Fulfilling the speed imperative: new product development and enterprise project management in the new economy

Abstract

A study of enterprise-level project management reveals disparity between factors considered important for effective enterprise-level project management, and the current reality experienced by respondents. This points to unresolved systemic factors that drive unsatisfactory performance. The management of task variability, combined with a clear understanding of both task and resource dependency at project level offers an avenue to shorten project leadtime and smooth workflow. Combined with an understanding of the impact of key resource constraints across a set of projects, it is possible to improve portfolio selection and pipeline staging. By focusing on key metrics in project planning and project execution, resource utilization can be maximized and projects completed with shorter lead times.