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p. 835. Lean, heavy, and disruptive projectslocked

  • Andrew Davies

Abstract

‘Lean, heavy, and disruptive projects’ considers how project management was transformed in the 1980s and 1990s to manage innovation in increasingly competitive global markets. The ‘lean’ product development approach was created by Honda and Toyota to develop a wider range of products faster and with fewer errors than their Western car manufacturer counterparts. Over the past two decades, lean development has spread to many industries experiencing rapid product obsolescence and shorter product life cycles. It has also been supported by the rise in digital technology. Different project management styles for different types of projects are discussed, including those for breakthrough innovations, as well as portfolio management and project team structures.

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