Leading and Managing Innovation, 2nd Edition

Book description

The primary cause of many project failures is that responsible executives, because of their lack of knowledge in project management, fail to demand that their managers and staff properly utilize the well-proven best practices, processes, systems, and tools that are now available in this field. This book remedies this situation by providing executives at all levels with the understanding and knowledge needed to best take advantage of the power of effective project management and thereby lead and manage innovations within their enterprise.

In Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program, and Portfolio Management, Second Edition, the authors present concise descriptions of

  • The key concepts underlying project and program management
  • The important characteristics of projects and programs
  • How projects and programs are best governed and managed
  • How to determine if the desired benefits have actually been achieved

The book presents a list of 31 reasonable demands that executives can and must place on their staff members to ensure excellence in the way their programs and projects are created, selected for funding, planned, and executed. Placing these demands communicates to the entire enterprise that top management understands what it takes to achieve the best performance possible and fully supports the continuous improvement needed to ensure continued success.

Leading and Managing Innovation explains how to measure the project management maturity level of an enterprise, benchmark against competitors, and identify where project management improvements are required. It discusses the many ways that an enterprise can derive substantial success and competitive advantage from increasing its project management maturity level.

A helpful quick reference summary of all of the book’s key information is included in the final chapter. Armed with this information, you will be well-qualified to give excellent direction to your managers and staff to ensure that your vital capability in the field of project management—and how you manage innovation—is equal to or better than that of your competitors.

Table of contents

  1. Cover
  2. Half Title
  3. Title Page
  4. Copyright Page
  5. Table of Contents
  6. Preface to the Second Edition
  7. Preface to the First Edition
  8. Acknowledgments
  9. 1 Innovations Are Achieved through Projects
    1. Importance of Innovation
    2. Systemic versus Incremental Innovation
    3. Creativity and Innovation
    4. All Significant Innovations Are Achieved through Projects
    5. Structured, Well-Managed Innovation
    6. Steve Jobs, the Computer Mouse, and Innovation through Project Management
    7. How DARPA and Google Achieve Significant Innovations
    8. What All Executives Must Know about Project Management
  10. 2 The Essence of the Key Project Management Concepts
    1. Project Management versus Operations Management
    2. Three Underlying Concepts of Project Management
      1. First Concept
      2. Second Concept
      3. Third Concept
      4. These Three Basic Concepts Underlie All of the Policies, Principles, and Practices of Project Management
    3. The Objectives of Project Management Are Two-Fold
    4. Strategic Transformative versus Traditional or Routine Projects
    5. Strategic Transformative Programs
    6. Project-Driven versus Project-Dependent Enterprises
    7. Origins of Projects: The Incubation/Feasibility Phase
    8. Post-Project Evaluation Phase
  11. 3 Categories and Characteristics of Projects
    1. The Need for Categorizing Projects and Programs
    2. Methods of Project Categorization
      1. Strategic Categorization by Market Share and Strategic Intent
      2. Project Categorization by Scope and Technology
    3. The Project Diamond Model to Distinguish between Projects
    4. Categorizing by a Project’s Products and/or Other Results
      1. Major and Minor Projects within a Category
      2. Project Complexity and Risk
      3. Strategic Transformational Projects and Programs
      4. “Mega” Projects and Programs
  12. 4 Project Portfolio Management
    1. Types of Project Portfolios
    2. Three Types of Innovation Investments
    3. Project Portfolio Management Process
    4. The Power of Portfolio Management
    5. Published Guides and Standards for Project Portfolio Management
    6. Project Portfolio Management Information System Applications
      1. The Need for One Integrated System
  13. 5 Project Management Offices (PMOs)
    1. The Chief Projects Officer (CPO) Role
    2. Implementation and Evolution of PMOs
    3. Alternative Charters for PMOs
    4. Problems and Pitfalls with PMOs
    5. Assuring Success of PMO Implementation
    6. The State of the PMO 2014
  14. 6 Managing Individual Projects
    1. The Project Manager
      1. Project Managers as Senior Executives
    2. Project Controls
    3. Success Driven Project Management (SDPM) Methodology
    4. Evaluating Success in Project Management
      1. Project Success and Project Value
  15. 7 What Executives Must Demand to Achieve Effective Project Management
    1. Why Executives Have Failed to Recognize the Vital Nature of Project Management
    2. Executives’ Lack of Understanding of Project Management Is a Primary Cause of Project Failures
  16. 8 Maturity of Organizations in Project Management
    1. Project Management Maturity Can Be Viewed from Three Perspectives
    2. Importance of Measuring PM Capability Maturity
    3. 2014 Brazil PM Maturity Research Results
  17. 9 Development of the Profession of Project Management
    1. Origins of Modern Project Management
    2. Project Management Associations, Standards, and Certifications
    3. University Degrees in Project Management
  18. 10 Summary: What All Executives Need to Know
    1. All Innovations Are Achieved through Projects
    2. Project Management Concepts
    3. Projects and Programs
    4. Project Portfolio Management
    5. Project Management Offices (PMOs)
    6. Managing Individual Major Projects
    7. Demanding Excellence in Project Management
    8. Maturity of Organizations in Project Management
    9. Development of the Profession of Project Management
    10. Project Management Is Now a Vital Capability for All Enterprises Desiring to Innovate
  19. Appendix: Project Manager Duties and Responsibilities
  20. References
  21. Index
  22. About the Authors

Product information

  • Title: Leading and Managing Innovation, 2nd Edition
  • Author(s): Russell D. Archibald, Shane Archibald
  • Release date: November 2016
  • Publisher(s): Auerbach Publications
  • ISBN: 9781351727419