Value Management for Exploration Projects

Maniak, Rémi; Midler, Christophe; Lenfle, Sylvain; Pellec-Dairon, Marie Le

doi:10.1002/pmj.21436

Cited by 29 publications

(25 citation statements)

References 28 publications

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“…Fundamentally, these projects work to prepare for other, more development‐oriented projects. They do the spadework that leads to lineages of future projects that builds on their exploration (Le Masson et al, ; Maniak, Midler, Lenfle, & Le Pellec‐Dairon, ; Midler, ). Thus, as the project manager of FLIP explains: “Cross‐fertilization is central here, including application outside of telecoms or flexibility.…”

Section: Analysis: the Logic Of Strange Projects—a Design Perspectivementioning

confidence: 99%

Floating in Space? On the Strangeness of Exploratory Projects

Lenfle

2016

Project Management Journal

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This article deals with the management of exploratory projects and relies on a case study of the space industry to study their supposed strangeness compared with more traditional projects. Indeed, exploratory projects seem to be floating because they lack clear objectives, carefully defined work packages and phases, risk management plans, and so forth. We rely on advances in design theory to demonstrate that exploratory projects actually follow a different logic of expansion that can be managed. We conclude by discussing the contribution of the project mode to the structuring of exploration processes.

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Section: Analysis: the Logic Of Strange Projects—a Design Perspectivementioning

confidence: 99%

Floating in Space? On the Strangeness of Exploratory Projects

Lenfle

2016

Project Management Journal

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“…There are necessarily managerial implications for such projects. Lenfle () pointed out that: (1) Experimentation and concurrent exploration play a central role, as opposed to scheduling and task breakdown, which are impossible with constantly changing objectives; (2) there are two different dimensions of performance (the value of the products and the accumulated knowledge explored) to take into account (Maniak, Midler, Lenfle, & Le Pellec‐Dayron, ); and (3) a reformulation of the objectives is allowed along the way. Broadly speaking, in this context, project management moves toward an approach that is much more creative and open‐ended than optimizing.…”

Section: The Challenges Of Project Management In An Innovation Contextmentioning

confidence: 99%

Contributions of Design Thinking to Project Management in an Innovation Context

Mahmoud‐Jouini

Midler

Silberzahn

2016

Project Management Journal

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Researchers have long recognized that standard approaches to project management are ill‐suited to address changes in the environment or business needs, particularly in innovative contexts characterized by uncertainty and complexity. Instead of being concerned with the efficient implementation of a deliberate strategy, a project in such a context becomes a process for strategy formulation. Three imperatives for project management arise as a result: managing the explorative phase, managing the involvement of stakeholders in the project, and managing the project in relation to the strategizing process of the firm. We propose that design thinking, a recent evolution in the field of design, can make some important contributions to these imperatives. Design thinking has been highlighted by practitioners as well as academia as a novel methodology that is potentially valuable for improving innovative outcomes, whether they are products, services, or strategies. We examine and articulate these possible contributions through 10 propositions that could form an agenda for future experimentation and empirical research on innovation project management.

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“…Various qualitative, conceptual, and quantitative methods used by different authors for value analysis are mentioned in [8]. This type of analysis is done for a single project case basis; however, the authors mention the need to integrate value management aspects in the project selection process itself [8,151,152].…”

Section: Value Managementmentioning

confidence: 99%

Perspectives on the Capabilities for the Selection of Strategic Projects

2020

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Strategic projects are large scale, complex, and require significant investments and resources. These projects aim at gaining long-term social and economic benefits. Therefore, organizations focusing on strategic projects should use a consistent approach that suits their strategy, capability, and long-term expectations. Based on the four research questions and content analysis of the literature, generic processes used for the strategic project selection in tandem with the managerial capabilities are identified in this paper. The generic processes and managerial capabilities are used to develop a generic framework for strategic project selection. The framework is used for literature analysis in the paper. The review shows that both qualitative and quantitative methods are used for strategic project selection. Some possible research directions have also been proposed at the end of the review. The paper provides value to both researchers and practitioners in terms of tools available and a guidance on project selection through a structured process framework.

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Value Management for Exploration Projects

Cited by 29 publications

References 28 publications

Floating in Space? On the Strangeness of Exploratory Projects

Floating in Space? On the Strangeness of Exploratory Projects

Contributions of Design Thinking to Project Management in an Innovation Context

Perspectives on the Capabilities for the Selection of Strategic Projects

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