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The purpose of this paper is to develop comprehensive risk management tool, Intelligent Risk Mapping and Assessment System (IRMAS™) with a contingency for multi‐site, multi‐partner concurrent engineering projects with the aim of achieving above‐mentioned paradigms. Its unique knowledge warehouse enables the use of organisational knowledge, lessons learnt, captured as well as best practices to minimise risks in project management.

IRMAS is designed to identify, prioritise, analyse and assist project managers to manage perceived sources of concurrent engineering risks. Several knowledge elicitation techniques were used to compile the knowledge used for the intelligent system developed. The core of the research is the reasoning methodology that not only supports the decision‐making process of the user, but also aids the knowledge retrieving, storing, sharing and updating process of manufacturing organisations.

A total of 589 risk items were identified for different project types, as well as information on 4,372 risk items and 136 lessons learnt were gathered. IRMAS is a proactive tool supporting project management activities. It is designed as a web‐based portal compiled in Java facilitating effective and a common communication platform between project partners.

Identification of risks during the complete product design, development and delivery process in a concurrent engineering environment is challenging. It covers the “product value stream” including partners, suppliers, research and development, design and manufacturing, marketing, purchasing, service and support personnel and customers. Within the context of concurrent engineering, the design style must be “Design WITH” approach where collaborative negotiation requires communication, consideration and collaboration. The full validation of IRMAS™ is successfully carried out in two large‐scale new product development projects. It has already been decided to be deployed by a large international aerospace company and is successfully commercialized.

The originality of the paper lies in its uniqueness in these areas: IRMAS provides a systematic engineering approach to risk management of concurrent product and process development based on risk management standards and Project Management Body of Knowledge, to leverage of success factors in manufacturing; concurrencies and relationships between several activities throughout product's life cycle are captured and mapped; the inheritance of risk between several phases are modelled and quantified; the wealth of knowledge stored in the knowledge repository and IRMAS's capability to reuse them for later elicitation in the system's knowledge base; and user‐interactive, unique dynamic risk management software package which will be available in the commercial market.

This study aims to analyse design management as a dynamic capability.

This is a systematic review with paper searches conducted on the ISI Web of Science database’s Social Sciences Citation Index, complemented by a historiographical analysis developed using the HistCite software.

The analysis of paper allowed for the identification of three processes that, if integrated, construct design management as a dynamic capability, namely, design learning, design coordination and design skills. Design learning corresponds to the skill of acquiring and absorbing knowledge and practices and spreading them throughout the whole organisation, and design coordination corresponds to the capability to coordinate the activities and practices that are necessary for good design. Finally, design skills comprise a set of techniques and knowledge that generate synergy, creativity and innovation.

This perspective suggests a new concept of design management that allows organisations to achieve a competitive advantage in environments of rapid technological change.

This study contributes to the literature on design management as a dynamic capability. Another contribution is that design management presents itself as an important dynamic that is capable of creating and maintaining a competitive edge through its potential to generate innovation and creativity and to make firms more flexible and dynamic.

Because of the differing perceptions held by each position or professional subculture, forming a collaborative and productive workplace with design and management teams can be challenging. In light of these anticipated obstacles to success in the workplace, this paper aims to ascertain the prospects for common undertakings within a business.

This paper reports on an analysis of a survey conducted among design and business students who had the opportunity to work together on a joint project and present their recommendations for an actual market-based organization.

Despite differences between the groups, there is a common understanding of organizational goals and willingness to undertake a joint effort to achieve them. This is accomplished through leveraging one another’s professional expertise, building trust through finishing the business projects and discovering tangible end results. Any evident differences between the groups seem to complement one another, thus creating common ground for effective collaboration.

This is a study of a limited number of students enrolled in two universities in Spain. To ensure generalizability, research extended to more higher education institutions is needed.

The authors strongly believe that students are the future of business. As a result, understanding how they perceive any tension, integration or responsibilities of design and management helps with curriculum development two-fold: first, student perceptions help address any issues that can increase or hinder chances for efficient collaboration; second, student perceptions address the larger issue of design–management integration in business.

The authors studied a unique environment for collaboration beyond traditional organizational divisions and allowed study behaviors of students representing two professional backgrounds.

Over recent years there has been a significant drive away from traditional procurement routes where contractors find themselves with an increasing responsibility for the control of the design – a process they have had little experience in managing. Yet this is an area of significant opportunity for those contractors who can adapt quickly and effectively to the changing construction market. However, many current processes are insufficient to manage today's demanding and fast‐moving projects. This paper aims to address this issue

The paper reflects on the deployment of a design management training initiative to improve performance in a major UK civil and building design and construction company. It investigates the impact of the training initiative, critical practices and a suite of 25 tools on design management performance across the company. The methodology included a structured questionnaire, design management maturity assessment, semi‐structured interviews and a case study.

The paper highlights benefits delivered by the initiative as well as the practices and tools crucial to successful design management. A range of implementation barriers that affect the success of design management practices is also highlighted together with strategies used on a design and build project to overcome them.

The paper should be helpful to those involved in design management and the development of tools and practices to improve the performance of companies and project teams.

The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Product design is an essential aspect of the process of new product development and innovation, the efficiency of which depends on the existence of some kind of management. However, there is no generally accepted agreement as to exactly what activities this management involves, nor any analyses of the most suitable context for it to develop in or of the relationships that link these activities with performance. In this paper, we study product design management in depth and examine in what way and in which contexts it contributes to an improvement in performance. In order to do so, we carried out a case study of four companies from the Spanish ceramic tile sector that also revealed the activities of an efficient product design management. These were divided into two phases of the product design process: the analytical‐conceptual and the technical‐creative phases.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.