進(jìn)行變更有利于創(chuàng)造出類拔萃的新產(chǎn)品，但在開始時(shí)做變更要比以后做更容易，風(fēng)險(xiǎn)也更小。問題在于：你能否通過“敏捷”和“靈活”把福特埃茲爾變成Sony Walkman？

原文：
　　　　　　　　　　　　Play to win
　　　　　　　　　　　　　　　　　　　　　　　　By Malcolm Wheatley

To develop new products quickly and efficiently, project managers must focus on the essentials with an eye toward innovation.

When lighting and building controls equipment manufacturer Merten GmbH & Co. KG of Wiehl-Boming, Germany, wanted to move upstream and sell its products to architects and designers rather than electrical installers, it realized that it needed a high-end, stylish product that would appeal to that market.

London, U.K.-based Grimshaw Industrial Design with offices in New York, N.Y., USA, provided the perfect candidate: a programmable glass switch for lighting and temperature controls, colored to match the surrounding wall. Together, the tow companies worked to turn the vision into reality. For Merten, new product development relies on technical feasibility,” says Axel Klingberg, director of project management. “My responsibility as project director is to set the basic requirements and stay in constant dialogue with the developers. I act as a filter, constantly checking the creative design, ensuring it remains practical, functional and takes into account the production processes.”

This job description is hard to beat – but tantalizingly difficult to deliver in practice. “Just because someone is a great business manager, that doesn’t make them a great project manager,” says Pamela T. Miller, vice president of enterprise strategy and quality at Newark, N.J., USA-based Horizon Blue Shield of New Jersey (Horizon BCBSNJ). It’s a conclusion that she’s come to after years of watching Horizon BCBSNJ tackle projects as far-ranging as new IT

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