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Exploration and Project Management

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Author Info

  • Sylvain Lenfle

    (CRG - Centre de recherche en gestion - CNRS : UMR7655 - Polytechnique - X)

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    Abstract

    Project management in academic studies tends to be regarded as an adequate solution to the problems raised by innovation. This paper sets out to question this tendency to equate projects and innovation which, in our view, can lead to the improper use of projects to manage innovation. We argue that, in line with the work on project classification, a distinction should be made between the various types of design situations to which different types of projects are suited. Qualitative research on automotive telematics allows us to identify the management methods suited to the most innovative projects, i.e. exploration projects for which neither technologies nor customer requirements are known at the start of the project. We will show how these situations shake up traditional project management models and will propose five management principles adapted to this new situation.

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    File URL: http://hal.archives-ouvertes.fr/docs/00/40/41/68/PDF/LENFLE_VA_2008-08-18-1446.pdf
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    Bibliographic Info

    Paper provided by HAL in its series Post-Print with number hal-00404168.

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    Date of creation: 2008
    Date of revision:
    Publication status: Published, International Journal of Project Management, 2008, 25, 6, 469-478
    Handle: RePEc:hal:journl:hal-00404168

    Note: View the original document on HAL open archive server: http://hal.archives-ouvertes.fr/hal-00404168/en/
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    Web page: http://hal.archives-ouvertes.fr/

    Related research

    Keywords: innovation; project management; Automotive telematics; New Product Development; exploration;

    References

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    1. Paul S. Adler & David Obstfeld, 2007. "The role of affect in creative projects and exploratory search," Industrial and Corporate Change, Oxford University Press, vol. 16(1), pages 19-50, February.
    2. Sylvain Lenfle & Christophe Midler, 2006. "The launch of innovative services : lessons from automotive telematics," Post-Print hal-00263133, HAL.
    3. Kim B. Clark & W. Bruce Chew & Takahiro Fujimoto, 1987. "Product Development in the World Auto Industry," Brookings Papers on Economic Activity, Economic Studies Program, The Brookings Institution, vol. 18(3), pages 729-782.
    4. Abernathy, William J. & Clark, Kim B., 1985. "Innovation: Mapping the winds of creative destruction," Research Policy, Elsevier, vol. 14(1), pages 3-22, February.
    5. V. Krishnan & Karl T. Ulrich, 2001. "Product Development Decisions: A Review of the Literature," Management Science, INFORMS, vol. 47(1), pages 1-21, January.
    6. Aaron J. Shenhar, 2001. "One Size Does Not Fit All Projects: Exploring Classical Contingency Domains," Management Science, INFORMS, vol. 47(3), pages 394-414, March.
    7. Billie Jo Zirger & Modesto A. Maidique, 1990. "A Model of New Product Development: An Empirical Test," Management Science, INFORMS, vol. 36(7), pages 867-883, July.
    8. Andrew H. Van de Ven, 1986. "Central Problems in the Management of Innovation," Management Science, INFORMS, vol. 32(5), pages 590-607, May.
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    Citations

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    Cited by:
    1. Thomas Gillier & Gérald Piat & Benoît Roussel & Patrick Truchot, 2009. "Portfolio Management Of Innovation Fields : Applying Ck Design Theory In Cross Industry Exploratory Partnership," Post-Print hal-00416790, HAL.
    2. Thomas Gillier & Sophie Hooge & Gérald Piat, 2013. "Framing the scope of value in exploratory projects: An expansive value management model," Grenoble Ecole de Management (Post-Print) hal-00824354, HAL.
    3. Sylvain Lenfle, 2011. "The strategy of parallel approaches in projects with unforeseeable uncertainty: the Manhattan case in retrospect," Post-Print hal-00658346, HAL.
    4. repec:hal:gemwpa:hal-00824354 is not listed on IDEAS

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