Project management for new product development

When implementing new product development (NPD) projects, organizations must perform a variety of tasks, some (technical and financial aspects) of which are easily managed using traditional project management practices and some (marketing and sales) of which are not so easily managed using these practices. This article examines the impact of using project management practices to implement NPD projects, suggesting that project management is not a complete solution for effectively managing NPD projects. In doing so, it identifies the problem of defining NPD project scope, noting previous studies on NPD efforts. It then discusses an NPD case study, one involving the production of a consumer dishwasher. It outlines the NPD life cycle and describes the process of implementing the case study by analyzing this implementation process in relation to following the PMBOK Guide's nine knowledge areas.
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