä tutkimuksessa luotu tuoteportfolion hallinnan viitekehys vahvistaa yhteistyötä liiketoiminnanjohto- ja insinööritiimien välillä kaikilla organisaatiotasoilla. Työn kontribuutiot yritysjohdolle korostavat tuoteportfolion hallintaprosessin keskitettyä, dynaamista ja aktiivista roolia johtaa yrityksen kaupallisia ja teknisiä nimikkeitä horisontaalisesti ja vertikaalisesti kokonaisuutena perustuen strategisiin suorituskykymittareihin. Tuoteportfolion hallinta yli horisontaalisten ja vertikaalisten portfolioiden mahdollistaa tuoteportfolion uudistumisen yli kaikkien elinkaarivaiheiden ja tuoterakennetasojen. Muiden liiketoimintaprosessien roolin tulisi olla selkeästi operatiivinen toteuttaen tuotekehitykseen, markkinointiin, myyntiin, tilaamiseen, hankintaan, toimittamiseen ja huoltoon liittyviä tehtäviä perustuen strategisiin tuoteportfolion hallinnan tavoitteisiin ja suorituskykymittareihin.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2016-06-14T15:45:26Z No. of bitstreams: 1 Rafael Herzer_.pdf: 1397260 bytes, checksum: a9941bd0932b535c5699cf0b35a815dc (MD5) / Made available in DSpace on 2016-06-14T15:45:26Z (GMT). No. of bitstreams: 1 Rafael Herzer_.pdf: 1397260 bytes, checksum: a9941bd0932b535c5699cf0b35a815dc (MD5) Previous issue date: 2016-02-29 / CAPES - Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / O presente trabalho tem como objetivo propor um método de monitoramento para gestão de portfólio, o qual, através de um sistema multi-critério e de um modelo econométrico, identifica variações no cenário econômico e em indicadores da empresa sendo então, a partir do monitoramento de resíduos, possível definir o momento exato para alteração de portfólio de produtos. A Gestão de Portfólio de produtos vem atraindo interesse dos gestores das corporações e deste modo, é difícil encontrar alguma organização que não possua uma carteira de produtos e projetos para gerenciar. A Gestão de Portfólio trata das decisões de alocação de recursos e de como ficará a carteira dos produtos atuais, sendo uma ferramenta de extrema importância para o resultado, principalmente financeiro, das organizações. Encontram-se vários métodos na literatura para realizar a Gestão do Portfólio, dentre os quais modelos financeiros, modelos probabilísticos financeiros, modelos de escores e checklists, abordagens de hierarquia analítica, abordagens comportamentais e abordagens de mapas ou diagrama de bolhas são os mais relevantes. Mesmo existindo diversos métodos na literatura para realizar a gestão do portfólio, não há consenso sobre qual método deve ser utilizado em cada etapa específica. Esses métodos também necessitam de intervenção dos gestores, levando em consideração que geralmente as informações disponíveis para tomada de decisão não são completas ou exatas. Para este estudo, foi realizado um estudo de simulação Monte Carlo para avaliar a sensibilidade dos diversos elementos que compõem o método. Os resultados mostraram taxas de alarmes falsos e tempo médio para detectar a mudança semelhantes a estudos anteriores. Esse processo de gestão e tomada de decisão é considerado complexo para os gestores das empresas, uma vez que o portfólio necessita ser periodicamente revisado, buscando sempre maximização de valor e equilíbrio ideal de produtos no mercado. Por fim, a aplicação do modelo é ilustrada por um caso real, utilizando dados fornecidos por uma empresa multinacional do segmento agrícola. / Product Portfolio Management is attracting the interest of the managers of the corporations. With the competitiveness of the market, it is difficult to find an organization that does not have a portfolio of products to manage. The Portfolio Management deals with resource allocation decisions and how will the portfolio of current products be compouse, being an extremely important tool for the result, especially financial, for the organizations. This process of management and decision making is considered complex to company managers, since the portfolio needs to be periodically revised, always seeking to maximize value and correct balance of products on the market. There are several methods in the literature to perform portfolio management, among which financial models, financial probabilistic models, scores and checklists models, analytical hierarchy of approaches, behavioral approaches and approaches map or diagram bubbles are the most relevant. While there are several methods in the literature to make the portfolio management, there is no consensus about which method should be used in each specific step. These methods also require the intervention of managers, taking into account that generally available information for decision-making are not complete or accurate. This paper aims to propose a method, which, through a multi-criteria system containing an econometric model, identifies changes in the economic environment and business indicators and then, from the profile monitoring, can set the exacly time for change portfolio of products. We performed the Monte Carlo simulation study to assess the sensitivity of the various parts that make up the method. The results showed false alarm rate and mean time to detect changes similar to previous studies. Finally, the application of the model is illustrated by a real case using data provided by a multinational company, agricultural segment.

Submitted by João Victor Rojas Luiz (jvluiz@yahoo.com.br) on 2016-08-19T12:40:24Z No. of bitstreams: 1 Dissertação - João Victor Rojas Luiz.pdf: 1893584 bytes, checksum: b5735ccc426246b01b09995e22459954 (MD5) / Rejected by Ana Paula Grisoto (grisotoana@reitoria.unesp.br), reason: Solicitamos que realize uma nova submissão seguindo as orientações abaixo: Informe o nome do orientador e coorientador na capa do trabalho. Corrija esta informação no arquivo PDF e realize uma nova submissão contendo o arquivo correto. Agradecemos a compreensão. on 2016-08-22T19:10:21Z (GMT) / Submitted by João Victor Rojas Luiz (jvluiz@yahoo.com.br) on 2016-08-22T19:27:57Z No. of bitstreams: 1 Dissertação - João Victor Rojas Luiz.pdf: 1894494 bytes, checksum: 29dd2e656d58474d4ce9ecfe2615c4be (MD5) / Approved for entry into archive by Juliano Benedito Ferreira (julianoferreira@reitoria.unesp.br) on 2016-08-22T20:49:41Z (GMT) No. of bitstreams: 1 luiz_jvr_me_bauru.pdf: 1894494 bytes, checksum: 29dd2e656d58474d4ce9ecfe2615c4be (MD5) / Made available in DSpace on 2016-08-22T20:49:41Z (GMT). No. of bitstreams: 1 luiz_jvr_me_bauru.pdf: 1894494 bytes, checksum: 29dd2e656d58474d4ce9ecfe2615c4be (MD5) Previous issue date: 2016-07-21 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) / Fundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP) / Um conjunto de atributos de projeto que vem se destacando nas últimas décadas, no que se refere ao desenvolvimento de produtos ambientalmente melhorados, é o relacionado ao conceito de Design for Environment ou Ecodesign. O emprego de métodos e ferramentas relacionados a esse conceito tem potencial para orientar as empresas nas escolhas associadas a projetos de novos produtos de menor impacto em termos ambientais. Este trabalho teve como objetivo geral identificar e analisar a adoção do desenvolvimento de produtos ambientalmente melhorados e sua influência nas práticas tradicionais de gestão de portfólio de produtos e no seu desempenho. Para isso, foi realizada pesquisa de levantamento tipo survey em empresas com atividade de desenvolvimento de produtos. Dentre os principais resultados em uma amostra de 79 empresas inovadoras, que desenvolvem produtos e que atuam no Brasil, pôde-se constatar que há intensa aplicação de métodos de gestão de portfólio e de desenvolvimento de produtos ambientalmente melhorados. Observou-se também que o uso de práticas ambientais voltadas ao desenvolvimento do produto influencia significativamente o desempenho de portfólio e na geração de oportunidades de mercado e tecnológicas. Por outro lado, não se verificou influências entre o emprego das práticas ambientais com os resultados do programa de desenvolvimento de novos produtos. Também houve indicações de que a obtenção de certificação de sistema de gestão ambiental (ISO 14001) não influencia o nível de adoção de práticas ambientais relacionadas ao desenvolvimento de novos produtos. / A set of product attributes that has been highlighted in recent decades, with regard to environmentally improved product development, is related to the concept of Design for Environment or Ecodesign. The use of methods and tools of ecodesign has the potential to guide companies in the choices associated with new product designs. This research had as main objective to identify and analyze the relations of influence between traditional product portfolio management practices and those related to environmentally friendly product development with product portfolio performance. Among the main results in a sample of 79 innovative companies that develop products and operate in Brazil, it could be seen that there is intense application of portfolio management methods and of development of environmentally improved products practices, such as checklists, financial techniques and product development with a focus on reducing resource consumption/waste generation. It was also noted that the use of environmental practices aimed at product development significantly influences the portfolio performance and the generation of market opportunities and technology. On the other hand, no influence was verified between the use of environmental practices and the results of new product development program. There have also been indications that obtaining environmental management system certification (ISO 14001) does not influence the level of adoption of environmental practices related to the development of new products. / FAPESP: 2015/00110-6

Companies today are aggressively finding ways to improve top-line growth by introducing innovative products faster to the market. To achieve both innovation and accelerated rollout, many are turning to techniques such as Stage Gate approaches to improve engineering and marketing collaborations to clarify short term resource allocations (day to day plan with employee assignment). While Stage Gate approaches have been shown to result in better project coordination and faster time to market by doing projects right, research also indicates the need to ensure alignment to company strategy by doing the right projects within the allocated annual budget through medium term (rough cut capacity plan with employee requirements) and long term resource allocations (business / strategic plan with funding requirements). Today, such medium to long term resource allocation methodologies tend to be broadly consolidated under Research and Development (R&D) product portfolio management. We argue that there is value in a philosophical change in viewing R&D product portfolio management from the context of (1.) long and medium term resource allocation phases separately, (2.) focusing on the overlapping regions between long and medium term and between medium and short term resource allocation phases and (3.) the evolving resource allocation perspective (monetary to headcount to skillset) through these phases. Cooper et al note that for R&D product portfolio management and the Stage Gate process to work together, one can expect one of two scenarios - a gates dominated approach (where the prioritization and resource decisions are made at short term focused Stage Gates) or a portfolio reviews dominated approach (where the prioritization and resource decisions are made at the long term focused portfolio reviews). We propose that with appropriate focus given to the medium term phase, a third approach that we call a Hybrid Gates approach can exist in a "gates dominated" environment. A case study on Freescale Semiconductor was used as an empirical inquiry to gain deeper understanding on the perceived value of this approach within a real-life context. Triangulating between structured surveys, unstructured surveys, and focused interviews; we were able to show perceived value to the organization in the following areas: (1.) Enhancing the understanding of decision maker's decision and solution spaces, (2.) Clarifying strategic expressions and "stress testing" new strategies, (3.) Improving horizontal and vertical communication within the organization and (4.) Aiding in objectivity in R&D investment allocation. Furthermore, we were able to conceptually show how this approach retains the advantages of the gates dominated and portfolio dominated approaches while minimizing their respective weaknesses. This research is novel and unique as we have not found any research literature that focuses on a Hybrid Gates approach perspective or studies where the implementation of MO-ZOLP is: (1.) this large in scale and (2.) designed specifically to support a Stage Gate dominated environment. We believe that this research contributes to the practising educator and researcher by providing them with an alternative approach on R&D project portfolio management in complex organizations that are using a Stage Gate process. We also believe that this research is valuable to the practitioner by providing them with a practical process and methodology in which change management for such activities can be achieved. In addition, we assessed the on-going value added to the organization, thus linking theory to practice and finally, to outcome.