Moreover, the study considers which factors have a significant influence on the project success. In this context, a special account for innovative projects is an instrument to integrate the activities of the innovation process. The significance of achieving economic effectiveness during the innovation process is a suitable measure to indicate the 'overall project success'. It is, therefore, necessary in management accounting to treat an innovation project as an investment. The organized co-operation between project management and management accounting is a relevant key factor to increase the project success.
Project managers schedule tasks with little regard for critical knowledge timing and capacity.
Some subprojects can finish far ahead of others, resulting in knowledge that sits and depreciates until needed. We show how lessons from Supply Chain Management can be applied to new product development processes to speed time to introduction. First, we view the project in terms of knowledge development rather than product development. Development projects can be speeded and the resulting products can be much closer to customer needs using these concepts. Two case studies from Agilent Technologies will be used to illustrate the points.