Exploration and Project Management
AbstractProject 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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Bibliographic InfoPaper provided by HAL in its series Post-Print with number hal-00404168.
Date of creation: 2008
Date of revision:
Publication status: Published, International Journal of Project Management, 2008, 25, 6, 469-478
Note: View the original document on HAL open archive server: http://hal.archives-ouvertes.fr/hal-00404168/en/
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innovation; project management; Automotive telematics; New Product Development; exploration;
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