Les Phases Amont Des Projets Innovants Et La Construction Du Groupe-Projet
In this paper, we deal with beforehand phases of complex projects. We consider as "complex" these projects which specify, implement and stabilize deep organizational changes in companies or more generally in the frame of activities under economic constraints. Such projects are generally linked to innovation, considered under its different states: product innovation of course, but also process innovation and organizational or social innovation as well. Project managers in charge of such a complex transformation will have to design the way he will organize his work, deeply taking in consideration the persons concerned by the project he his taking the responsibility. The question we are dealing with in this contribution is as follows: how could we incentive persons to positively collaborate and make common projects start efficiently insofar as these persons a priori defend divergent points of view on the nature of issues at stake, on feasible solutions to these lasts and on "realistic" paths to achieve them?
|Date of creation:||09 Jul 2012|
|Publication status:||Published in International Journal of Projectics, 2012, 10 (1), pp.97-110|
|Note:||View the original document on HAL open archive server: https://hal.archives-ouvertes.fr/hal-00735010|
|Contact details of provider:|| Web page: https://hal.archives-ouvertes.fr/|
When requesting a correction, please mention this item's handle: RePEc:hal:journl:hal-00735010. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (CCSD)
If references are entirely missing, you can add them using this form.