Learning within a radical innovation project : a longitudinal case study

A longitudinal study is used to observe incremental innovation in project management practice that resulted in the outcome being seen as a kind of exemplar. The critical activity was the development of a sensing instrument that combined a number of advanced technologies working near the limit of their capabilities. A number of "episodes" were experienced along the way, highlighting the need for attention to detail in component production and in validation testing. It is noted that some innovation related to project infrastructure was needed. A form of agile project management emerged as a suitable tool which included a recognition of the key role of learning within the project. A structuration theory view is used inform the research analysis approach and to consider the interplay of agency and structure in the management of the project and learning within it. The use of a learning curve approach to scheduling under conditions of uncertainty is suggested.