Finding the roots: experimentation in innovation project management

Abstract

Purpose

Project management practices have been losing its central place in innovation processes within the companies due to its excessive control-oriented phased approach. Hence, the purpose of this paper is to propose and examine the project management practitioners' experiences on the systematic use of an experimentation framework to manage innovation projects.

Design/methodology/approach

Three case studies were carried out in three different Brazilian companies for a ten month period. The authors have chosen these companies for the following reasons: they were all in an innovation context; they have never carried out a project based on experimentation and they had previous experience with project management traditional tools.

Findings

The findings have shown that our framework can contribute to the project management available toolkit; once the rigid experimentation process, the authors’ proposed made it easier for project management practitioners to adapt to more flexible approaches. Nonetheless, stakeholders' involvement has shown to be a key success factor on the deployment of the framework.

Practical implications

Managers still need to add expertise in flexible methods into their managerial skills, so they are able to deal with innovation just as they deal with traditional processes they were trained to. This suggestion can also be extended to the business schools.

Originality/value

The case studies have shown that traditional project management practices can also be applied in innovation projects. So despite of generally being the opposite of an experimentation process, those practices are relevant in project management discipline, which means that formal project management training is still a good ally to project management practitioners.

Citation

Dutra de Abreu Mancini de Azevedo, P.H. and Passos Silva, L. (2021), "Finding the roots: experimentation in innovation project management", International Journal of Managing Projects in Business, Vol. 14 No. 5, pp. 1116-1134. https://doi.org/10.1108/IJMPB-08-2020-0260