A Document Analysis Method for Characterizing Design Team Performance
Author:
Dong Andy1, Hill Andrew W.2, Agogino Alice M.3
Affiliation:
1. Key Centre of Design Computing and Cognition, School of Architecture, Design Science and Planning, Wilkinson Building (G04), University of Sydney, Sydney NSW 2008 Australia 2. Mechanical Design Development Engineer, The Xerox Corporation, 26600 SW Parkway, Wilsonville OR, 97070-1000 3. Department of Mechanical Engineering, 5136 Etcheverry Hall, University of California, Berkeley, Berkeley, CA 94720-1740
Abstract
The premise of this research is that the engineering design process is partially driven by achieving consensus and reconciling points of view among team members. Characterizing the quality of the design performance by measuring the coherence of the description of related design concepts and events in design documentation is examined. Latent Semantic Analysis (LSA) was used to analyze design documentation written by self-managing, cross-functional engineering design teams. Computational measurements of document variance and textual coherence were applied to the teams’ design documents, presentation materials and e-mail communication. The levels of semantic coherence were correlated to assessments by faculty and product designers and engineers from industry of the design teams’ process and outcome quality. The results indicated a statistically significant positive correlation between design document coherence and design performance, especially for poorly performing teams. The impact of this research is to provide team managers (people who create teams and manage teams) or self-organizing teams (teams that focus on self-reflection and peer evaluation) computational tools that could be integrated with design information management technologies to assist them in the management of engineering design teams.
Publisher
ASME International
Subject
Computer Graphics and Computer-Aided Design,Computer Science Applications,Mechanical Engineering,Mechanics of Materials
Reference35 articles.
1. Cooper, R. G., and Kleinschmidt, E. J., 1995, “Benchmarking the Firm’s Critical Success Factors In New Product Development,” Journal of Product Innovation Management, 12(5), November, pp. 374–391. 2. Griffin, A. , 1996, “PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best Practices,” The Journal of Product Innovation Management, 14(6), pp. 429–458. 3. Katzenbach, J. R., and Smith, D. K., 1993, The Wisdom of Teams: Creating the High-Performance Organization, Harvard Business School Press, Boston, MA. 4. McDonough, III, E. F., Kahn, K. B., and Barczak, G., 2000, “An Investigation Of The Use Of Global, Virtual, And Collocated New Product Development Teams,” The Journal of Product Innovation Management, 18(2), pp. 110–120. 5. Neck, C. P., Connerley, M. L., and Manz, C. C., 1997, “Toward A Continuum Of Self-Managing Team Development,” Advances in Interdisciplinary Studies of Work Teams, Vol. 4, M. M. Beyerlein and D. A. Johnson, eds., JAI Press, Inc., Stamford, CT, pp. 193–216.
Cited by
83 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献
|
|