02108nas a2200217   4500008004100000022001400041245009400055210006900149260004200218300001000260490000700270520146200277653001001739653001701749653002101766653001501787653001701802100002001819700002101839856003001860       2020                        eng d  a1927-032100aEnabling Rapid Product Development through Improved Verification and Validation Processes0 aEnabling Rapid Product Development through Improved Verification  aOttawabTalent First Networkc03/2020  a25-360 v103 aFierce competition in consumer electronics market has raised a lot of challenges for product development. Products now must enter to the market as fast as possible. The verification and validation (V&V) process is normally the most resource-demanding activity in product development (PD), and thus also has huge potential for improvement. The V&V process is traditionally executed near the end of the development process, and is one of the most critical activities because it identifies design errors. Error correction for a nearly complete product is often difficult and therefore can cause unexpected delays in product delivery. Performing V&V activities in early phases of the PD process and utilising V&V methods other than testing has proven to be a good approach to reduce risks associated with taking a long time to reach the market. However, V&V can only be carried out when verifiable requirements exist. This paper focuses on the importance of moving V&V activities to each phase of PD by defining the requirements for components and modules. In addition, we explore how some of product-level requirements can be verified before a product has been integrated, and explain the difference between definitions of verification and validation requirements. Finally, we present the idea of changing the focus of verification activities from being set-based in the early phase of development, to being point-based when the product is close to completion.10aagile10arequirements10aset-based design10avalidation10aVerification1 aPerttula, Antti1 aKukkamäki, Joni  utimreview.ca/article/133401273nas a2200229   4500008004100000022001400041245006600055210006500121260004200186300001000228490000600238520063300244653001000877653002800887653001200915653001600927653001600943653001000959100001900969700001800988856003701006       2017                        eng d  a1927-032100aHeading for a FALL: A Framework for Agile Living Lab Projects0 aHeading for a FALL A Framework for Agile Living Lab Projects  aOttawabTalent First Networkc01/2017  a37-430 v73 aLiving lab methodologies need to enhance reactivity to changing requirements as these appear in a project. Agile methods allow for quick reactivity, but have been critiqued for not sufficiently taking into account the end-user perspective. In this article, we describe how to blend living lab methodologies with agile methods and, to this end, we present a Framework for Agile Living Lab projects (FALL). To make the framework actionable, we propose a number of actor roles. With concrete examples from living lab practice and a discussion of the theoretical basis, this article is relevant to both academics and practitioners. 10aagile10adesign science research10alean UX10aliving labs10amethodology10aSCRUM1 aCoenen, Tanguy1 aRobijt, Sarie  uhttp://timreview.ca/article/104801906nas a2200265   4500008004100000022001400041245006600055210006600121260004200187300001000229490000600239520111200245653001001357653003101367653002401398653000901422653004201431653001801473653002801491653002401519100001901543700002301562700001901585856003601604       2015                        eng d  a1927-032100aAgile New Service Development in an Interdisciplinary Context0 aAgile New Service Development in an Interdisciplinary Context  aOttawabTalent First Networkc02/2015  a33-450 v53 aThis article it shows the role of services in a highly interdisciplinary context: promoting cooperation between organizations in the life sciences industry and in the engineering and automation industry. It provides insights on how required offerings of knowledge-intensive business services (KIBS) are developed systematically based on a simple service engineering process model. In addition to the content-related view of new service development, findings from a meta-view are presented. Cooperating researchers and practitioners in the new-service development process observed their own collaboration and how the applied service engineering model had to be modified dynamically to the requirements of the use case. The results show that an easy-to-use service engineering model in a highly interdisciplinary context has benefits, but success is dependent on the joint efforts of an accordingly interdisciplinary team of engineers and natural scientists; a close communication with the customers both from the life sciences industry and the engineering and automation industry; and a more agile approach. 10aagile10aengineering and automation10ainterdisciplinarity10aKIBS10aknowledge-intensive business services10alife sciences10anew service development10aservice engineering1 aCocca, Sabrina1 aFranke, Ann-Mareen1 aSchell, Simone  uhttp://timreview.ca/article/872