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

ISBN-13: 9781119931249 / Angielski / Twarda / 2022 / 576 str.

Harold Kerzner

Spis treści

Preface xv1 Introduction to Innovation Project Management 1Introduction 1Definitions for Innovation 2The Business Need 4Innovation Literature 6Project Management Literature 7Innovation Benchmarking 8Value: The Missing Link 10Innovation Targeting 12Timeline for Innovation Targeting 13Innovation in Small Companies 14Seven Critical Dimensions for Scaling Project Management Innovation 14Implications and Issues for Project Managers and Innovation Personnel 162 Types of Innovation 19Introduction 19Continuous Versus Discontinuous Innovation 20Incremental Versus Radical Innovation 21Understanding Innovation Differences 22Incremental Innovation Versus New Product Development 23Product Development Innovation Categories 23Closed and Open Innovation 25Crowdsourcing 27Co-Creation Innovation 29Open Innovation in Action: Airbus and Co-creation Partnerships 35Value (Or Value-Driven) Innovation 37Agile Innovation 38Agile Innovation in Action: Deloitte 40Government Innovation 47Financial Innovation 50Healthcare Innovation 51Brand Innovation 53Sustainable Innovation 53Humanitarian/Social Innovation 54Social Innovation in Action: Hitachi 55educational Innovation 57Manufacturing Innovation 58A Case Study 60Nontechnical Innovation in Action 60Other Categories of Innovation 62Role of the Board of Directors 66Finding an Innovation Project Sponsor 66Implications and Issues for Project Managers and Innovation Personnel 673 Innovation and Strategic Planning 69Introduction 69Role of the Innovation Project Manager in Strategic Planning 70Role of the Portfolio PMO 70Business Impact Analysis 71Innovation Maturity Models 71Types of Strategies 73Role of Innovation in Strategic Planning 74Role of Marketing in Strategic Innovation Planning 75Product Portfolio Analysis 76Identifying Core Competencies Using SWOT Analysis 82Innovation Project Management Competency Models in Action: eli Lilly 84Marketing's Involvement with Innovation Project Managers 95Product Life Cycles 97Classification of R&D Projects 97Research Versus Development 98The Research and Development Ratio 99Offensive Versus Defensive Innovation 100Modeling the R&D Planning Function 101Priority Setting 105Contract R&D 107Nondisclosure Agreements, Secrecy Agreements, and Confidentiality Agreements 108Government Influence 108Sources for Innovation Technology 109Sources of Ideas 110The Project Manager's Role in Developing Innovation Skills and Ideas in People 112establishing a Project Selection Criteria 114Project Selection Issues 115economic evaluation of Projects 116Role of the Project Manager in Project Selection 119Project Selection and Politics 124Project Readjustments 126Project Termination 127Implications and Issues for Project Managers and Innovation Personnel 1274 Innovation Tools and Processes 129Introduction 129New Product Development 130The Fuzzy Front end 131Prioritizing Product Features 133Line of Sight 134Misalignment Issues 135Risk Management 137The Innovation Culture 140Innovation Functional Units 145Innovative Cultures and Corporate Leadership 145Idea Generation 146Spinoff Innovations 147Understanding Reward Systems 148Innovation Leadership in Action: Medtronic 149IPM Skills Needed 152Design Thinking 155Brainstorming 157Whiteboarding 163Mind Maps 163Active Listening 165Pitching the Innovation 167Cognitive Biases 167Prototypes 168Creativity and Innovation Fears 170Innovation Governance 170Corporate Innovation Governance Risks 171Transformational Governance 174Balanced Scorecard 175Strategy Maps 176Innovation Portfolio Management 177Innovation Sponsorship 179The Innovation Team 180Virtual Versus Co-Located Innovation Teams 181Artificial Intelligence and IPM 182The Need for PM 2.0 and PM 3.0 184Implications and Issues for Project Managers and Innovation Personnel 1875 From Traditional to Innovation Project Management Thinking 191Introduction 191Information Warehouses 193Innovation Planning Overview 197Innovation Methodologies 200Methodology Gates 202Innovation Assumptions 202Validating the Objectives 204Differing Views of the Project 206Life-Cycle Phases 206Life-Cycle Costing 210Work Breakdown Structure 211Budgeting 212Scheduling 212Scope Change Control 213Technology Readiness Levels 214Lean Project Management: Kanban 216Communication 217enabling Innovation Success in Solution Design and Delivery in Healthcare Business 218Innovation in Action: Dubai Customs and the Accelerated exploratory Lab 229Innovation in Action: Merck KGaA, Darmstadt, Germany 234Innovation in Action: Repsol 237Staffing Innovation Projects 241Implications and Issues for Project Managers and Innovation Personnel 2436 Innovation Management Software 245Introduction 245Origin and Benefits of Innovation Software 246Software Innovation in Action: IdeaScale 248Software Innovation in Action: Hype Innovation 251Software and Open Innovation 260Implications and Issues for Project Managers and Innovation Personnel 2617 Value-based Innovation Project Management Metrics 263Introduction 263Value Over the Years 265Value and Leadership 266Combining Benefits and Value 268Recognizing the Need for Value Metrics 269The Need for effective Measurement Techniques 271Measuring Intangible Assets 276Customer / Stakeholder Impact on Value Metrics 278Customer Value Management Programs 279The Relationship between Project Management and Value 282Creating an Innovation Project Management Baseline 284Selecting the Right Metrics 286The Failure of Traditional Metrics and KPIs 288The Need for Value Metrics 288Creating Value Metrics 289Industry examples of Innovation Value Metrics 295Alignment to Strategic Business Objectives 296Metrics for Innovation Governance 298Innovation Metrics in Action: InnovationLabs 299The Dark Side of Innovation Metrics 309establishing a Metrics Management Program 310Implications and Issues for Project Managers and Innovation Personnel 3128 Business Models 315Introduction 315From Project Manager to Designer 317Business Models and Value 318Business Model Characteristics 318Strategic Partnerships 319Business Intelligence 319Skills for the Business Model Innovator 320Business Model enhancements 322Types of Business Models 324Business Models and Strategic Alliances 326Identifying Business Model Threats 327Business Model Failure 328Business Models and Lawsuits 328Implications and Issues for Project Managers and Innovation Personnel 3309 Disruptive Innovation 333Introduction 333early Understanding of Disruption 334Innovation and the Business Model Disruption 335Categories of Disruptive Innovations 337The Dark Side of Disruptive Innovation 338Using Integrated Product/Project Teams 339Disruptive Innovation in Action 341Implications and Issues for Project Managers and Innovation Personnel 34210 Innovation Roadblocks 345Introduction 345The Failure of Success 346One Size Fits All 346Insufficient Line of Sight 346Failing to Search for Ideas 347Sense of Urgency 347Working with Prima Donnas 347Lack of Collaboration 348Politics 348Project Workloads 348Intellectual Property Rights 348Not Understanding the Relationship between Creativity and Innovation 349Too Many Assumptions 350Innovation Funding 350Cash Flow and Financial Uncertainty 350Control, Control, and Control 350Analysis-Paralysis 351Innovation in Action: Naviair 351Innovation in Action: Overcoming the Roadblocks 36311 Defining Innovation Success and Failure 367Introduction 367The Business Side of Traditional Project Success 368Defining Project Success: The early Years 370Redefining Project Success: Approaching the Twenty-First Century 371Degrees of Success and Failure 372Defining Success at the Beginning of the Project 374The Role of Marketing in Defining Innovation Success 374The Business Side of Innovation Success 377Prioritization of the Success Factors 379Innovation Project Success and Core Competencies 380Innovation Project Success and Business Models 381Causes of Innovation Project Failure 381Identifying the Success and Failure Criteria 384Post-Failure Success Analysis 385Sensemaking 386The Need for New Metrics 387Learning from Failure 387The Failure of Success 388Conclusion 390Implications and Issues for Project Managers and Innovation Personnel 39012 Innovation in Action 393Introduction 393Innovation in Action: Apple 393Innovation in Action: Facebook 395Innovation in Action: IBM 396Innovation in Action: Texas Instruments 399Innovation in Action: 3M 401Innovation in Action: Motorola 403Innovation Project Management: The Case of KAUST Smart 404Key Characteristic of KAUST Smart Projects (What makes KAUST Smart Projects Unique) 405Recent and Ongoing Project examples 408Innovation in Action: Samsung 410Agile Innovation in Action: Integrated Computer Solutions, Inc 411Innovation in Action: COMAU 418Innovation in Action: Tokio Marine and Nichido Systems 425Innovation in Action: GeA 427Innovation Management at GeA - The Strategic Parts 432Innovation in Action: Wärtsilä energy Solutions 435Critical Issues 43713 Case Studies 439Disney (A): Innovation Project Management Skills at Disney 439Disney (B): Creating Innovation: Disney's Haunted Mansion 449Disney (C): Impact Of Culture On Global Innovation Opportunities 464Disney (D): The Partnership Side Of Global Business Model Innovation 482Case Study: Boeing 787 Dreamliner: Managing Innovation Risks with a New Business Model 494Case Study: The Sydney Australia Opera House 501Case Study: Ampore Faucet Company: Managing Different Views on Innovation 508Case Study: The Innovation Sponsors 510Case Study: The Rise, Fall, and Resurrection of Iridium: When an Innovation Business Model Fails 512Case Study: Zane Corporation: Selecting an Innovation Framework 540Case Study: Redstone Inc.: Understanding Innovation Cultures 544Case Study: The Government Think Tank: The Failure of Crowdsourcing 546Case Study: Lego: Brand Management Innovation 548Index 565

O autorze

HAROLD KERZNER, PhD is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP(r) or global equivalent each year.