Managing integration in complex product systems: The experience of the IR-150 aircraft design program

•Developing CoPS project experiences in latecomers is crucial.•Integration challenges of CoPS projects are deeply interwoven.•The integration structure of CoPS projects is a dynamic phenomenon over time.

The design of a modern aircraft as a complex product system (CoPS) requires a broad range of knowledge in various fields of science and engineering that often exceeds the capability of a single firm. Effective innovation networks are indispensable for executing CoPS projects, but integration among the main project players is a challenging issue. This paper addresses two main CoPS integration problems: (i) the structure and integration mechanisms of an innovation network, and (ii) the necessary capabilities of an integrator. These problems are examined within a single case study that looks at the design phase of the IR-150 Aircraft, which is the first passenger plane designed using the capabilities of Iranian firms. In the product design phase, 12 crucial challenges were identified, and subsequently, led to the development of 17 integration tools by the project management team. Some of these tools were utilized in other similar projects, such as Boeing Dreamliner 787, while others were exclusively related to the IR-150 project. The main project findings relate to the integration of players' knowledge and capabilities, funding and distribution of financial resources, policy-making and regulation in CoPS innovation networks, and highlight the need to carefully consider the dynamics of CoPS projects, the deep linkages among network players and their activities, and the uniqueness of integration tools, in order to successfully manage such projects, especially in developing countries.