Tag: final product

The PRINCE2 Phases of a Project

PRINCE2 Phases of a Project

Whether you are new to project management or are a seasoned professional, you will find that the PRINCE2 phases of a project are easy to learn and apply to your own project. Learn how to start, manage, and finish a project with these simple steps.

Initiating a project

During the initiation phase of a project, there are several tasks to complete. First, the project manager will need to request project board approval. After that, he will need to assemble a team to execute the requisite tasks. In a nutshell, the initiation phase of a project is all about product planning. This is a fancy term for the process of creating a product blueprint. Once that is done, the project manager can then proceed to the real fun part – delivering the product. A product blueprint can be viewed as a hierarchical chart of the product components. The product may be a single product, a suite of products, or a whole gamut of products.

The PRINCE2 Project Plan is the product of choice, especially when the project is new and young. The Project Plan uses the PRINCE2 product-based planning technique to produce a product blueprint. It is a slick piece of paper. It is a big deal for a reason. Having a document of this size in your arsenal is a good thing, especially when the project is brand new and you don’t want to scrimp on the quality of the end product.

The PRINCE2 project plan may not be the first thing you think of when it comes to project management, but it is an excellent way to streamline the project’s process. For instance, the initiation phase may have a slew of product-related tasks that can be broken up into more manageable segments. It also makes it easier to track the progress of the project’s individual tasks. In addition, the product plan encapsulates a set of quality criteria that is not available to individual teams, and provides an easy way to manage the project as a whole. Lastly, the product plan encapsulates essentially all the project’s major components, and serves as a central repository of project-related information, such as project budgets, requisitions, and other project-related documents. The product plan may not be the best thing to do, but it is certainly the most effective way to handle a project’s ad hoc tasks. A good product plan will also reduce the risk of a project’s failure.

The PRINCE2 e-book may not be the most expensive to purchase, but it is certainly the most cost effective. It also does a remarkably good job of delivering the requisite content to the project’s intended audience. As such, it is a good choice for those whose budgets are a bit tighter than those who may have been dragged kicking and screaming into a project. The e-book also features a handy list of recommended reading material, which can be a lifesaver when your employees’ schedules are already packed. As a bonus, the e-book also features an interactive timeline that will allow you to easily track the project’s progress and stay on top of the various projects you are working on.

Controlling a project

During a PRINCE2 project, there are different phases that are required to be followed. They include initiation, risk management, quality control, progress, and close-out. They provide a framework for completing a project on time and on budget. It also helps improve resource management and business risk management. The project phases allow teams to evaluate the project’s status. They include tasks that should be done, resources that are required, and deadlines. It also requires that the team maintain a high level of quality.

The PRINCE2 phase that deals with initiation is important in that it involves creating the project’s plan. It also includes the roles of the different members. The project manager, team manager, and supplier are also assigned roles. It is important for each member of the team to have the proper authority. The team should also have independence and should be focused on meeting the project requirements.

The PRINCE2 phase that deals with risk management is necessary for mitigating the risks of the project. The project manager must identify project risks and develop risk management strategies. These strategies can be customized based on the size and type of the project. The plan that is created should be detailed and include the costs of the project. It should also explain the benefits of the project. This plan will also include the scope of the project.

The PRINCE2 phase that deals with progress is important for monitoring the project. The project manager should use KPIs (key performance indicators) to track the performance of the project. These KPIs should be used to measure the tolerances of the project and the authority delegated to the team. The project manager should review the project regularly to assess its progress and make adjustments as necessary. The project manager should also review the project at the end of each stage to record lessons learned.

The PRINCE2 phase that deals with quality control is also important. This phase is responsible for ensuring that the project’s final deliverables are of the highest quality. The quality register will ensure that the project’s final product meets the team’s high standards. It will also help the team identify and prevent repeated mistakes. The quality register will also provide a baseline for the quality control of the project. The quality register will also include the quality requirements for the deliverables.

The PRINCE2 phase that deals with close-out is also important. The project manager will have to follow up on delays and errors in order to make the project successful. This phase is also important in that it allows the team to record lessons learned and improve the project.

The PRINCE2 phase that deals with the quality of the project’s end product is important for delivering value to the stakeholder. The quality register is a good way to ensure that the project’s final product meets the requirements of the customer.

Timescales

Depending on the size of your project, you may require a number of PRINCE2 phases. Each phase is designed to be individually planned and carefully controlled. The goal of PRINCE2 is to ensure that projects are delivered on time, within budget, and that quality is maintained.

Each phase of a PRINCE2 project contains controls for complexity, scope, and risk. Each phase also includes a stage plan. This plan outlines the timescales and resources required for the next PRINCE2 project stage.

In addition, each phase is tailored to fit the environment of the project. This helps ensure that the project meets the needs of all stakeholders. It also helps team members to communicate more efficiently. Each phase is also carefully monitored.

PRINCE2 projects have a set of seven principles, which need to be adhered to. These principles are designed to ensure that a project’s deliverables are of high quality and meet the expectations of the project’s end users. It also helps to ensure that project managers can effectively delegate tasks and responsibilities to team members.

Each phase of a PRINCE2 project is designed to meet the needs of the end user. This is achieved through a product-based planning approach. This allows the project team to plan and complete work for the agreed upon products. It also helps to ensure that the project is viable.

A PRINCE2 project has a project board that reviews the project plan, determines the scope of the project, and makes high level decisions. The board also evaluates the project’s risk, makes sure that it meets business needs, and tries to avoid scope creep. This is done by determining what risks are inherent in the project, and how the project can mitigate them.

All project stakeholders need to be informed about the project’s scope. This should be clearly defined in the project plan. In addition, all project stakeholders should be involved in the project’s planning process. This helps to ensure that each team member knows what role they are playing in the project and how they can contribute to the success of the project.

A project manager must be responsible for a project’s daily activities, including assigning tasks and ensuring that projects are completed within a budget. The project manager must also consider the return on investment. In addition, the project manager must manage risks. Using KPIs to measure performance is important. The project manager should also ensure that project deliverables are high quality and that there is no scope creep.

Throughout the project, lessons are learned from previous projects. These lessons are then used to improve project processes. The lessons are recorded in the Lessons Log and the Lessons Report. These records are useful in reporting to the project board.

PRINCE2 projects use a rolling wave approach to planning. This allows for improved resource management and focus. Each stage is designed to be closely monitored, ensuring that the project is managed at a high level of quality. This helps to ensure that projects can be completed within a specified time frame and that the project delivers quality products that meet customer expectations.

PRINCE2 Vs PRINCE2 Agile

When you’re comparing PRINCE2 to PRINCE2 Agile, it’s helpful to understand the main differences between the two frameworks. After all, they are both used for project management, but they are not the same. If you’re looking for a framework to help you deliver a product, it’s important to choose the right one for your project.

Differences between PRINCE2 and PRINCE2 Agile

While both methodologies can be effective, there are some differences between them. In particular, the former focuses on high-level project management, while the latter is more focused on team dynamics and self-organization. These differences are key when considering the two methodologies, and can make the latter more effective in certain situations. Here are a few examples of how they differ. You might also be surprised to learn that both methodologies have their benefits.

While PRINCE2 focuses on customer-centricity, Agile emphasizes a focus on meeting business needs. Agile approaches are flexible, which means they can be implemented by teams and suppliers who may not be involved in a project. These methodologies help organizations achieve their goals by ensuring that they can easily adapt to changing requirements. This is important for businesses that cannot afford to stand still.

PRINCE2 agile are very similar in terms of goals and processes, but they do differ in several ways. Agile is designed to be more responsive to unexpected changes and is often used for projects that require rapid changes. The two methodologies are often used in tandem, but their differences are still important to understand.

While PRINCE2 is a world-standard project management methodology, Agile can be used in tandem with it. PRINCE2 emphasizes the business justification of projects and strategic levels of project management, while Agile emphasizes delivering value quickly, with the aim of continuously reassessing targets and outcomes. There are some key differences between PRINCE2, and you should choose the one that best fits your needs.

Agile emphasizes collaboration between team members and suppliers. It also requires collaboration among teammates and the customer. In addition, it enables agile projects to respond more quickly to customer requirements. Agile is a better approach if you’re looking to create a more flexible and responsive business model.

The PRINCE2 body of knowledge equips credential holders with the tools necessary to assess a project. It considers user requirements and project risks. It also uses standard procedures to eliminate confusion during the project execution phase.

Key differences between the two frameworks

Although both PRINCE2 agile are highly successful methodologies, there are a few key differences between the two methods. PRINCE2 was designed as a waterfall methodology, using documentation and approval processes to define and plan a project. However, PRINCE2 Agile promotes collaboration and communication, which is essential for the success of any project. It also encourages the use of bullet points, which provide just as much clarity as a formal document.

The biggest difference between the two methodologies is the way they approach the planning stage. PRINCE2 prioritizes the process of planning and analyzing the goals of the project. This process also involves identifying future risks. While Agile focuses on the final product, PRINCE2 focuses more on the process of delivering the product and is a great choice for fast change management and competitive industries.

PRINCE2 Agile is a modernization of the original PRINCE2 methodology. The approach is based on a more agile approach and was created in response to feedback from users. It emphasizes working on small parts of a project instead of managing everything at once. Agile also utilizes shorter-term goals, which makes it more flexible.

PRINCE2 is a globally recognized project management methodology. It is highly customizable and can be adapted to a wide variety of projects. Its seven principles focus on a variety of themes, including planning, risk, quality, and business cases. It also identifies decision-makers and sets out project stages.

PRINCE2 Agile focuses on collaboration between team members and suppliers. It enables team members to collaborate with customers to develop and deliver a finished product. Agile uses a concept of time-boxes and sprint backlogs. It requires teams to set goals and get feedback on each sprint. It is important to note that each approach has its advantages and disadvantages. The best way to choose the right method depends on your particular situation and your objectives.

PRINCE2 Agile is a collection of guidelines for tailoring PRINCE2 for Agile environments. The methodology was created by incorporating agile principles into the existing PRINCE2 framework. It was designed for individuals or organizations that already use PRINCE2 for project management. Its governance and project management elements are similar to those of PRINCE2.

Project Management Triangle

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Image by/from Catalin Bogdan (talk)

The Project Management Triangle (called also the Triple Constraint, Iron Triangle and “Project Triangle”) is a model of the constraints of project management. While its origins are unclear, it has been used since at least the 1950s. It contends that:

For example, a project can be completed faster by increasing budget or cutting scope. Similarly, increasing scope may require equivalent increases in budget and schedule. Cutting budget without adjusting schedule or scope will lead to lower quality.

In practice, however, trading between constraints is not always possible. For example, throwing money (and people) at a fully staffed project can slow it down. Moreover, in poorly run projects it is often impossible to improve budget, schedule or scope without adversely affecting quality.

The Project Management Triangle is used to analyze projects. It is often misused to define success as delivering the required scope, at a reasonable quality, within the established budget and schedule. The Project Management Triangle is considered insufficient as a model of project success because it omits crucial dimensions of success including impact on stakeholders, learning and user satisfaction.

The time constraint refers to the amount of time available to complete a project. The cost constraint refers to the budgeted amount available for the project. The scope constraint refers to what must be done to produce the project’s end result. These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope.

The discipline of project management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints.

Another approach to project management is to consider the three constraints as finance, time and human resources. If you need to finish a job in a shorter time, you can throw more people at the problem, which in turn will raise the cost of the project, unless by doing this task quicker we will reduce costs elsewhere in the project by an equal amount.

As a project management graphic aid, a triangle can show time, resources, and technical objective as the sides of a triangle, instead of the corners. John Storck, a former instructor of the American Management Association’s “Basic Project Management” course, used a pair of triangles called triangle outer and triangle inner to represent the concept that the intent of a project is to complete on or before the allowed time, on or under budget, and to meet or exceed the required scope. The distance between the inner and outer triangles illustrated the hedge or contingency for each of the three elements. Bias could be shown by the distance. His example of a project with a strong time bias was the Alaska pipeline which essentially had to be done on time no matter the cost. After years of development, oil flowed out the end of the pipe within four minutes of schedule. In this illustration, the time side of triangle inner was effectively on top of the triangle outer line. This was true of the technical objective line also. The cost line of triangle inner, however, was outside since the project ran significantly over budget.

James P. Lewis suggests that project scope represents the area of the triangle, and can be chosen as a variable to achieve project success. He calls this relationship PCTS (Performance, Cost, Time, Scope), and suggests that a project can pick any three.

The real value of the project triangle is to show the complexity that is present in any project. The plane area of the triangle represents the near infinite variations of priorities that could exist between the three competing values. By acknowledging the limitless variety, possible within the triangle, using this graphic aid can facilitate better project decisions and planning and ensure alignment among team members and the project owners.

The STR model is a mathematical model which views the “triangle model” as a graphic abstraction of the relationship:

Scope refers to complexity (which can also mean quality). Resources includes humans (workers), financial, and physical. Note that these values are not considered unbounded. For instance, if one baker can make a loaf of bread in an hour in an oven, that doesn’t mean ten bakers could make ten loaves in one hour in the same oven (Due to the oven capacity).

For analytical purposes, the time required to produce a deliverable is estimated using several techniques. One method is to identify tasks needed to produce the deliverables documented in a work breakdown structure or WBS. The work effort for each task is estimated and those estimates are rolled up into the final deliverable estimate.

The tasks are also prioritized, dependencies between tasks are identified, and this information is documented in a project schedule. The dependencies between the tasks can affect the length of the overall project (dependency constrained), as can the availability of resources (resource constrained). Time is different from all other resources and cost categories.

Using actual cost of previous, similar projects as the basis for estimating the cost of current project.

According to the Project Management Body of Knowledge (PMBOK) the Project Time Management processes include:

Due to the complex nature of the ‘Time’ process group the project management credential PMI Scheduling Professional (PMI-SP) was created.

To develop an approximation of a project cost depends on several variables including: resources, work packages such as labor rates and mitigating or controlling influencing factors that create cost variances. Tools used in cost are, risk management, cost contingency, cost escalation, and indirect costs . But beyond this basic accounting approach to fixed and variable costs, the economic cost that must be considered includes worker skill and productivity which is calculated using various project cost estimate tools. This is important when companies hire temporary or contract employees or outsource work.

Project management software can be used to calculate the cost variances for a project.

Requirements specified to achieve the end result. The overall definition of what the project is supposed to accomplish, and a specific description of what the end result should be or accomplish. A major component of scope is the quality of the final product. The amount of time put into individual tasks determines the overall quality of the project. Some tasks may require a given amount of time to complete adequately, but given more time could be completed exceptionally. Over the course of a large project, quality can have a significant impact on time and cost (or vice versa).

Together, these three constraints have given rise to the phrase “On Time, On Spec, On Budget.” In this case, the term “scope” is substituted with “spec(ification).”

Traditionally the Project Constraint Model recognised three key constraints; “Cost”, “Time” and “Scope”. These constraints construct a triangle with geometric proportions illustrating the strong interdependent relationship between these factors. If there is a requirement to shift any one of these factors then at least one of the other factors must also be manipulated.

With mainstream acceptance of the Triangle Model, “Cost” and “Time” appear to be represented consistently. “Scope” however is often used interchangeably given the context of the triangle’s illustration or the perception of the respective project. Scope / Goal / Product / Deliverable / Quality are all relatively similar and generic variation examples of this, while the above suggestion of ‘People Resources’ offers a more specialised interpretation.

This widespread use of variations implies a level of ambiguity carried by the nuance of the third constraint term and of course a level of value in the flexibility of the Triangle Model. This ambiguity allows blurred focus between a project’s output and project’s process, with the example terms above having potentially different impetus in the two contexts. Both “Cost” and “Time” / “Delivery” represent the top level project’s inputs.

The ‘Project Diamond’ model engenders this blurred focus through the inclusion of “Scope” and “Quality” separately as the ‘third’ constraint. While there is merit in the addition of “Quality” as a key constraining factor, acknowledging the increasing maturity of project management, this model still lacks clarity between output and process. The Diamond Model does not capture the analogy of the strong interrelation between points of the triangles however.

PMBOK 4.0 offered an evolved model based on the triple constraint with 6 factors to be monitored and managed. This is illustrated as a 6 pointed Star that maintains the strength of the triangle analogy (two overlaid triangles), while at the same time represents the separation and relationship between project inputs/outputs factors on one triangle and the project processes factors on the other. The star variables are:

When considering the ambiguity of the third constraint and the suggestions of the “Project Diamond”; it is possible to consider instead the Goal or Product of the project as the third constraint, being made up of the sub factors “Scope” and “Quality”. In terms of a project’s output both “Scope” and “Quality” can be adjusted resulting in an overall manipulation of the Goal/Product. This interpretation includes the four key factors in the original triangle inputs/outputs form. This can even be incorporated into the PMBOK Star illustrating that “Quality” in particular may be monitored separately in terms of project outputs and process. Further to this suggestion, the use of term “Goal” may best represent change initiative outputs, while Product may best represent more tangible outputs.

Project Workforce Management (PWM)

Project workforce management is the practice of combining the coordination of all logistic elements of a project through a single software application (or workflow engine). This includes planning and tracking of schedules and mileposts, cost and revenue, resource allocation, as well as overall management of these project elements. Efficiency is improved by eliminating manual processes, like spreadsheet tracking to monitor project progress. It also allows for at-a-glance status updates and ideally integrates with existing legacy applications in order to unify ongoing projects, enterprise resource planning (ERP) and broader organizational goals. There are a lot of logistic elements in a project. Different team members are responsible for managing each element and often, the organisation may have a mechanism to manage some logistic areas as well.

By coordinating these various components of project management, workforce management and financials through a single solution, the process of configuring and changing project and workforce details is simplified.

A project workforce management system defines project tasks, project positions, and assigns personnel to the project positions. The project tasks and positions are correlated to assign a responsible project position or even multiple positions to complete each project task. Because each project position may be assigned to a specific person, the qualifications and availabilities of that person can be taken into account when determining the assignment. By associating project tasks and project positions, a manager can better control the assignment of the workforce and complete the project more efficiently.

When it comes to project workforce management, it is all about managing all the logistic aspects of a project or an organisation through a software application. Usually, this software has a workflow engine defined. Therefore, all the logistic processes take place in the workflow engine.

This invention relates to project management systems and methods, more particularly to a software-based system and method for project and workforce management.

Due to the software usage, all the project workflow management tasks can be fully automated without leaving many tasks for the project managers. This returns high efficiency to the project management when it comes to project tracking proposes. In addition to different tracking mechanisms, project workforce management software also offer a dashboard for the project team. Through the dashboard, the project team has a glance view of the overall progress of the project elements.

Most of the times, project workforce management software can work with the existing legacy software systems such as ERP (enterprise resource planning) systems. This easy integration allows the organisation to use a combination of software systems for management purposes.

Good project management is an important factor for the success of a project. A project may be thought of as a collection of activities and tasks designed to achieve a specific goal of the organisation, with specific performance or quality requirements while meeting any subject time and cost constraints. Project management refers to managing the activities that lead to the successful completion of a project. Furthermore, it focuses on finite deadlines and objectives. A number of tools may be used to assist with this as well as with assessment.

Project management may be used when planning personnel resources and capabilities. The project may be linked to the objects in a professional services life cycle and may accompany the objects from the opportunity over quotation, contract, time and expense recording, billing, period-end-activities to the final reporting. Naturally the project gets even more detailed when moving through this cycle.

For any given project, several project tasks should be defined. Project tasks describe the activities and phases that have to be performed in the project such as writing of layouts, customising, testing. What is needed is a system that allows project positions to be correlated with project tasks. Project positions describe project roles like project manager, consultant, tester, etc. Project-positions are typically arranged linearly within the project. By correlating project tasks with project positions, the qualifications and availability of personnel assigned to the project positions may be considered.

Good project management should:

When it comes to project workforce management, it is all about managing all the logistic aspects of a project or an organisation through a software application. Usually, this software has a workflow engine defined in them. So, all the logistic processes take place in the workflow engine.

The regular and most common types of tasks handled by project workforce management software or a similar workflow engine are:

Regularly monitoring your project’s schedule performance can provide early indications of possible activity-coordination problems, resource conflicts, and possible cost overruns. To monitor schedule performance. Collecting information and evaluating it ensure a project accuracy.

The project schedule outlines the intended result of the project and what’s required to bring it to completion. In the schedule, we need to include all the resources involved and cost and time constraints through a work breakdown structure (WBS). The WBS outlines all the tasks and breaks them down into specific deliverables.

The importance of tracking actual costs and resource usage in projects depends upon the project situation.

Tracking actual costs and resource usage is an essential aspect of the project control function.

Organisational profitability is directly connected to project management efficiency and optimal resource utilisation. To sum up, organisations that struggle with either or both of these core competencies typically experience cost overruns, schedule delays and unhappy customers.

The focus for project management is the analysis of project performance to determine whether a change is needed in the plan for the remaining project activities to achieve the project goals.

Risk identification consists of determining which risks are likely to affect the project and documenting the characteristics of each.

Project communication management is about how communication is carried out during the course of the project

It is of no use completing a project within the set time and budget if the final product is of poor quality. The project manager has to ensure that the final product meets the quality expectations of the stakeholders. This is done by good:

There are three main differences between Project Workforce Management and traditional project management and workforce management disciplines and solutions:

All project and workforce processes are designed, controlled and audited using a built-in graphical workflow engine. Users can design, control and audit the different processes involved in the project. The graphical workflow is quite attractive for the users of the system and allows the users to have a clear idea of the workflow engine.

Project Workforce Management provides organization and work breakdown structures to create, manage and report on functional and approval hierarchies, and to track information at any level of detail. Users can create, manage, edit and report work breakdown structures. Work breakdown structures have different abstraction levels, so the information can be tracked at any level. Usually, project workforce management has approval hierarchies. Each workflow created will go through several records before it becomes an organisational or project standard. This helps the organisation to reduce the inefficiencies of the process, as it is audited by many stakeholders.

Unlike traditional disconnected project, workforce and billing management systems that are solely focused on tracking IT projects, internal workforce costs or billable projects, Project Workforce Management is designed to unify the coordination of all project and workforce processes, whether internal, shared (IT) or billable.

A project workforce management system defines project tasks, project positions and assigns personnel to the project positions. The project tasks and project positions are correlated to assign a responsible project position or positions to complete each project task. Because each project position may be assigned to a specific person, the qualification and availabilities of the person can be taken into account when determining the assignment. By correlating the project tasks and project positions, a manager can better control the assignment of the workforce and complete projects more efficiently.

Project workflow management is one of the best methods for managing different aspects of project. If the project is complex, then the outcomes for the project workforce management could be more effective.

For simple projects or small organisations, project workflow management may not add much value, but for more complex projects and big organisations, managing project workflow will make a big difference. This is because that small organisations or projects do not have a significant overhead when it comes to managing processes. There are many project workforce management, but many organisations prefer to adopt unique solutions.

Therefore, organisation gets software development companies to develop custom project workflow managing systems for them. This has proved to be the most suitable way of getting the best project workforce management system acquired for the company.

Open-Design Movement (ODM)

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Image by/from The original uploader was CharlesC at English Wikipedia.

The open-design movement involves the development of physical products, machines and systems through use of publicly shared design information. This includes the making of both free and open-source software (FOSS) as well as open-source hardware. The process is generally facilitated by the Internet and often performed without monetary compensation. The goals and philosophy of the movement are identical to that of the open-source movement, but are implemented for the development of physical products rather than software. Open design is a form of co-creation, where the final product is designed by the users, rather than an external stakeholder such as a private company.

Sharing of manufacturing information can be traced back to the 18th and 19th century. Aggressive patenting put an end to that period of extensive knowledge sharing.
More recently, principles of open design have been related to the free and open-source software movements. In 1997 Eric S. Raymond, Tim O’Reilly and Larry Augustin established “open source” as an alternative expression to “free software,” and in 1997 Bruce Perens published the Open Source Definition. In late 1998, Dr. Sepehr Kiani (a PhD in mechanical engineering from MIT) realized that designers could benefit from open source policies, and in early 1999 he convinced Dr. Ryan Vallance and Dr. Samir Nayfeh of the potential benefits of open design in machine design applications. Together they established the Open Design Foundation (ODF) as a non-profit corporation, and set out to develop an Open Design Definition.

The idea of open design was taken up, either simultaneously or subsequently, by several other groups and individuals. The principles of open design are closely similar to those of open-source hardware design, which emerged in March 1998 when Reinoud Lamberts of the Delft University of Technology proposed on his “Open Design Circuits” website the creation of a hardware design community in the spirit of free software.

Ronen Kadushin coined the title “Open Design” in his 2004 Master’s thesis, and the term was later formalized in the 2010 Open Design Manifesto.

The open-design movement currently unites two trends. On one hand, people apply their skills and time on projects for the common good, perhaps where funding or commercial interest is lacking, for developing countries or to help spread ecological or cheaper technologies. On the other hand, open design may provide a framework for developing advanced projects and technologies that might be beyond the resource of any single company or country and involve people who, without the copyleft mechanism, might not collaborate otherwise. There is now also a third trend, where these two methods come together to use high-tech open-source (e.g. 3D printing) but customized local solutions for sustainable development. Open Design holds great potential in driving future innovation as recent research has proven that stakeholder users working together produce more innovative designs than designers consulting users through more traditional means.

The open-design movement is currently fairly nascent but holds great potential for the future. In some respects design and engineering are even more suited to open collaborative development than the increasingly common open-source software projects, because with 3D models and photographs the concept can often be understood visually. It is not even necessary that the project members speak the same languages to usefully collaborate.

However, there are certain barriers to overcome for open design when compared to software development where there are mature and widely used tools available and the duplication and distribution of code cost next to nothing. Creating, testing and modifying physical designs is not quite so straightforward because of the effort, time and cost required to create the physical artefact; although with access to emerging flexible computer-controlled manufacturing techniques the complexity and effort of construction can be significantly reduced (see tools mentioned in the fab lab article).

Open design is currently a fledgling movement consisting of several unrelated or loosely related initiatives. Many of these organizations are single, funded projects, while a few organizations are focusing on an area needing development. In some cases (e.g. Thingiverse for 3D printable designs or Appropedia for open source appropriate technology) organizations are making an effort to create a centralized open source design repository as this enables innovation. Notable organizations include: