Exploration and Project Management
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.
|Date of creation:||2008|
|Date of revision:|
|Publication status:||Published in International Journal of Project Management, Elsevier, 2008, 25 (6), pp.469-478|
|Note:||View the original document on HAL open archive server: https://hal.archives-ouvertes.fr/hal-00404168|
|Contact details of provider:|| Web page: https://hal.archives-ouvertes.fr/|
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