Background
This case study describes a scenario in which Innovative Automotive, an automobile accessories company, is tasked with developing a new after-market accessory for windshields that helps remove bugs. As the company’s project manager, I led this project from initiation to completion within 12 months. The case study highlights the primary characteristics of this product development project, the project initiation force that caused it to be initiated, and the project life cycle that is likely to follow.
The case study offered a great chance to learn more about the project management process, including project conception, planning, implementation, and closure, as well as the function of a project manager in guiding a team toward project success.
The three main features of this product development project that qualify it to be considered a project are:
- Unique. The project involves the creation of a new product, which makes it unique and different from existing products.
- Temporary. The project has a defined end date and a 12-month deadline to develop, test, patent, and introduce the product to market.
- Cross-functional. The project requires the involvement of multiple departments and teams, such as R&D, manufacturing, marketing, legal, and sales, to complete the project successfully.
Project Lifecycle and Its Elements
The project initiation force that caused this project to be initiated is a market need. The company has identified a problem customers face when removing bugs from their windshields. It sees an opportunity to address this need with a new product. I chose this specific type of project because it involves the development of a new product, which can help the company increase its market share and revenue. The project has a clear objective, timeline, and resources, which makes it manageable and achievable within the given timeframe.
The project life cycle that will likely follow this project is the traditional project life cycle, which consists of four stages:
- Initiation. The project is defined, and the objectives, scope, resources, and stakeholders are identified.
- Planning. A detailed plan outlines the project’s activities, timelines, budget, risks, and quality standards.
- Execution. The project plan is implemented, and the product is developed, tested, patented, and brought to market.
- Closure. The project is formally closed, and a post-project evaluation is conducted to identify lessons learned, successes, and areas for improvement.
Constraints
The selection method used to initiate the project is a needs assessment. The company has identified a need in the market for a product that removes bugs from windshields and has decided to develop a solution to meet that need. The project manager will be required to manage several constraints, such as:
- Time. The project has a 12-month deadline to develop, test, patent, and bring the product to market.
- Cost. The project must be completed within the allocated budget.
- Scope. The product must meet the specifications and requirements agreed upon by stakeholders.
Stakeholders
Key stakeholders who will be critical to the success of this project include:
- The Director of R&D. Will lead the project team and ensure the product meets the required specifications and quality standards.
- Manufacturing department. Will produce the product in large quantities once it is developed.
- Legal department. Will fill the patent application and ensure the product does not infringe on existing patents.
- Marketing department. Will promote the product and generate customer demand.
- Sales department. Will be responsible for selling the product to customers.
Project Structure
The best project structure for this project is a cross-functional team. The project involves multiple departments, and a cross-functional team will enable effective collaboration and communication among team members. The team should include representatives from R&D, manufacturing, legal, marketing, and sales, with the director of R&D serving as the project sponsor.