Project-based learning patterns for dominant design renewal : the case of Electric Vehicle
By: MIDLER, Christophe
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Contributor(s): BEAUME, Romain.
Material type: 
ArticlePublisher: Oxford : Elsevier, feb. 2010Subject(s): Gestão de Projetos | Inovação | Desenvolvimento Sustentável | Energia RenovávelInternational Journal of Project Management 28, 2, p. 142-150Abstract: The increasing environmental concerns call for deep renewals in existing technologies and traditional design solutions in many industries. Electric Vehicle (EV) is emblematic of such a radical shift. Based on case studies and an action research within an on going project, this article analyses how project-based learning can question such a dominant design. After a brief history of past EV failures, we focus on what should be addressed to prevent the current projects from being just another bubble. We characterize the four projects-based learning patterns experimented in the 1990s and 2000s: concept car projects, derivative projects, vanguard development projects, and multi-projects concurrent programs. We analyse how the last two project-based learning patterns succeed to address the dominant design renewal challenges. We demonstrate that they develop different linkages between innovative projects and permanent departments of the firms. We show that multi-project concurrent program reduces dramatically the deployment lead-time of the new industrial paradigm
The increasing environmental concerns call for deep renewals in existing technologies and traditional design solutions in many industries. Electric Vehicle (EV) is emblematic of such a radical shift. Based on case studies and an action research within an on going project, this article analyses how project-based learning can question such a dominant design. After a brief history of past EV failures, we focus on what should be addressed to prevent the current projects from being just another bubble. We characterize the four projects-based learning patterns experimented in the 1990s and 2000s: concept car projects, derivative projects, vanguard development projects, and multi-projects concurrent programs. We analyse how the last two project-based learning patterns succeed to address the dominant design renewal challenges. We demonstrate that they develop different linkages between innovative projects and permanent departments of the firms. We show that multi-project concurrent program reduces dramatically the deployment lead-time of the new industrial paradigm
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