Innovation for multiproject management

the case of component commonality

Article Innovation, Portfolio Management, Program Management 1 April 2016

Project Management Journal

Korhonen, Tuomas | Laine, Teemu | Lyly-Yrjänäinen, Jouni | Suomala, Petri

How to cite this article:

Korhonen, T., Laine, T., Lyly-Yrjänäinen, J., & Suomala, P. (2016). Innovation for multiproject management: the case of component commonality. Project Management Journal, 47(2), 130–143.
To attain benefits and value, multiproject R&D management seeks synergy between projects. Selecting or inventing appropriate end-product components within R&D programs is a concrete example of the synergy between projects. Lowering the number of different components used across projects (i.e., increasing component commonality) can lower end-product costs, which can contribute to firm-level profitability. Prior research, however, shows component commonality as a limitation of innovativeness in multiproject R&D. Conversely, this article shows that component commonality can also serve as the source of innovation, making component commonality an area of special interest to multiproject R&D management and research.
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