Project complexity and efforts to reduce product development cycle time

One of the primary goals of new product development (NPD) teams is the redu ction of development cycle time. To date, many companies continue to adhere to the si,structure and formality of standardized processes irrespective o f the complexity elf the development rash at hand. Using a pattern-matching methodology, we selected 20 NPD projects for detailed study. The final sam ple was balanced on the basis of project complexity, cycle time, and compan y size. In-depth interviews conducted with the leaders of these projects hi ghlighted several key differences in the approaches used to reduce cycle ti me in projects of varying complexity. The shout-cycle simple projects in ou r sample tended to be run by autocratic leaders, who adhered to a well-defi ned product development process. In contrast, the short-cycle complex proje cts in our sample were run by leaders who used a more participative managem ent style, used many external sources of information, and were less formal in their approach to NPD project management. The long-cycle project leaders in our sample were also move autocratic in their approach to pi-eject lead ership, used less external sources of information, and generally adhered to the standardized, serial processing approach to NPD. Our findings indicate that short-cycle complex projects require a different type elf management process than is evidenced in the literature Managers of this type of projec t need to foster a shout-cycle mentality among the project ream and the com pany's product development organization. Ar the same time they must exercis e caution to ensure that the decision-making process is not dominated by th e mere desire to be quicker. (C) 1999 Elsevier. Science Inc. All rights res erved.