In situations that are experienced as “fuzzy”, it is recommended to first determine whether this is caused by unwanted ambiguity, i.e. multiple and conflicting interpretations, pertaining either to the product, the market, the NPD process or the organisation’s resources. If so, they should explicate these interpretations and their underlying assumptions as hypotheses and test them individually. Identifying and testing underlying assumptions at an early stage of the NPD project will provide the most efficient reduction of ambiguity.

Four case studies of new product development.
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Nanosynthesis is bottom-up development and nanomachining is top-down technology. 
Case-based research
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Plan for integration of internal organizational activities, which can increase communication, coordination and enhances competitive capabilities.
Survey of 244 manufacturing firms across several industries.
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Coordination in this sense refers to the problem of ensuring that scarce development resources are allocated efficiently to the different tasks that must be accomplished, that task deadlines are set appropriately and communicated clearly, and that the sequence of planned activities leads to a total project duration that approaches the minimum possible. In the literature on project management, these problems are typically addressed in terms of PERT charts and 'critical path analysis.'
Source: Eppen, Gould, and Schmidt (1993). In: Hoopes, D.G., & Postrel, S. (1999)

The pan-European systematic concurrent design of products, equipments and control systems (SCOPES) project was completed in July 1995. Its aim was to develop a system framework which was able to store and provide knowledge of a company’s products, processes, equipment and shop floor control strategies to the product development team. The most crucial part of this project was the integration of engineering and production knowledge.
Source: Wallace (1995). In: Kamrani, A., & Vijayan, A. (2006)