Managing Complex Collaborative Projects: Lessons from the Development of a New Satellite

Abstract

This paper examines the case of a Complex Product System (CoPS)—a new satellite—and the combination of international firms and agencies that contributed to its development. Despite many political, organisational and interpersonal tensions, divergent objectives and strategic misjudgements, the satellite was successfully launched in 2002. It was found that a number of factors contributed to the successful conclusion of the project, including the evolution of organisational structures between different actors as the project progressed, the use of a range of innovation management tools accompanied by personnel with significant discretion and judgement, and a unifying methodology for satellite production called the Small Satellite Philosophy (SSP), which helped provide an approach for its effective integration. The paper describes the satellite project and the problems of technology transfer it confronted, then examines whether the solutions adopted could be appropriate for other complex innovative projects, particularly those involving joint public–private investments. It also describes the interaction between development time, mission cost, risk and return in reduced resource CoPS. Although the satellite itself was a technical success, government policy objectives for the project were not realised and the paper considers mismatches between policy objectives and mechanisms in complex projects.