Abstract
Research into new product introduction processes revealed marked differences in product development performance in the automotive sectors in America, Europe and Japan. There is a need to identify how an organisation can adopt practices that lead to competitive advantage in this respect. This paper describes the development of a project management policy and the creation of a business environment that supports its use. It will also show how deployment of the policy can be measured by team-based self-assessment. Finally, application of the policy on vehicle programmes in the Rover Group resulted in significant improvements in lead time and product quality.
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