Innovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects (Hardcover)

1 Introduction to Innovation Project Management

Introduction

Definitions for Innovation

The Business Need

Innovation Literature

Project Management Literature

Innovation Benchmarking

Value: the Missing Link

Innovation Targeting

Timeline for Innovation Targeting

Innovation in Small Companies

Seven Critical Dimensions for Scaling Project Management Innovation

Implications and Issues for Project Managers and Innovation Personnel

2 Types of Innovation

Introduction

Incremental Versus Radical Innovation

Understanding Innovation Differences

Product Development Innovation Categories

Closed and Open Innovation

Crowdsourcing

Co-Creation Innovation

Open Innovation in Action: Airbus and Co-Creation Partnerships

Value (or Value-Driven) Innovation

Agile Innovation

Agile Innovation in Action: Deloitte

Agile Innovation in Action: Star Alliance

Government Innovation

Humanitarian/Social Innovation

Social Innovation in Action: Hitachi

Nontechnical Innovation in Action

Other Categories of Innovation

Role of the Board of Directors

Finding an Innovation Project Sponsor

Implications and Issues for Project Managers and Innovation Personnel

3 Innovation and Strategic Planning

Introduction

Role of the Innovation Project Manager in Strategic Planning

Role of the Portfolio Pmo

Types of Strategies

Role of Innovation in Strategic Planning

Role of Marketing in Strategic Innovation Planning

Product Portfolio Analysis

Identifying Core Competencies Using SWOT Analysis

Innovation Project Management Competency Models in Action: Eli Lilly

Marketing’s Involvement with Innovation Project Managers

Product Life Cycles

Classification of R&D Projects

Research versus Development

The Research and Development Ratio

Offensive versus Defensive Innovation

Modeling the R&D Planning Function

Priority Setting

Contract R&D

Nondisclosure Agreements, Secrecy Agreements, and Confidentiality Agreements

Government Influence

Sources for Innovation Technology

Sources of Ideas

Project Selection Issues

Economic Evaluation of Projects

Project Readjustments

Project Termination

Implications and Issues for Project Managers and Innovation Personnel

4 Innovation Tools and Processes

Introduction

New Product Development

The Fuzzy Front End

Line-of-Sight

Risk Management

The Innovation Culture

Innovative Cultures and Corporate Leadership

Idea Generation

Spinoff Innovations

Understanding Reward Systems

Innovation Leadership in Action: Medtronic

Ipm Skills Needed

Design Thinking

Brainstorming

Prototypes

Creativity and Innovation Fears

Innovation Governance

Transformational Governance

Balanced Scorecard

Strategy Maps

Innovation Portfolio Management

Innovation Sponsorship

The Innovation Team

Virtual Versus Co-Located Innovation Teams

The Need for PM 2.0 and PM 3.0

Implications and Issues for Project Managers and Innovation Personnel

5 From Traditional to Innovation Project Management Thinking

Introduction

Information Warehouses

Innovation Planning Overview

Innovation Assumptions

Validating the Objectives

Life-Cycle Phases

Work Breakdown Structure

Budgeting

Scheduling

Scope Change Control

Communication

Communication Innovation in Action: Arcadis

Innovation in Action: NTT Data

Solution Innovation in Action: Philips Business Group Monitoring and Analytics and Therapeutic Care Services

Innovation in Action: Dubai Customs and the Accelerated Exploratory Lab

Innovation in Action: Merck

Innovation in Action: Repsol

Staffing Innovation Projects

Implications and Issues for Project Managers and Innovation Personnel

6 Innovation Management Software

Introduction

Origin and Benefits of Innovation Software

Software Innovation in Action: Ideascale

Software Innovation in Action: Qmarkets

Software Innovation in Action: Hype Innovation

Software and Open Innovation

Implications and Issues for Project Managers and Innovation Personnel

7 Value-Based Innovation Project Management Metrics

Introduction

Value Over the Years

Value and Leadership

Combining Benefits and Value

Recognizing the Need for Value Metrics

The Need for Effective Measurement Techniques

Customer/Stakeholder Impact on Value Metrics

Customer Value Management Programs

The Relationship between Project Management and Value

Selecting the Right Metrics

The Failure of Traditional Metrics and Kpis

The Need for Value Metrics

Creating Value Metrics

Industry Examples of Innovation Value Metrics

Alignment to Strategic Business Objectives

Metrics for Innovation Governance

Innovation Metrics in Action: Innovationlabs

The Dark Side of Innovation Metrics

Establishing a Metrics Management Program

Implications and Issues for Project Managers and Innovation Personnel

8 Business Models

Introduction

From Project Manager to Designer

Business Models and Value

Business Model Characteristics

Strategic Partnerships

Business Intelligence

Skills for the Business Model Innovator

Business Model Enhancements

Types of Business Models

Business Models and Strategic Alliances

Identifying Business Model Threats

Business Model Failure

Business Models and Lawsuits

Implications and Issues for Project Managers and Innovation Personnel

9 Disruptive Innovation

Introduction

Early Understanding of Disruption

Innovation and the Business Model Disruption

Categories of Disruptive Innovations

The Dark Side of Disruptive Innovation

Using Integrated Product/Project Teams

Disruptive Innovation in Action

Implications and Issues for Project Managers and Innovation Personnel

10 Innovation Roadblocks

Introduction

The Failure of Success

One-Size-Fits-All

Insufficient Line-Of-Sight

Failing to Search for Ideas

Sense of Urgency

Working with Prima Donnas

Lack of Collaboration

Politics

Project Workloads

Intellectual Property Rights

Not Understanding the Relationship between Creativity and Innovation

Too Many Assumptions

Innovation Funding

Cash Flow and Financial Uncertainty

Control, Control and Control

Analysis-Paralysis

Innovation in Action: Naviair

Innovation in Action: Overcoming the Roadblocks

11 Defining Innovation Success and Failure

Introduction

The Business Side of Traditional Project Success

Defining Project Success: the Early Years

Redefining Project Success: Entering the 21st Century

Degrees of Success and Failure

Defining Success at the Beginning of the Project

The Role of Marketing in Defining Innovation Success

The Business Side of Innovation Success

Prioritization of the Success Factors

Innovation Project Success and Core Competencies

Innovation Project Success and Business Models

Causes of Innovation Project Failure

Identifying the Success and Failure Criteria

Implications and Issues for Project Managers and Innovation Personnel

12 Innovation In Action

Introduction

Innovation in Action: Apple

Innovation in Action: Facebook

Innovation in Action: IBM

Innovation in Action: Texas Instruments

Innovation in Action: 3M

Innovation in Action: Motorola

Innovation in Action: Zurich North America

Innovation in Action: UNICEF USA

Innovation in Action: Samsung

Agile Innovation in Action: Integrated Computer Solutions, Inc.

Innovation in Action: Comau

Innovation in Action: Tokio Marine and Nichido Systems

Innovation in Action: Gea

Innovation in Action: Airbus Space and Defence

Innovation in Action: thyssenkrupp

Innovation in Action: Wärtsilä Energy Solutions

Innovation in Action: Boeing

13 Case Studies

Disney (A): Innovation Project Management Skills at Disney

Disney (B): Creating Innovation: Disney’s Haunted Mansion

Disney (C): Impact of Cuture on Global Innovation Opportunities

Disney (D): The Partnership Side of Global Business Model Innovation

Boeing 787 Dreamliner: Managing Innovation Risks with a New Business Model

The Sydney Australia Opera House

Ampore Faucet Company: Managing Different Views on Innovation

The Innovation Sponsors

The Rise, Fall, and Resurrection of Iridium: When an Innovation Business Model Fails

Index