DESIGNING IN A UNIVERSITY AND START-UP CONTEXT: AN ANALYSIS ON ENGINEERING CHANGE PROPAGATION
Editor: Marjanovic Dorian, Storga Mario, Pavkovic Neven, Bojcetic Nenad, Skec Stanko
Author: Koh, E. C. Y.; Duran-Novoa, R. A.; Weigl, J. D.; Henz, M.
Section: DESIGN ORGANISATION AND MANAGEMENT
This paper examines the evolution of change dependencies during an electrical motorcycle design project undertaken by a start-up team. It was found that only 33% of the changes made in the project were planned and change propagation accounted for 20% of all changes made. The findings also suggest that an analysis of direct inter-component dependencies at the start of the project could have prevented (or prepared for) 67% of change propagation. Such detection rate may suffice for resource-strapped start-ups who cannot afford more advanced change analysis.