Innovation Project Management

Innovation Project Management

by Harold Kerzner
Released September 2019
Publisher(s): Wiley
ISBN: 9781119587293

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Book description

Actionable tools, processes and metrics for successfully managing innovation projects

Conventional project management methods are oftentimes insufficient for managing innovation projects. Innovation is lost under the pre-determined scope and forecasted environments of traditional project management. There is tremendous pressure on organizations to innovate, and the project managers responsible for managing these innovation projects do not have the training or tools to do their jobs effectively. Innovation Project Management provides the tools, insights, and metrics needed to successfully manage innovation projects—helping readers identify problems in their organization, conceive elegant solutions, and, when necessary, promote changes to their organizational culture. 

There are several kinds of innovation—ranging from incremental changes to existing products to wholly original processes that emerge from market-disrupting new technology—that possess different characteristics and often require different tools. Best-selling author and project management expert Harold Kerzner integrates innovation, project management, and strategic planning to offer students and practicing professionals the essential tools and processes to analyze innovation from all sides. Innovation Project Management deconstructs traditional project management methods and explains why and how innovation projects should be managed differently. This invaluable resource: 

  • Provides practical advice and actionable tools for effectively managing innovation projects
  • Offers value-based project management metrics and guidance on how to establish a metrics management program
  • Shares exclusive insights from project managers at world-class organizations such as Airbus, Boeing, Hitachi, IBM, and Siemens on how they manage innovation projects
  • Explores a variety of types of innovation including co-creation, value-driven, agile, open versus closed, and more
  • Instructors have access to PowerPoint lecture slides by chapter through the book’s companion website

Innovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects is an essential text for professional project managers, corporate managers, innovation team members, as well as students in project management, innovation and entrepreneurship programs. 

Table of contents

  1. Cover
  2. Preface
  3. 1 Introduction 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
    13. REFERENCES
    14. NOTES
  4. 2 Types of Innovation
    1. INTRODUCTION
    2. INCREMENTAL VERSUS RADICAL INNOVATION
    3. UNDERSTANDING INNOVATION DIFFERENCES
    4. PRODUCT DEVELOPMENT INNOVATION CATEGORIES
    5. CLOSED AND OPEN INNOVATION
    6. CROWDSOURCING
    7. CO-CREATION INNOVATION
    8. OPEN INNOVATION IN ACTION: AIRBUS AND CO-CREATION PARTNERSHIPS
    9. VALUE (OR VALUE-DRIVEN) INNOVATION
    10. AGILE INNOVATION
    11. AGILE INNOVATION IN ACTION: DELOITTE
    12. AGILE INNOVATION IN ACTION: STAR ALLIANCE
    13. GOVERNMENT INNOVATION
    14. HUMANITARIAN/SOCIAL INNOVATION
    15. SOCIAL INNOVATION IN ACTION: HITACHI
    16. NONTECHNICAL INNOVATION IN ACTION
    17. OTHER CATEGORIES OF INNOVATION
    18. ROLE OF THE BOARD OF DIRECTORS
    19. FINDING AN INNOVATION PROJECT SPONSOR
    20. IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
    21. REFERENCES
    22. NOTES
  5. 3 Innovation and Strategic Planning
    1. INTRODUCTION
    2. ROLE OF THE INNOVATION PROJECT MANAGER IN STRATEGIC PLANNING
    3. ROLE OF THE PORTFOLIO PMO
    4. TYPES OF STRATEGIES
    5. ROLE OF INNOVATION IN STRATEGIC PLANNING
    6. ROLE OF MARKETING IN STRATEGIC INNOVATION PLANNING
    7. PRODUCT PORTFOLIO ANALYSIS
    8. IDENTIFYING CORE COMPETENCIES USING SWOT ANALYSIS
    9. INNOVATION PROJECT MANAGEMENT COMPETENCY MODELS IN ACTION: ELI LILLY
    10. MARKETING'S INVOLVEMENT WITH INNOVATION PROJECT MANAGERS
    11. PRODUCT LIFE CYCLES
    12. CLASSIFICATION OF R&D PROJECTS
    13. RESEARCH VERSUS DEVELOPMENT
    14. THE RESEARCH AND DEVELOPMENT RATIO
    15. OFFENSIVE VERSUS DEFENSIVE INNOVATION
    16. MODELING THE R&D PLANNING FUNCTION
    17. PRIORITY SETTING
    18. CONTRACT R&D
    19. NONDISCLOSURE AGREEMENTS, SECRECY AGREEMENTS, AND CONFIDENTIALITY AGREEMENTS
    20. GOVERNMENT INFLUENCE
    21. SOURCES FOR INNOVATION TECHNOLOGY
    22. SOURCES OF IDEAS
    23. PROJECT SELECTION ISSUES
    24. ECONOMIC EVALUATION OF PROJECTS
    25. PROJECT READJUSTMENTS
    26. PROJECT TERMINATION
    27. IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
    28. REFERENCES
    29. NOTES
  6. 4 Innovation Tools and Processes
    1. INTRODUCTION
    2. NEW PRODUCT DEVELOPMENT
    3. THE FUZZY FRONT END
    4. LINE OF SIGHT
    5. RISK MANAGEMENT
    6. THE INNOVATION CULTURE
    7. INNOVATIVE CULTURES AND CORPORATE LEADERSHIP
    8. IDEA GENERATION
    9. SPINOFF INNOVATIONS
    10. UNDERSTANDING REWARD SYSTEMS
    11. INNOVATION LEADERSHIP IN ACTION: MEDTRONIC
    12. IPM SKILLS NEEDED
    13. DESIGN THINKING
    14. BRAINSTORMING
    15. PROTOTYPES
    16. CREATIVITY AND INNOVATION FEARS
    17. INNOVATION GOVERNANCE
    18. TRANSFORMATIONAL GOVERNANCE
    19. BALANCED SCORECARD
    20. STRATEGY MAPS
    21. INNOVATION PORTFOLIO MANAGEMENT
    22. INNOVATION SPONSORSHIP
    23. THE INNOVATION TEAM
    24. VIRTUAL VERSUS CO-LOCATED INNOVATION TEAMS
    25. THE NEED FOR PM 2.0 AND PM 3.0
    26. IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
    27. REFERENCES
    28. NOTES
  7. 5 From Traditional to Innovation Project Management Thinking
    1. INTRODUCTION
    2. INFORMATION WAREHOUSES
    3. INNOVATION PLANNING OVERVIEW
    4. INNOVATION ASSUMPTIONS
    5. VALIDATING THE OBJECTIVES
    6. LIFE-CYCLE PHASES
    7. WORK BREAKDOWN STRUCTURE
    8. BUDGETING
    9. SCHEDULING
    10. SCOPE CHANGE CONTROL
    11. COMMUNICATION
    12. COMMUNICATION INNOVATION IN ACTION: ARCADIS
    13. INNOVATION IN ACTION: NTT DATA
    14. SOLUTION INNOVATION IN ACTION: PHILIPS BUSINESS GROUP MONITORING AND ANALYTICS AND THERAPEUTIC CARE SERVICES
    15. INNOVATION IN ACTION: DUBAI CUSTOMS AND THE ACCELERATED EXPLORATORY LAB
    16. INNOVATION IN ACTION: MERCK
    17. INNOVATION IN ACTION: REPSOL
    18. STAFFING INNOVATION PROJECTS
    19. IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
    20. REFERENCES
    21. NOTES
  8. 6 Innovation Management Software
    1. INTRODUCTION
    2. ORIGIN AND BENEFITS OF INNOVATION SOFTWARE
    3. SOFTWARE INNOVATION IN ACTION: IDEASCALE
    4. SOFTWARE INNOVATION IN ACTION: QMARKETS
    5. SOFTWARE INNOVATION IN ACTION: HYPE INNOVATION
    6. SOFTWARE AND OPEN INNOVATION
    7. IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
    8. REFERENCES
    9. NOTES
  9. 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. CUSTOMER/STAKEHOLDER IMPACT ON VALUE METRICS
    8. CUSTOMER VALUE MANAGEMENT PROGRAMS
    9. THE RELATIONSHIP BETWEEN PROJECT MANAGEMENT AND VALUE
    10. SELECTING THE RIGHT METRICS
    11. THE FAILURE OF TRADITIONAL METRICS AND KPIS
    12. THE NEED FOR VALUE METRICS
    13. CREATING VALUE METRICS
    14. INDUSTRY EXAMPLES OF INNOVATION VALUE METRICS
    15. ALIGNMENT TO STRATEGIC BUSINESS OBJECTIVES
    16. METRICS FOR INNOVATION GOVERNANCE
    17. INNOVATION METRICS IN ACTION: INNOVATIONLABS
    18. THE DARK SIDE OF INNOVATION METRICS
    19. ESTABLISHING A METRICS MANAGEMENT PROGRAM
    20. IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
    21. REFERENCES
    22. NOTES
  10. 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
    15. REFERENCES
    16. NOTES
  11. 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
    9. REFERENCES
    10. NOTES
  12. 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
    20. REFERENCES
    21. NOTES
  13. 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. IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
    15. REFERENCES
  14. 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 IN ACTION: ZURICH NORTH AMERICA
    9. INNOVATION IN ACTION: UNICEF USA
    10. INNOVATION IN ACTION: SAMSUNG
    11. AGILE INNOVATION IN ACTION: INTEGRATED COMPUTER SOLUTIONS, INC.
    12. INNOVATION IN ACTION: COMAU
    13. INNOVATION IN ACTION: TOKIO MARINE AND NICHIDO SYSTEMS
    14. INNOVATION IN ACTION: GEA
    15. INNOVATION IN ACTION: AIRBUS SPACE AND DEFENCE
    16. INNOVATION IN ACTION: THYSSENKRUPP
    17. INNOVATION IN ACTION: WÄRTSILÄ ENERGY SOLUTIONS
    18. WORKING TOGETHER: ABC TRAINING SOFTWARE DEVELOPMENT PROJECT REVIVAL
    19. CRITICAL ISSUES
    20. REFERENCES
    21. NOTES
  15. 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. REFERENCES
    11. NOTES
  16. Index
  17. End User License Agreement

Product information

  • Title: Innovation Project Management
  • Author(s): Harold Kerzner
  • Release date: September 2019
  • Publisher(s): Wiley
  • ISBN: 9781119587293