Hostname: page-component-7479d7b7d-wxhwt Total loading time: 0 Render date: 2024-07-09T03:21:57.094Z Has data issue: false hasContentIssue false
  • English
  • Français

RECAP – A FRAMEWORK TO SUPPORT STRUCTURED REFLECTION IN ENGINEERING PROJECTS

Part of: Design Organisation and Management

Published online by Cambridge University Press:  11 June 2020

D. Inkermann ,
M. Gürtler  and
A. Seegrün
D. Inkermann*
Affiliation:
Technische Universität Clausthal, Germany
M. Gürtler
Affiliation:
University of Technology Sydney, Australia
A. Seegrün
Affiliation:
Technische Universität Braunschweig, Germany
*
*david.inkermann@tu-clausthal.de

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

Reflection is understood as an integral part of designing and design processes. Despite the high relevance and an ongoing discussion about agile engineering, we found that reflection is rarley established in industrial practice. There is a need for an approach structuring the wide range of levels, stakeholders, objects and timing of reflections. The introduced RECAP framework is an important step towards a guideline (heuristic) for reflection in engineering projects. Based on the four dimensions objectives, stakeholders, objects, and processes it supports structured planning of reflection.

Keywords

process improvementdesign processagile product developmentreflectiondesign methods
Type
Article
Information
Proceedings of the Design Society: DESIGN Conference , Volume 1 , May 2020 , pp. 597 - 606
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2020. Published by Cambridge University Press

References

Andriyani, Y., Hoda, R. and Amor, R. (2017), “Reflection in Agile Retrospectives”, In: Baumeister, H., Lichter, H. and Riebisch, M. (Eds.), 18th Int. Conf., XP 2017, Cologne, Germany, May 22-26, 2017, Vol. 283, Springer, Cham, pp. 3–19.Google Scholar
Babb, J., Hoda, R. and Norbjerg, J. (2014), “Embedding Reflection and Learning into Agile Software Development”, IEEE Software, Vol. 31 No. 4, pp. 51–57.CrossRefGoogle Scholar
Badke-Schaub, P., Jaap, D. and Roozenburg, N. (2011), “Towards a Designer-Centred Methodology: Descriptive Considerations and Prescriptive Reflections”, In: Birkhofer, H. (Ed.), The future of design methodology, Springer, London, New York, pp. 181–197.CrossRefGoogle Scholar
Bender, B. and Gericke, K. (2016), “Entwicklungsprozesse”, In: Lindemann, U. (Ed.), Handbuch Produktentwicklung, Hanser, München, pp. 401–424.Google Scholar
Boehm, B.W. and Turner, R. (2004), Balancing agility and discipline: A guide for the perplexed, Addison-Wesley, Boston.Google Scholar
Boud, D., Keogh, R. and Walker, D. (1985), “Promoting Reflection in Learning” In: Boud, D., Keogh, R. and Walker, D. (Eds.): Turning Experience Into Learning. Oxfordshire, England, pp. 18–40.Google Scholar
Brunner, F.J. (2014), Japanische Erfolgskonzepte: KAIZEN, KVP, Lean Production Management, Total Toyota Production System, GD3 - Lean Development, Praxisreihe Qualitätswissen, 3rd Ed., Hanser, München.CrossRefGoogle Scholar
Cockburn, A. (2005), Crystal clear: A human-powered methodology for small teams, The agile software development series, Addison-Wesley, Harlow.Google Scholar
Daudelin, M.W. (1996), “Learning from Experience Through Reflection”, Organizational Dynamics, pp. 36–48.CrossRefGoogle Scholar
Eder, W.E. and Hubka, V. (2004), “Reflection about Reflective Practice”, paper presented at The 8th International Design Conference DESIGN 2004, 18-21 May 2004, Dubrovnik, Croatia.Google Scholar
Franken, R. and Franken, S. (2011), Integriertes Wissens- und Innovationsmanagement: Mit Fallstudien und Beispielen aus der Unternehmenspraxis, 1. Ed., Gabler Verlag / Springer Fachmedien Wiesbaden GmbH Wiesbaden, Wiesbaden.CrossRefGoogle Scholar
Geis, C. and Birkhofer, H. (2009), “Checklists as Tools for Reflective Practice for Designers”, in Proceedings of ICED 09, Palo Alto, CA, USA, 24-27 August 2009, pp. 159–168.Google Scholar
Geithner, S. and Krüger, V. (2008), “Hochleistungsteams: Lernen durch Reflexion”, In: Pawlowsky, P. and Mistele, P. (Eds.), Hochleistungsmanagement: Leistungspotentiale in Organisationen gezielt fördern, Gabler, Wiesbaden, pp. 133–150.CrossRefGoogle Scholar
Gibbs, G. (1988), Learning by doing: A guide to teaching and learning methods, Oxford Centre for Staff and Learning Development, Oxford Brookes University, Oxford, United Kingdom.Google Scholar
Goffin, K. and Koners, U. (2011), “Tacit Knowledge, Lessons Learnt, and New Product Development”, The Journal of Product Innovation Management, Vol. 28, No. 2, pp. 300–318.CrossRefGoogle Scholar
Gorecki, P. and Pautsch, P. (2014), Praxisbuch Lean Management: Der Weg zur operativen Excellence, Hanser eLibrary, 2., überarb. Aufl., Hanser, München.Google Scholar
Grunwald, S. (2002), Methode zur Anwendung der flexiblen integrierten Produktentwicklung und Montageplanung, [PhD-Thesis], Technical University Munich, Munich.Google Scholar
Hauschildt, J. and Salomo, S. (2007), Innovationsmanagement, Fritz Vahlen, Munich.Google Scholar
Hollauer, C. and Lindemann, U. (2017), “Design Process Tailoring: A Review and Perspective on the Literature”, In: Chakrabarti, A. and Chakrabarti, D. (Eds.), Proceedings of ICoRD 2017, Springer, Singapore, pp. 609–618.Google Scholar
Hutterer, P. (2005), Reflexive Dialoge und Denkbausteine für die methodische Produktentwicklung, [PhD-Thesis], Technische Universität München, Munich, Dr. Hut-Verlag.Google Scholar
Knipfer, K. et al. (2013), Reflection as a Catalyst for Organizational Learning, Studies in Continuing Education Vol. 35, No. 1, pp. 30–48.Google Scholar
Kolb, D.A. (1984), Experiential learning: Experience as the source of learning and development, Prentice-Hall, Englewood Cliffs, N.J.Google Scholar
Kolb, D.A. (2015), Experiential learning: Experience as the source of learning and development, 2nd edition, Pearson Education, Upper Saddle River, New Jersey.Google Scholar
Liker, J.K. (2004), The Toyota way: 14 management principles from the world's greatest manufacturer, McGraw-Hill, New York, NY.Google Scholar
Meil, P., Heidling, E. and Rose, H. (2004), “Erfahrungsgeleitetes Lernen bei verteilter Arbeit” In: Böhle, F., Pfeiffer, S., Sevsay-Tegethoff, N. (Eds.), Die Bewältigung des Unplanbaren, Wiesbaden, VS Verlag für Sozialwissenschaften, pp. 180–198.CrossRefGoogle Scholar
Meißner, M. et al. (2005), “Eine adaptive Produktentwicklungsmethodik als Beitrag zur Prozessgestaltung in der Produktentwicklung”, in Proceedings of the 16th Symposium on Design for X, Neukirchen/ Erlangen, Germany, pp. 67–76.Google Scholar
Prilla, M. et al. “Individual and Collaborative Reflection at Work: Support for Workplace Learning in Healthcare”. In Proceedings of 10th International Conference on Computer-Supported Collaborative Learning (CSCL 2013), Madison, WI, USA, June 2013, pp. 121–124.Google Scholar
Reymen, I.M. (2001), Improving Design Processes through Structured Reflection: A Domain-Independent Approach, [PhD-Thesis], Technical University Eindhoven, Eindhoven.Google Scholar
Schön, D.A. (1987), Educating the reflective practitioner: Toward a new design for teaching and learning in the professions, 1. ed., Jossey-Bass, San Francisco, Calif.Google Scholar
Seegruen, A. (2019), Reflective Process Engineering and Method Application in Collaborative Design, [Master Thesis], Technische Universität Braunschweig.Google Scholar
VDI (2019), VDI 2221 Blatt 1:2019-11 Entwicklung technischer Produkte und Systeme - Modell der Produktentwicklung, Beuth-Verlag, Düsseldorf.Google Scholar
Weixelbaum, I. (2016), Mit Teamreflexion zum Teamerfolg: Analyse, Modellierung und gezielte Förderung kollektiver Reflexionsprozesse, [PhD-Thesis], Otto-Friedrich-Universität Bamberg.Google Scholar
West, M.A. (Ed.) (1996), Handbook of work group psychology, Wiley, Chichester.Google Scholar
West, M.A. (2012), Effective teamwork: Practical lessons from organizational research, 3rd Ed., BPS Blackwell, Malden, Ma.Google Scholar
Witte, E. (1973), Organisation für Innovationsentscheidungen: das Promotoren-Modell, Göttingen.Google Scholar