Parallel Strategies in Development Projects

William J. Abernathy and Richard S. Rosenbloom
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William J. Abernathy: Graduate School of Business, Stanford University
Richard S. Rosenbloom: Graduate School of Business Administration, Harvard University

Management Science, 1969, vol. 15, issue 10, B486-B505

Abstract: It is common in R & D to identify and explore several approaches to a particular objective so that the best approach may be chosen. The outcome of any approach is uncertain; hence, it is difficult to choose the best one at an early date. To deal with this uncertainty, two or more approaches to the objective may be continued in parallel until a clear choice can be made, i.e., a parallel strategy. Such a strategy can provide better information for a decision, maintain options, or hedge against the occurrence of an unsatisfactory outcome. This report addresses the project manager's problem of deciding when to use or continue a parallel strategy. It reports the results of studies of actual projects and of a digital simulation analysis of a model appropriate to the structure of the decision as it is faced in practice. It identifies the information requirements for a sound choice between parallel and sequential strategies and the consequence of choosing a strategy on the basis of incomplete information. The report demonstrates the feasibility of collecting the requisite economic data in actual projects and suggests that it is costly for project managers to ignore such data.

Date: 1969
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