H. Kent Bowen, Courtney Purrington
Harvard Business School (600004-PDF-ENG)
July 16, 1999
A talented project manager lacks experience in new product development. The case highlights the issues and procedures associated with defining project strategy: organizing management approvals and helping create a “heavyweight” team; Alignment of the different perspectives, interests and prejudices of the project members; and implementation of best practice tools for team management within the project. It creates a framework for establishing organizational design rules and important new product development processes and also provides information on management models for new product development.
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