Innovation Project Management, 2nd Edition

Innovation Project Management, 2nd Edition

by Harold Kerzner
Released December 2022
Publisher(s): Wiley
ISBN: 9781119931249

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Book description

INNOVATION PROJECT MANAGEMENT

ACTIONABLE TOOLS, PROCESSES, AND METRICS FOR SUCCESSFULLY MANAGING INNOVATION PROJECTS, WITH EXCLUSIVE INSIGHTS FROM WORLD-CLASS ORGANIZATIONS AROUND THE WORLD

The newly revised Second Edition of Innovation Project Management offers students and practicing professionals the tools, processes, and metrics needed to successfully manage innovation projects, providing value-based innovation project management metrics as well as guidance for how to establish a metrics management program.

The highly qualified author analyzes innovation from all sides; through this approach, Innovation Project Management breaks down traditional project management methods and explains why and how innovation projects should be managed differently.

The Second Edition includes exclusive insights from world-class organizations such as IBM, Hitachi, Repsol, Philips, Deloitte, IdeaScale, KAUST, and more. It includes six all new case studies, featuring a dive into brand management innovation from Lego. Each case study contains questions for discussion, and instructors have access to an Instructor’s Manual via the book’s companion website.

Specific ideas discussed in Innovation Project Management include:

  • Continuous versus discontinuous innovation, incremental versus radical innovation, understanding innovation differences, and incremental innovation versus new product development
  • Identifying core competencies using SWOT analysis and nondisclosure agreements, secrecy agreements, and confidentiality agreements
  • Implications and issues for project managers and innovation personnel, active listening, pitching the innovation, and cognitive biases
  • Measuring intangible assets, customer/stakeholder impact on value metrics, customer value management programs, and the relationship between project management and value

With its highly detailed and comprehensive coverage of the field, and with case studies from leading companies to show how concepts are applied in real-world situations, Innovation Project Management is a must-have title for practicing project managers, as well as students in project management, innovation, and entrepreneurship programs.

Table of contents

  1. Cover
  2. Title page
  3. Copyright
  4. Dedication
  5. Preface
  6. 1 NTRODUCTION TO INNOVATION PROJECT MANAGEMENT
    1. Introduction
    2. Definitions for Innovation
    3. The Business Need
    4. Innovation Literature
    5. Project Management Literature
    6. Innovation Benchmarking
    7. Value: The Missing Link
    8. Innovation Targeting
    9. Timeline for Innovation Targeting
    10. Innovation in Small Companies
    11. Seven Critical Dimensions for Scaling Project Management Innovation
    12. Implications and Issues for Project Managers and Innovation Personnel
  7. 2 TYPES OF INNOVATION
    1. Introduction
    2. Continuous Versus Discontinuous Innovation
    3. Incremental Versus Radical Innovation
    4. Understanding Innovation Differences
    5. Incremental Innovation Versus New Product Development
    6. Product Development Innovation Categories
    7. Closed and Open Innovation
    8. Crowdsourcing
    9. Co-Creation Innovation
    10. Open Innovation in Action: Airbus and Co-creation Partnerships
    11. Value (Or Value-Driven) Innovation
    12. Agile Innovation
    13. Agile Innovation in Action: Deloitte
    14. Government Innovation
    15. Financial Innovation
    16. Healthcare Innovation
    17. Brand Innovation
    18. Sustainable Innovation
    19. Humanitarian/Social Innovation
    20. Social Innovation in Action: Hitachi
    21. Educational Innovation
    22. Manufacturing Innovation
    23. A Case Study
    24. Nontechnical Innovation in Action
    25. Other Categories of Innovation
    26. Role of the Board of Directors
    27. Finding an Innovation Project Sponsor
    28. Implications and Issues for Project Managers and Innovation Personnel
  8. 3 INNOVATION AND STRATEGIC PLANNING
    1. Introduction
    2. Role of the Innovation Project Manager in Strategic Planning
    3. Role of the Portfolio PMO
    4. Business Impact Analysis
    5. Innovation Maturity Models
    6. Types of Strategies
    7. Role of Innovation in Strategic Planning
    8. Role of Marketing in Strategic Innovation Planning
    9. Product Portfolio Analysis
    10. Identifying Core Competencies Using SWOT Analysis
    11. Innovation Project Management Competency Models in Action: Eli Lilly
    12. Marketing’s Involvement with Innovation Project Managers
    13. Product Life Cycles
    14. Classification of R&D Projects
    15. Research Versus Development
    16. The Research and Development Ratio
    17. Offensive Versus Defensive Innovation
    18. Modeling the R&D Planning Function
    19. Priority Setting
    20. Contract R&D
    21. Nondisclosure Agreements, Secrecy Agreements, and Confidentiality Agreements
    22. Government Influence
    23. Sources for Innovation Technology
    24. Sources of Ideas
    25. The Project Manager’s Role in Developing Innovation Skills and Ideas in People
    26. Establishing a Project Selection Criteria
    27. Project Selection Issues
    28. Economic Evaluation of Projects
    29. Role of the Project Manager in Project Selection
    30. Project Selection and Politics
    31. Project Readjustments
    32. Project Termination
    33. Implications and Issues for Project Managers and Innovation Personnel
  9. 4 INNOVATION TOOLS AND PROCESSES
    1. Introduction
    2. New Product Development
    3. The Fuzzy Front End
    4. Prioritizing Product Features
    5. Line of Sight
    6. Misalignment Issues
    7. Risk Management
    8. The Innovation Culture
    9. Innovation Functional Units
    10. Innovative Cultures and Corporate Leadership
    11. Idea Generation
    12. Spinoff Innovations
    13. Understanding Reward Systems
    14. Innovation Leadership in Action: Medtronic
    15. IPM Skills Needed
    16. Design Thinking
    17. Brainstorming
    18. Whiteboarding
    19. Mind Maps
    20. Active Listening
    21. Pitching the Innovation
    22. Cognitive Biases
    23. Prototypes
    24. Creativity and Innovation Fears
    25. Innovation Governance
    26. Corporate Innovation Governance Risks
    27. Transformational Governance
    28. Balanced Scorecard
    29. Strategy Maps
    30. Innovation Portfolio Management
    31. Innovation Sponsorship
    32. The Innovation Team
    33. Virtual Versus Co-Located Innovation Teams
    34. Artificial Intelligence and IPM
    35. The Need for PM 2.0 and PM 3.0
    36. Implications and Issues for Project Managers and Innovation Personnel
  10. 5 FROM TRADITIONAL TO INNOVATION PROJECT MANAGEMENT THINKING
    1. Introduction
    2. Information Warehouses
    3. Innovation Planning Overview
    4. Innovation Methodologies
    5. Methodology Gates
    6. Innovation Assumptions
    7. Validating the Objectives
    8. Differing Views of the Project
    9. Life-Cycle Phases
    10. Life-Cycle Costing
    11. Work Breakdown Structure
    12. Budgeting
    13. Scheduling
    14. Scope Change Control
    15. Technology Readiness Levels
    16. Lean Project Management: Kanban
    17. Communication
    18. Enabling Innovation Success in Solution Design and Delivery in Healthcare Business
    19. Innovation in Action: Dubai Customs and the Accelerated Exploratory Lab
    20. Innovation in Action: Merck KGaA, Darmstadt, Germany
    21. Innovation in Action: Repsol
    22. Staffing Innovation Projects
    23. Implications and Issues for Project Managers and Innovation Personnel
  11. 6 INNOVATION MANAGEMENT SOFTWARE
    1. Introduction
    2. Origin and Benefits of Innovation Software
    3. Software Innovation in Action: IdeaScale
    4. Software Innovation in Action: Hype Innovation
    5. Software and Open Innovation
    6. Implications and Issues for Project Managers and Innovation Personnel
  12. 7 VALUE-BASED INNOVATION PROJECT MANAGEMENT METRICS
    1. Introduction
    2. Value Over the Years
    3. Value and Leadership
    4. Combining Benefits and Value
    5. Recognizing the Need for Value Metrics
    6. The Need for Effective Measurement Techniques
    7. Measuring Intangible Assets
    8. Customer / Stakeholder Impact on Value Metrics
    9. Customer Value Management Programs
    10. The Relationship between Project Management and Value
    11. Creating an Innovation Project Management Baseline
    12. Selecting the Right Metrics
    13. The Failure of Traditional Metrics and KPIs
    14. The Need for Value Metrics
    15. Creating Value Metrics
    16. Industry Examples of Innovation Value Metrics
    17. Alignment to Strategic Business Objectives
    18. Metrics for Innovation Governance
    19. Innovation Metrics in Action: InnovationLabs
    20. The Dark Side of Innovation Metrics
    21. Establishing a Metrics Management Program
    22. Implications and Issues for Project Managers and Innovation Personnel
  13. 8 BUSINESS MODELS
    1. Introduction
    2. From Project Manager to Designer
    3. Business Models and Value
    4. Business Model Characteristics
    5. Strategic Partnerships
    6. Business Intelligence
    7. Skills for the Business Model Innovator
    8. Business Model Enhancements
    9. Types of Business Models
    10. Business Models and Strategic Alliances
    11. Identifying Business Model Threats
    12. Business Model Failure
    13. Business Models and Lawsuits
    14. Implications and Issues for Project Managers and Innovation Personnel
  14. 9 DISRUPTIVE INNOVATION
    1. Introduction
    2. Early Understanding of Disruption
    3. Innovation and the Business Model Disruption
    4. Categories of Disruptive Innovations
    5. The Dark Side of Disruptive Innovation
    6. Using Integrated Product/Project Teams
    7. Disruptive Innovation in Action
    8. Implications and Issues for Project Managers and Innovation Personnel
  15. 10 INNOVATION ROADBLOCKS
    1. Introduction
    2. The Failure of Success
    3. One Size Fits All
    4. Insufficient Line of Sight
    5. Failing to Search for Ideas
    6. Sense of Urgency
    7. Working with Prima Donnas
    8. Lack of Collaboration
    9. Politics
    10. Project Workloads
    11. Intellectual Property Rights
    12. Not Understanding the Relationship between Creativity and Innovation
    13. Too Many Assumptions
    14. Innovation Funding
    15. Cash Flow and Financial Uncertainty
    16. Control, Control, and Control
    17. Analysis–Paralysis
    18. Innovation in Action: Naviair
    19. Innovation in Action: Overcoming the Roadblocks
  16. 11 DEFINING INNOVATION SUCCESS AND FAILURE
    1. Introduction
    2. The Business Side of Traditional Project Success
    3. Defining Project Success: The Early Years
    4. Redefining Project Success: Approaching the Twenty-First Century
    5. Degrees of Success and Failure
    6. Defining Success at the Beginning of the Project
    7. The Role of Marketing in Defining Innovation Success
    8. The Business Side of Innovation Success
    9. Prioritization of the Success Factors
    10. Innovation Project Success and Core Competencies
    11. Innovation Project Success and Business Models
    12. Causes of Innovation Project Failure
    13. Identifying the Success and Failure Criteria
    14. Post-Failure Success Analysis
    15. Sensemaking
    16. The Need for New Metrics
    17. Learning from Failure
    18. The Failure of Success
    19. Conclusion
    20. Implications and Issues for Project Managers and Innovation Personnel
  17. 12 INNOVATION IN ACTION
    1. Introduction
    2. Innovation in Action: Apple
    3. Innovation in Action: Facebook
    4. Innovation in Action: IBM
    5. Innovation in Action: Texas Instruments
    6. Innovation in Action: 3M
    7. Innovation in Action: Motorola
    8. Innovation Project Management: The Case of KAUST Smart
    9. Key Characteristic of KAUST Smart Projects (What makes KAUST Smart Projects Unique)
    10. Recent and Ongoing Project Examples
    11. Innovation in Action: Samsung
    12. Agile Innovation in Action: Integrated Computer Solutions, Inc
    13. Innovation in Action: COMAU
    14. Innovation in Action: Tokio Marine and Nichido Systems
    15. Innovation in Action: GEA
    16. Innovation Management at GEA – The Strategic Parts
    17. Innovation in Action: Wärtsilä Energy Solutions
    18. Critical Issues
  18. 13 CASE STUDIES
    1. Disney (A): Innovation Project Management Skills at Disney
    2. Disney (B): Creating Innovation: Disney’s Haunted Mansion
    3. Disney (C): Impact Of Culture On Global Innovation Opportunities
    4. Disney (D): The Partnership Side Of Global Business Model Innovation
    5. Case Study: Boeing 787 Dreamliner: Managing Innovation Risks with a New Business Model
    6. Case Study: The Sydney Australia Opera House
    7. Case Study: Ampore Faucet Company: Managing Different Views on Innovation
    8. Case Study: The Innovation Sponsors
    9. Case Study: The Rise, Fall, and Resurrection of Iridium: When an Innovation Business Model Fails
    10. Case Study: Zane Corporation: Selecting an Innovation Framework
    11. Case Study: Redstone Inc.: Understanding Innovation Cultures
    12. Case Study: The Government Think Tank: The Failure of Crowdsourcing
    13. Case Study: Lego: Brand Management Innovation
  19. INDEX
  20. End User License Agreement

Product information

  • Title: Innovation Project Management, 2nd Edition
  • Author(s): Harold Kerzner
  • Release date: December 2022
  • Publisher(s): Wiley
  • ISBN: 9781119931249