These include the development of new computer systems and advanced technologies where the project needs to capture the knowledge to fulfill its objectives. Project management's core set of tools therefore needs to be focused on how to augment and strengthen project performance while also capturing process and product knowledge critical to its success (Besner, Hobbs, 2006). The combining of Gantt charts, progress reports, change requests and the use of kick-off meetings to set objectives is critical in this regard. Recommendations to Project Managers Using the Product Launch Activity Plan

The pro-forma Product Launch Activity Plan shown in Table 1 of the Appendix is designed to provide project managers with a framework to define a Gantt chart to manage the new product introduction process. The coordination of a product launch requires project managers to be knowledgeable of each phase of the product development process, from Product Definition to Launch. The pro-forma Product Launch Activity Plan also incorporates the use of dependencies which can be reflected in a Gantt chart to show time-based and resource-based dependencies as well. Project management professionals have also mentioned that Scope statements are Requirements Analysis are among the two most critical tools they have at their use (Besner, Hobbs, 2006). The use of these two deliverables at the front end of the product launch process is specifically defined to further gain consensus and increase the likelihood of project success. The progression of tasks is also based on the chronological series of events necessary to prepare for a product launch. In using this mold as a means to better manage the interrelated tasks and programs, project managers will also be able to coordinate with product development leaders in the event there is a change in the launch date as well. The ability to have project management plans that are structured enough for gain attainment yet agile enough to respond to market conditions is a best practice (Singh, Keil, Kasi, 2009). This is the goal of the template shown in the appendix; to provide structure for attaining the product introduction yet have enough flexibility to attain the project goals even if the product development timeframes shift.

Conclusions

Project management's project plan is the catalyst of making entire projects attainable as it provides the necessary coordination, collaboration and constraint-based management of tasks and resources (Besner, Hobbs, 2006). The challenges for project managers, while multifaceted and complex are most challenging in the balancing of the learning of techniques and technologies on the one hand and the approach to managing others to gain their support and effort on the other (Dayan, Di Benedetto, Colak, 2009). The many challenges in attaining this type of balance can be seen in the Aerospace & Defense industries' Project Management Office (PMO role of managing to constraints while also mitigating resistance to change through the use of transformational leadership (Singh, Keil, Kasi, 2009). From product introductions (Burkett, 2005) to the development of supply chains (Dyer, Nobeoka, 2000) project management is a discipline that can in addition to delivering completed tasks also significantly increase the ability of companies to compete using knowledge. (Besner, Hobbs, 2006).

Appendix

Table 1: Product Launch Activity Plan

Key:

Update as needed

Due Date

Product Lifecycle Management

Product Launch Activity / Phase

Definition

Design

Prototype

Launch

Generally Available

Comments

Product Marketing Deliverables

SCOPE STATEMENT And REQUIREMENTS ANALYSIS

Brand Identity (Trademarking)

Product Names/Descriptions (Branding)

Product Labelling/branding (w / Corp Marketing)

Pre-Introduction Presentation

Preliminary Spec Sheet

Pricing Proposal

Ordering Codes

Sales Presentation

Customer Focused Product...

(2006). THE PERCEIVED VALUE AND POTENTIAL CONTRIBUTION OF PROJECT Management PRACTICES TO PROJECT SUCCESS. Project Management Journal, 37(3), 37-48.
Saumya Bhattacharya. (2009, August). Creating a project plan: The secret sauce of a project is in its planning.. Business Today.

Blackstone, J., Cox, J., & Schleier, J.. (2009). A tutorial on project management from a theory of constraints perspective. International Journal of Production Research, 47(24), 7029.

Michael Burkett. (2005, July). The "Perfect" Product Launch. Supply Chain Management Review, 9(5), 12-13.

Dayan, M., Di Benedetto, C., & Colak, M.. (2009). Managerial trust in new product development projects: its antecedents and consequences. R & D. Management, 39(1), 21.

Drezet, L., & Billaut, J.. (2008). A project scheduling problem with labour constraints and time-dependent activities requirements. International Journal of Production Economics, 112(1), 217.

Jeffrey H. Dyer & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.

Anthony Eve. (2007). Development of project management systems. Industrial and Commercial Training, 39(2), 85-90.

Zahir Irani, Vlatka Hlupic, Lynne P. Baldwin, & Peter E.D. Love. (2000). Re-engineering manufacturing processes through simulation modelling. Logistics Information Management, 13(1), 7-13.

Robert T. Keller. (2006). Transformational Leadership, Initiating Structure, and Substitutes for Leadership: A Longitudinal Study of Research and Development Project Team Performance. Journal of Applied Psychology, 91(1), 17.

Kumar, S., & Wellbrock, J.. (2009). Improved new product development through enhanced design architecture for engineer-to-order companies. International Journal of Production Research, 47(15), 4235.

Kedsuda Limsila, & Stephen O. Ogunlana. (2008). Performance and leadership outcome correlates of leadership styles and subordinate commitment. Engineering, Construction and Architectural Management, 15(2), 164-184.

Antti Lonnqvist, Virpi Sillanpaa, & Aino Kianto. (2009). Using intellectual capital management for facilitating organizational change. Journal of Intellectual Capital, 10(4), 559-572.

Sue Newell, Mike Bresnen, Linda Edelman, Harry Scarbrough, & Jacky Swan. (2006). Sharing Knowledge Across Projects: Limits to ICT-led Project Review Practices. Management Learning, 37(2), 167-185.

Sanchez, H., Robert, B., & Pellerin, R.. (2008). A Project Portfolio Risk-Opportunity Identification Framework. Project Management Journal, 39(3), 97-109.

Sheu, D., & Hung, P.. (2009). An integrated new product introduction performance measurement system: an example in notebook computer industry. International Journal of Manufacturing Technology and Management, 16(1/2), 3.

Singh, R., Keil, M., & Kasi, V.. (2009). Identifying and overcoming the challenges of implementing a project management office. European Journal of Information Systems: Including a Special Section on Meeting the Renewed Demand, 18(5), 409-427.

Kenneth David Strang. (2005). Examining effective and ineffective transformational project leadership. Team Performance Management, 11(3/4), 68-103.

van Iwaarden, J., van der Wiele, T., Dale, B., Williams, R., & Bertsch, B.. (2008). The Six Sigma improvement approach: a transnational comparison. International Journal of Production Research, 46(23), 6739.

Wheelwright, Steven C., & Clark, Kim B..…