Abstract
Traditionally, manufacturing focused on producing large quantities of standardised products. However, the late 20th century saw a shift towards project-based production, requiring companies to manage both ongoing processes and individual projects. This shift necessitated a change in organisational structure, moving from a traditional model to one that prioritised projects. As competition intensified, time to market became a critical factor. The traditional "predictive" project management approach emphasises planning and control over flexibility. This rigidity can lead to delays as it hinders adaptation to changing requirements and excludes customer involvement. Additionally, the linear "waterfall" sequence forces projects through predetermined stages, further slowing things down.
This study was aimed at adjusting project delivery approaches towards faster delivery circles. When it comes to new product development, time to market is a major issue mainly because of the predictive project delivery approach that is being used by organisations. In this study the challenges of the predictive approach and the proposed solutions that can be implemented to overcome this issue were examined.
In order to tackle this problem, a literature review was conducted and from this review 11 major challenges were identified: Technological uncertainty, design changes, unrealistic changes, leadership style, poor communication, lack of resources, contracting issues, poor definition of product requirements, lack of experience, late reviews/slow decision-making and quality issues.
The information from the literature review was used as input data for a survey. The respondents were asked if these were indeed challenges in their respective industries and also if the proposed solutions could in fact help solve the issue. Survey participants overwhelmingly acknowledged struggles with on-time project completion, highlighting the need for improved delivery methods. They also confirmed that all the identified challenges were indeed challenges and the proposed solutions were valid solutions that could be implemented. Some of the top identified solutions were using cross-functional teams, improving communication within the team, keeping constant communication with all the relevant stakeholders who are in a position to affect the project’s success, knowledge management, creating open communication, forming long-term relationships with suppliers and implementing systems that will allow organisations to identify non-performance.
The research demonstrates that by embracing agility, manufacturers can overcome the limitations of traditional predictive project delivery. By implementing these solutions, manufacturers can achieve faster time to market, enhance customer satisfaction and gain a competitive edge in the marketplace. This research provides valuable insights and practical guidance for manufacturers seeking to bridge the gap between traditional and agile project delivery methods.