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Kulakov A. Researching and Forecast of Development the Methods of Planning a TRIZ-Project
Abstract. TRIZ is applied to complex, non-conventional problems. To successfully solve such problems and implement the solutions, one should know how to use the individual TRIZ tools and how to combine them in a sequence suitable for the specific problem. The project-based approach has become popular for a reason. It involves planning the sequence of activities within a project and their distribution among the project team members.
Experienced TRIZ project managers have no issues with precise project planning. During the mass implementation of the TRIZ approach, however, the author was confronted with the following contradiction: if an inexperienced TRIZ project manager is trained, the efficiency (accuracy) of project planning increases, but the training is long and costly. The more large-scale the TRIZ project is, the more acute this contradiction becomes.
The author published the results of the researching methods of planning a TRIZ-project. Was introduced new classification of the methods planning a TRIZ-project, which used like a base for analysis advantages and disadvantages these one. The author proposed and implemented the method developing TRIZ-tools with the help of TRIZ. This method allowed detecting the key contradictions in the methods planning a TRIZ-project like a system and analysis of trends developing. As result, the author proposed the forecast development the methods planning a TRIZ-project.
Keywords: TRIZ implementation, TRIZ project planning, TRIZ project roadmap, TRIZ automation, project manager, project planning.
INTRODUCTION
There are several globally accepted approaches to implementing TRIZ in a business environment. In our opinion, we compiled the most complete list of such approaches in [1]. They are TRIZ Personality, TRIZ Consulting, TRIZ Startup, TRIZ-R&D, and TRIZ-Corporate Infrastructure. It is inappropriate to consider the first four approaches in this paper since for some of them the concept of "implementation" as a guided process is not applicable, while for others, the global TRIZ community has gained extensive experience and solved most of the key problems.
The newest and the least matured approach is TRIZ-Corporate Infrastructure. It is about the application of TRIZ in industrial companies with small (or no) R&D departments and limited investment opportunities for innovation.
Historically, Russian industrial companies engaged in serial or mass production have, at best, small R&D departments, and these departments are busy with the ongoing maintenance of manufacturing processes. On the other hand, the specialized industry-wide design offices and research institutes are separated from the production facilities. The constant pressure of energy and raw material prices makes reducing the cost of consumables a matter of survival. Better resource utilization at the edge of physical limits is not a dream, but a harsh business reality. In such a situation, it is not surprising that there is a demand for new approaches to create out-of-the-box solutions to maximize the use of available resources.
As we have seen recently, the TRIZ-Corporate Infrastructure approach is in demand at least in Russian companies; further research in this area would be beneficial for a wide range of TRIZ experts.
TRIZ-Corporate Infrastructure is about the mass application of the TRIZ approach at industrial sites. Mass deployment means covering multiple departments and many employees. This approach fits serial and mass production well:
1. the personnel is busy with their routine problems, and the time available for mastering and using the TRIZ tools is critically small
2. verification of the decisions made is often only possible during equipment downtime for maintenance, so the time between making the decision and verifying it in the field is quite long.
All of this contributes to the exacerbation of some problems. For example, there may be a lack of experienced TRIZ project managers for the mass application of TRIZ; the training of an experienced TRIZ project manager, in turn, requires a considerable amount of time, so that the TRIZ implementation period may last for years, which is unacceptable. Therefore, there is a demand for standard approaches to TRIZ project planning and implementation.
Considering the TRIZ-Corporate Infrastructure approach and the author's experience with the mass implementation of TRIZ at industrial sites, the following requirements for TRIZ project planning can be identified
- Fast (ideally instant) generation of a TRIZ project roadmap based on the available information about the problem
- Users with a superficial knowledge of TRIZ tools should be able to use the approach
- Generation of a precise TRIZ project roadmap (containing the necessary and sufficient number of TRIZ tools and transitions between them)
- The TRIZ project roadmap should be flexible as new information becomes available
- The approach should help the new TRIZ project manager to build up skills in TRIZ project
logic.
Existing Approaches to TRIZ Project Planning
The search for "TRIZ project roadmaps" yields very few hits, so we had to expand the search query to "Approaches to project planning using TRIZ tools". The step-by-step structure of the approach enables the creation of a roadmap consisting of blocks with verifiable deliverables and clear transitions between these blocks. It also expands the range of TRIZ project logic building strategies for further planning.
There are a number of approaches that provide step-by-step guidelines for performing a problem analysis. This group includes ARIZ-56 [2], ARIZ-59 [3], ARIZ-61 [4], ARIZ-82A [5], ARIZ-82B [6], ARIZ-85B [7], ARIZ-85B [8]. Below is the excerpt from Problem Analysis, Part 1, ARIZ-85B [8]:
PART1. PROBLEM ANALYSIS
Step 1.1. Mini-Problem Definition
Step 1.2. Conflicting Pair: Workpiece and Tool
Step 1.3. CR-1 and CR-2 Diagrams
Step 1.4. Identification of the Main Manufacturing Process
Step 1.5. Intensify the Conflict
Step 1.6. Problem Model Definition
Step 1.7. Application of Standards.
This example contains specific, verifiable steps. There is a sequence of steps and the results of the previous steps affect the subsequent steps. This means that you can plan a TRIZ project using these step-by-step guidelines, but the input to this project should be a completely defined problem that does not require any further clarification. The roadmap of such a TRIZ project may look like:
There are known approaches that differ from the first group in that, in addition to analysing the problem, they contain preliminary steps aimed at refining the problem. Examples of such approaches include [9], [10], [11], [12], [13]. As an example, below is an excerpt from the method [13], which includes steps to refine the problem:
Step 1.1. Identify the key system. It is the system in which conflict is most likely to occur. System model, system operator, cost-benefit analysis. Build the structure of the system.
Step 1.2. Identify the conflict. Conflict(s) are clarified. Cause-and-effect analysis, analysis tree, engineering system development laws, etc. to identify the conflict. Build a model of the desired situation and estimate the cost of eliminating the conflict.
Step 1.3. Make hypotheses to eliminate conflict and define the objectives. Solve the problems one at a time.
These steps form the basis of the project roadmap when there is an issue that requires refinement prior to problem analysis. It improves project planning. However, the approaches in this group do not include problem selection procedures.
There is another group of approaches that differs from the first and second groups in that, in addition to analysing and refining the problem, they have preliminary steps for problem selection. Such approaches include ARIZ-62 [14], ARIZ-63 [15], ARIZ-64 [16], ARIZ-65 [17], ARIZ-68 [18], ARIZ-71 [19], ARIZ-71B [20], ARIZ-71B [21], ARIZ-77, Simplified ARIZ-2010 [22]. The following is an excerpt from Part 1, ARIZ-71B Problem Selection [21]:
1.1. Identify the ultimate goal of solving the problem:
a) What is the technical goal of solving the problem (What property of the object should be changed?)
b) What properties of the object cannot be changed when solving the problem?
c) What is the economic goal of solving the problem (What costs will be reduced if the problem is solved?)
d) What are the (approximate) acceptable costs?
e) What is the key performance indicator to be improved?
1.2. Checkfor any workarounds. Suppose the problem is fundamentally unsolvable. What other, more general problem should be solved to get the required final result?
1.3. Decide which problem is to be solved: the initial or the workaround?
a) Compare the original problem with the modern trends in this field of technology
b) Compare the original problem with the modern trends and current state-of-the art
c) Compare the workaround problem with the modern trends in this field of technology
d) Compare the workaround problem with the modern trends and current state-of-the art
e) Compare the original and the workaround problems. Make a selection. Use the General Pattern of Technical System Development.
1.4. Identify the performance indicators.
1.5. Adjust the performance indicators for the time required to implement the invention.
1.6. Refine the requirements resulting from the specific conditions under which the invention will be implemented:
a) Consider the implementation process, in particular the acceptable degree of complexity of the solution
b) Consider the anticipated scale of the application.
1.7. Select the desired level of decision by using the system operator..."
Indeed, the above excerpt from ARIZ-71B contains steps 1.2, 1.3 for selecting problems to be solved. These steps can be incorporated in the TRIZ project roadmap.
Another group of approaches differs from the previous ones in the presence of initial analysis steps. In real-life, the project manager does not always deal with a specific problem. Quite often the project manager has just a very vague description of the initial situation from which the specific problems need to be extracted. Therefore, such steps in the roadmap is a necessity. This group includes ARIZ-82 [23], ARIZ-82B, ARIZ-82G [24], ARIZ-85A [25], ARIZ-Universal-2010 [26], ARIZ-SMVA-91 (E2) [27], ARIP-2009PT [28]. The following is an excerpt from ARIZ-Universal 2010:
Part 1. Problem Definition and Refinement
1.1. Problem name. ARIZ analysis author, version, date.
1.2. Define the original situation in free form. If there is no problem, define it using the problem definition strategies.
1.3. Does the problem need to be solved? What can be done so that the problem doesn't need to be done at all? What other challenges does this pose? If necessary, go back to 1.1.
1.4. List the components (interacting objects andfields) that make up the refined problem
1.5. Indicate possible system aspects to be considered. Should we change the aspect and return to refined problem definition starting from item 1.1?
Another group of approaches is characterized by the fact that the project logic follows the current maturity of the product. Such approaches include [29], [30], [31]. For example, there are the following problems associated with the product maturity:
1. During operation, the product generates harmful effects that affect its performance.
2. The product meets the requirements, but the manufacturing cost is too high.
3. The product has been in production for a long time, and now customers have new, more demanding requirements.
4. The product meets the requirements, but we need to expand its functionality or sales.
5. A new product is launched and all possible problems (manufacturing, operation, competitive pressure, etc.) need to be identified.
6. A fundamentally new product is designed, and we need to identify the most promising principles of its operation.
In addition, the above approaches provide guidelines for the use of specific tools at each stage of product maturity. With this approach, a wide range of TRIZ analytical tools can be incorporated into the TRIZ project roadmap. Its disadvantage is that the transitions from one tool to another are not clearly identified. The project manager decides how to integrate the TRIZ tools into a project logic chain, even if there are guidelines for the choice of tools. This imposes an additional requirement for the project manager skills. As mentioned in the introduction, there is a shortage of qualified TRIZ project managers, and the time available for their training in large-scale TRIZ implementation is very limited.
There is a well-known approach [32], in which the roadmap is based not only on the initial product maturity, but also on the company's innovation strategy. The general algorithm is as follows:
This algorithm assumes either that the company has an innovation strategy or that the strategy is defined as a result of certain analytical procedures (highlighted in yellow in the flowchart). In other words, the algorithm is applicable to truly innovative companies, to the point of having an innovation strategy, but it is not directly applicable to companies that have manufacturing and other problems and are not innovative and will not become innovative.
It is also worth noting another group of recurrent approaches where some steps are repeated depending on the results of the previous steps. Such approaches include a number of ARIZ methods ([30],[31],[32]), and others. This makes the project roadmap flexible so that it can be modified during project implementation if actual results differ from expected or target values.
Below is a comparative table which covers all the groups of approaches mentioned above:
Problem analysis Problem selection Problem refinement Problem analysis Recurrent approach Product Market
ARIZ-56 +
ARIZ-59 + +
ARIZ-61 + +
ARIZ-62 + + +
ARIZ-63 + + +
ARIZ-64 + + +
ARIZ-65 + + +
ARIZ-68 + + +
ARIZ-71 + + + +
ARIZ-71B + + + +
ARIZ-71V + + + +
ARIZ-77 + + + +
ARIZ-82, 82V, 82G + + + + +
ARIZ-82A, 82B + +
ARIZ-85A + + + + +
ARIZ-85B + +
ARIZ-85V + +
Simplified ARIZ-2010, V.M. Petrov + + +
ARIZ-Universal-2010, M.S. Rubin + + + + +
ARIZ-SMVA-91 (E2) Zlotina B.L., Zusman A.V. + + + + +
ARIZ-91, Litvin S.S. + + +
ARIP-2009PT, Ivanov G.I. + + + +
Five-(ten-) step approach, Podkatilin A.V. + +
General Approach to Solving Practical Problems. Kynin A.T., Seung-Heon Han, Hyun-Ju Yi + + +
Ivanov G.I., Bystritskiy A.A. Algorithm for Selection of Engineering Problems + +
Litvin S.S., Lyubo-mirsky A.L. General Logic of the Conceptual Project. + + + + +
Litvin S.S., Lyubo-mirsky A.L. Innovative Technology of Designä Methodological Guide + + + + +
Comprehensive Approach to the Search for new Engineering Solutions, Goldovsky B.I., Vanerman M.I. + + +
Guided Brainstorming + + +
Christmas Tree, Shpa-kovsky N., Novitskaya E. + +
Gerasimov O.M. Technology of Innovative Design Tools Selection for TRIZ Cost-Benefit Analysis + + +
The review shows that there are quite a lot of works on TRIZ project planning. We selected 7 groups of approaches by their content:
1. contain only the analysis of a defined problem
2. contain both the refinement of a defined problem and its analysis
3. contain problem selection, refinement, and analysis
4. contain initial situation analysis, problem selection, refinement and analysis
5. Project logic follows the product maturity level
6. Project logic follows the initial product maturity and the corporate innovation strategy.
7. Recurrent approach.
Key Contradictions in the TRIZ Project Planning Methods
We identified and verified the following key contradictions in the TRIZ project planning methods:
Definition of the initial situation Conflicting requirements
1. Project planning is a non-value-added activity. The less time and resources spent on planning, the sooner the project team can start the actual project execution. However, the project plan accuracy directly affects the efficiency of the project resource utilisation. IF each project is planned individually, the planning accuracy is high, BUT the planning is long. IF a unified project plan is used, then project is planned, BUT the planning accuracy is low.
2. Mass-scale TRIZ implementation results in a shortage of project managers. Their training takes a considerable amount of time. You can reduce the hours of training and teach only the basics, but it will affect the quality of future projects. IF project managers are trained in the planning strategies, THEN project planning accuracy is high, BUT the training is long. IF project managers are not trained in planning strategies, THEN no time is spent on training and PMs start the project immediately, BUT the accuracy of planning and consequently the efficiency of project delivery is reduced.
Conflicting requirements Techniques Contradicting properties, perfect final result (PFR) Development path
1. IF each project is planned individually, the planning accuracy is high, BUT the planning is long. IF a unified project plan is used, then project is planned, BUT the planning accuracy is low. 34. Discarding and regeneration of components 10. Preliminary action 24. Facilitator The number of steps in the planning strategy should be zero to plan a TRIZ project quickly (at best immediately), but the number of steps should be many to achieve high planning accuracy. PFR: an X-resource (one of the system resources), which replaces a component of the planning strategy and retains its properties for a number of Most of the steps in the planning strategy are performed automatically. They depend on a few key steps.
steps, should INDEPENDENTLY fulfil the TRIZ project planning requirement quickly (at best immediately) and for the specified period.
2. IF project managers are trained in the planning strategies, THEN project planning accuracy is high, BUT the training is long. IF project managers are not trained in planning strategies, THEN no time is spent on training and PMs start the project immediately, BUT the accuracy of planning and consequently the efficiency of project delivery is reduced. 24. Facilitator 34. Discarding and regeneration of components The project manager should be able to use the strategy so that project planning accuracy is high, but should not be able to use the strategy so that time is not wasted on training. PFR: an X-resource (one of the system resources), which replaces the PM component and retains its properties is not proficient in the use of the strategy, should INDEPENDENTLY fulfil the High Project Planning Accuracy requirement for the specified period. At the project planning phase, a facilitator with planning skills compensates for the project manager's lack of skills.
Future Trends of TRIZ-Project Planning Strategies
To identify the most promising and reasonable trends of TRIZ project planning methods, the author analysed their existing trends of development. The analysis is based on the collection of approaches discussed above.
The interaction between the TRIZ project planning strategy and the initial information about the problem can be represented as an elementary field of interaction (elem-field):
F1
E1 E2
where E2 is the TRIZ project planning method used, E1 is initial information about the problem stored on any medium, P is the information field of interaction, the medium of which is the TRIZ project manager.
Based on the collection mentioned above, the trends of development are summarised below.
Future Trends of TRIZ Project Planning Strategies
Element introduction trend Interaction field introduction and development trend Agreement-disagreement and structuring trends Fragmentation and mobilisation trends Transition to supersystem and subsystems (to a micro level) Collective and individual use of systems trends
ARIZ-56, 59, 61, 62, 63, 68, 71, 71B, 71B, 77, 82, 82A, 82G, 85A, 85B, [22], ARIZ-Universal-2010, ARIZ-SMVA-91 (E2), ARIZ-91, ARIP-2009PT, [9], [11] (22 in total).
ARIZ - 59, 62, 63, 64, 65, 71, 71B, 77, 82B, 82V, 82G, 85A, ARIZ-Universal-2010, ARIZ-SMVA-91 (E2), ARIZ-91, AVIZ, [13] (17 in total) ARIZ-59, 68, ARIZ-Universal-2010, ARIZ-SMVA-91 (E2) (4 in total) ARIZ-82A, 82B, 85B, 85C (4 in total)
v<> ARIZ-71, 77, 82, ARIZ-Universal- 2010, ARIZ-SMVA-91 (E2), [29], [12] (7 in total). [30], [31], [11] ARIZ-Universal 2014
-- „*' „ ",. [32] [32] [32] [32]
Examples of the trends Adding new steps, blocks, tools Adding cycles to the strategy, automating its steps Changing the sequence of steps, clarifying and harmonising steps Dividing the steps into smaller and more precise steps to adjust the strategy to the specific situation Some of the steps, blocks are performed by problem-givers, or the supersystem is organised in such a way that there is no need to perform them
Possible development trends Adding a field for interaction between the planning strategy and the current project results Coordination of the sequence of the TRIZ tools applied based on the available initial information and results of the tools application, alignment of planning with the user skills The user can change the sequence of steps; as TRIZ tools are changed/emerge , they can be seamlessly integrated into the planning strategy The planning strategy becomes a part of the TRIZ project implementation system Multiple users can plan the project
E1 is the initial information about the situation presented on any medium E2 are the methods of TRIZ project planning with the problem analysis steps
E3 are the steps, blocks to be added to the strategy (e.g. to problem refinement, problem selection, problem analysis, or other tools) F1 is the information field of interaction. Its carrier is the TRIZ project manager. In essence, it is the user's cognitive ability to collate and transform information from different sources. F2 is a new field of interaction
RESULTS AND THE FORECAST DEVELOPMENT OF THE METHOD TRIZ-PROJECT
PLANNING:
1. The greatest number of works focus on the introduction of new elements (at least 23 sources). This is quite an expected result, since this trend is directly related to the progress in TRIZ tools, e.g., the emergence of new steps or new individual TRIZ tools in the new ARIZ versions. The potentialfor the development of TRIZproject planning methods in this trend has been considerably exhausted and one should not expect any intense development. Taking into account the observed TRIZ trends, we can predict the following future for TRIZ project planning:
1.1. Adding a computer as an element to the TRIZ project planning strategy. Despite the obviousness of this step, its implementation will facilitate many other trends in TRIZ project planning.
1.2. Adding problem search to the TRIZ project planning strategy. Experience with large-scale TRIZ implementation shows that companies still need a guided problem search tool to identify the problems that can be solved with TRIZ methods. Problems are defined by problem-givers at the top level of understanding, i.e. the actual problems as such still need to be identified.
2. At least 21 study focuses on agreement-disagreement and structuring. This result is also quite natural. With the rapid growth of the number of steps and blocks in the methods, there is a need to incorporate innovations into the existing blocks and steps. This trend is related to the further development of already existing TRIZ tools. There is a potential for the development of TRIZ project planning strategies in this trend, and it is tightly connected to the refinement of the existing and emerging TRIZ tools. Concerning the development of TRIZ project planning strategies, the author proposes the following outcomes:
2.1. Refinement of the sequence of TRIZ tools applied based on the initial information and results of the TRIZ tools application. During the project implementation, as new results are obtained, the roadmap is re-adjusted according to those results.
2.2. Matching the level of detail and coverage of planning with the TRIZ project manager skills. The TRIZ project planning strategy produces roadmaps with different content depending on the project manager training and awareness of the initial situation.
2.3. Mismatch of between the TRIZ project planning strategy and the TRIZ concepts and definitions. Refinement of certain TRIZ tools, concepts, and definitions does not lead to the destruction or radical change of the TRIZ project planning strategy. In addition, the training of professional TRIZ methodologists is very time-consuming, so the TRIZ project planning strategy should make it possible to create roadmaps without deep theoretical knowledge of TRIZ.
3. The number of studies on the introduction and development of interaction fields in TRIZ project planning strategies is much smaller than the first two points: only 8 sources. The field of interaction between the TRIZ project planning strategy and information about the initial situation is the information field represented as the user's cognitive abilities to compare and transform information from different sources. In this interaction, the user has to understand the acceptability of the result and the criteria for moving to the next step. A number of studies sought to strengthen this field by introducing conditioned loops into the algorithms. We should also note the studies in which the field of interaction is enhanced by automating the steps and creating a cycle of creative thinking, such as in [26]. The author believes that the potential for this trend of TRIZ project planning strategies is huge. Let us focus on each of the predicted outcomes:
3.1. Adding interaction fields that help structure the information available to the project manager about the initial situation, thereby providing a more accurate roadmap
3.2. Adding a field for interaction between the planning strategy and the current project results The success/failure of applying one or another TRIZ tool affects the next steps in the project, so the project roadmap is always up-to-date. A partial or full computer-aided implementation of this approach is expected and efficient
3.3. Adding a field of interaction between the planning strategy and the results of other successful or unsuccessful TRIZ projects. Comparing roadmaps of several projects and issuing guidelines. A self-refinement function can be introduced in the TRIZ project planning strategy. Computer-aided implementation is likely
3.4. Adding a field of interaction between the TRIZ project planning strategy and project management software. When some statistical data on time spent on TRIZ tools application are collected, project schedules can be generated and edited automatically
3.5. Adding a field of interaction between the TRIZ project planning strategy and the system of professional certification. Together with the project roadmap, recommendations on the minimum required headcount and structure of the project team are issued.
4. The trend offragmentation and mobilization of the TRIZ project planning strategies is represented in 5 research papers. Some works use more detailed, smaller steps to increase the accuracy of understanding the logic of the definitions. This makes it possible to deepen the user's understanding and increase the accuracy of the TRIZ tools and, consequently, the quality of the results. There are also studied aimed at customising roadmaps for some specific initial situations. We propose the following outlines:
4.1. When existing TRIZ tools change or new TRIZ tools emerge, the TRIZ project planning strategy is seamlessly adjusted to the innovations (e.g., transition from roadmaps consisting of individual steps to roadmaps with consolidated blocks and tools)
4.2. Moving from generalised and generic roadmaps to individual roadmaps for each specific project
4.3. The user makes changes to the roadmaps (adds/removes/replaces steps, blocks, and TRIZ tools) at their discretion, if they do not agree with the recommendations of the strategy
4.4. The strategy takes into account the changes in the project and adjust the roadmap during the project implementation.
4.5. Project scenarios. The strategy builds a range of TRIZ project roadmaps depending, for example, on the required level of detail, available project timeframe, level of inventions, etc.
5. The transition to the supersystem and to subsystems (to the micro level) is studied in 4 papers. Some of those steps, blocks that used to be performed by the user are passed to other roles and are performed in the supersystem. For example, in ARIZ-85B, compared to earlier versions, the parts with selection and refinement of problems have been removed. It is assumed that the problem-giver knows which problems can be solved with ARIZ and therefore there is no need for these steps. We propose the following outlines:
5.1. A roadmap is built on the definition of the initial situation. Based on the roadmap and the available project team, a project schedule with recommended roles of the project stakeholders is built.
5.2. The TRIZ project planning strategy extends to the strategy of project execution, since the TRIZ project life cycle is the most complete in terms of events and results. Some TRIZ tools, such as diversionary analysis, can be applied to any project.
5.3. The TRIZ project planning strategy checks and certifies the competences of the TRIZ project manager after training.
5.4. The TRIZ project planning strategy identifies the least effective TRIZ tools and reasons for their low efficiency.
6. Only one study deals with the collective/individual use of systems. Compinno-TRIZ software is the first step in this trend. A software implementation of ARIZ-Universal-2010 will help move from individual to collective use of the method with customised contributions of each stakeholder. It is just a matter of time and technology.
6.1. The TRIZ project planning strategy offers both individual and team work on the project, and the roadmap recommends the composition of the team. Conversely, the roadmap is based on the available team roster.
CONCLUSIONS
Planning is a non-value-added step of a TRIZ project. Minimising the cost and resources on this stage is expected and justified. However, the efficiency of resource utilisation and achievement of TRIZ project goals directly depends on the quality of planning.
Our literature review shows that despite the demand for TRIZ project planning strategies, there are few studies on this subject. However, there are a number of studies proposing a step-by-step structure to build TRIZ project roadmaps, as shown in this paper.
The author analysed the collection of such works and identified 7 groups of approaches that provide TRIZ project planning with different level of detail and coverage of project stages from the analysis of the initial situation to the analysis and solution of specific problems.
We also identified the key contradictions that hinder the application of existing TRIZ project planning strategies. Analysing the contradictions between the requirements allowed us to move on to the contradiction of properties and PFR. Using the Contradiction Resolution, Property Contradiction and PFR Strategy, we predicted the trends of development for TRIZ project planning methods.
We analysed the collection of papers and identified 20 trends of development which together or individually can become a foundation for the future development of TRIZ-project planning methods.
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