book

Managing Innovative Projects and Programs

by H. James Harrington, Sid Ahmed Benraouane

July 2022

Intermediate to advanced

354 pages

8h 11m

English

Productivity Press

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Introduction to Project InnovationToday’s DilemmaAddressing the “Unaddressable”Factors Affecting InnovationThe Five Types of InnovationThe Three Subcategories of InnovationConclusions Related to Types of InnovationsCommon Creativity Innovation KillersYour Creative and Innovative PowersThe 10 SsClauses 1, 2, and 3Knowledge Management System
IntroductionTIMEISO 56000:2020 StandardsISO 56002:2019 StandardClause 4.0 – Context of the OrganizationClause 5.0 – LeadershipClause 6.0 – PlanningClause 7.0 – SupportClause 8.0 – OperationsClause 9.0 – Performance EvaluationClause 10.0 – ImprovementMore Detailed View of Section 8: OperationalClause 8.1: Operational Planning and ControlCollaboration and PartnershipClause 8.2: Managing Innovation InitiativesSubclause 8.2.1: Managing Each Innovative InitiativesSubclause 8.2.2: Identify How to Implement Each Innovative InitiativeClause 8.3: Innovation ProcessesSubclause 8.3.1: IMS OverviewBuilding Blocks of the TIME PyramidThe Advantages of a Good IMSA Word of CautionIMS Summary
Assessment ApproachesAssessment ObjectivesThe Breath and the Extent of the AssessmentAssessment FocusExpertise Involved in AssessmentData Collection and Data Collection ToolsData TypeReference and ComparisonData InterpretationInnovation Management Outputs, Formats, and ReportsSection 5.2.1: Performance Criteria for Innovation Management
IntroductionThe Cast of PlayersResearch and DevelopmentProduct EngineeringManufacturing EngineeringMarketingExecutive Project SponsorProject Team LeadersTeam LeadersProject ManagersInnovation Project TeamTeam Ground Rules
ISO 56002:2019 Innovation Processes CyclePIC PhasesPIC TollgatesFive Tollgates SummaryIntroduction to PIC Three PhasesSix Levels of DocumentationHow to Apply the Six Levels of Documentation to InnovationLevel 0 – OrganizationalLevel I – SystemsLevel II – Phase Levels Are Divided into Process GroupingsLevel III – Process Groupings Are Divided into ProcessesLevel IV – Process Levels Are Divided into ActivitiesLevel V – Activities Are Divided into TasksActivity Block Diagrams
IntroductionProcess Grouping 1: Opportunity IdentificationInputs to Process Grouping 1: Opportunity IdentificationProcess Grouping 1: Opportunity Identification Activity Block DiagramTollgate IProcess Grouping 2: Opportunity DevelopmentObjective of Process Grouping 2: Opportunity DevelopmentProcess Grouping 2: Opportunity Development Activity Block Diagram for Apparent and/or Minor OpportunitiesProcess Grouping 2: Opportunity Development Activity Block Diagram for Major OpportunitiesProcess Grouping 2: Opportunity Development Activity Block Diagram for New Paradigms and Discovery OpportunitiesProcess Grouping 3: Value PropositionInputs to Process Grouping 3: Value PropositionProcess Grouping 3: Value Proposition and Tollgate II Activity Block DiagramTollgate II: Concept ApprovalProcess Grouping 4: Concept ValidationProcess Grouping 4: Concept Validation Activity Block DiagramSummary of Phase I: Creation
IntroductionTollgate III: Project ApprovalTollgate III: Activity Block DiagramTollgate III: Project Approval Supports the Business Case AnalysisProcess Grouping 5: Business Case AnalysisInputs to Process Grouping 5: Business Case AnalysisBusiness Case ValidationDocument Performance and Project Resource Requirements for Each Project/ProgramBusiness Cases That Do Not Require Additional ResourcesCriteria to Rank Business CasesResults of Business Case ApprovalProcess Grouping 5: Business Case Analysis Activity Block DiagramSummary of Process Grouping 5: Business Case Analysis and Tollgate IIIProcess Grouping 6: Resource ManagementInputs to Process Grouping 6: Resource ManagementProcess Grouping 6: Human Resource Staffing Activity Block DiagramProcess Grouping 6: Facilities Resource Management Activity Block DiagramFloor Space Resource Management Activity Block DiagramEquipment Resource Management Activity Block DiagramProcess Grouping 6: Facilities Setup Resource Management Activity Block DiagramProcess Grouping 6: Financial Resources Management Activity Block DiagramProcess Grouping 7: DocumentationSix Document Management SystemsProcess Grouping 7: Part 1 – Product Specifications Documentation Activity Block DiagramProcess Grouping 7: Part 2 – Project Management Plan and Facilities Planning Documentation Activity Block DiagramProcess Grouping 7: Part 3 – Suppliers and Contractors Documentation Activity Block DiagramProcess Grouping 7: Part 4 – Production Setup Documentation Activity Block DiagramProcess Grouping 7: Part 5 – Producing Output Controls Documentation Activity Block DiagramProcess Grouping 7: Part 6 – Marketing and Sales Documentation Activity Block DiagramSummary Process Grouping 7: DocumentationProcess Grouping 8: ProductionProcess Grouping 8: Production Activity Block DiagramTollgate IV: Customer Ship ApprovalTollgate IV: Customer Ship Approval Activity Block DiagramSummary Process Grouping 8: Production
IntroductionProcess Grouping 9: Marketing, Sales, and DeliveryProcess Grouping 9: Marketing, Sales, and Delivery Activity Block DiagramSummary of Process Grouping 9: Marketing, Sales, and DeliveryProcess Grouping 10: After-Sales Service ActivitiesProcess Grouping 10: After-Sales Services Activity Block DiagramProcess Grouping 11: Performance AnalysisTollgate V: Project EvaluationTypical Improvement Methodology ResultsTop Five Positive/Negative Innovation Change ImpactsProcess Grouping 11: Performance Analysis Activity Block DiagramSummaryProcess Grouping 12: TransformationProcess Grouping 12: Transformation Activity Block DiagramSummary
IntroductionArea Activity Analysis: A Key 2020s Tool Put on the Back BurnerIntroductionBenefits of AAAFeatures of AAABackgroundAAA MethodologyPhase I: Preparation for AAAPhase II: Develop Area Mission StatementPhase III: Define Area ActivitiesPhase IV: Develop Customer RelationshipsPhase V: Analyze the Activity’s EfficiencyPhase VI: Develop Supplier PartnershipsPhase VII: Performance ImprovementSummaryBenchmarking for Better InnovationIntroductionBenchmarking Cycle TimeEvaluating Competitive ProductsBenchmarking Code of ConductBenchmarking ProtocolExamplesSoftwareDesign for XIntroductionUserHow to Use the ToolKnowledge Management SystemDesign GuidelinesDesign Analysis ToolsDesign for X ProcedureDesign for SafetyDesign for ReliabilityDesign for TestabilityDesign for Assembly/ManufacturingDesign for EnvironmentDesign for ServiceabilityDesign for ErgonomicsDesign for AestheticsDesign for PackagingDesign for FeaturesDesign for Time to MarketSummaryKnowledge Management ExcellenceWhat Is Knowledge?Implementing a KMSStarting and Implementing a KMSKMS Maturity GridRisk ManagementIntroductionRisk Management FrameworkA Typology of RisksWays of Dealing with RiskRisk Management Framework: ISO 3100 GuidelinesThe Risk Assessment ProcessRisk Management in ISO 56002:2019SurveysDesigning Survey QuestionsNotes

Overview

It has been estimated that over 75% of the innovative projects that begin through the Innovation Management System are either a failure or they failed to produce the desired results.