Projects and innovation : the ambiguity of the literature and its implications

The strategic role of new product development and innovation makes design performance a central concern of managers. Project management therefore appears to be an adequate solution to the integration problems raised by these activities. Work such as that of Clark et Fujimoto (1991) has helped make heavyweight project management a dominant organizational model. In this article, we wish to question this tendency to equate projects and innovation. This tendency can, in fact, appear surprising inasmuch as Clark et Fujimoto indicate that their research does not take into account the question of advanced engineering or basic research. We therefore believe that it can lead to improper use of the project format to manage innovation. We feel that, in line with work on project classification a distinction should be drawn between the various design situations to which different types of projects will be suited. Qualitative research conducted at a European automobile manufacturer on Telematics services will allow us to identify the management methods suited to the most innovative projects, i.e. those for which neither technologies nor customer requirements are known at the start of the project (referred to by Atkinson et al. (2006) as “soft” projects) We will show how these situations shake up traditional project management models and will propose five management principles adapted to this new situation