2. Concurrent engineering: how?

The main lesson learned from the industrial practice of concurrent engineering is the need to couple product management measures with those relating to project processes.

Product management focuses on the creation of the object. It is now accepted that the resulting product is not simply a superimposition of interventions, but must be reasoned. In another form, this means that a product is not built by accumulating know-how, but that its value depends on the intelligent use of available resources and the choices made.

Process management, also known as project management, focuses on the conditions under which each of the stakeholders operates. Experience shows that, traditionally, too much energy is spent on resolving power conflicts alone. This is often due to insufficiently defined interfaces. This concern for "fluidity" also contributes...