76,99 €
Mehr erfahren.
- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
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.
Sie lesen das E-Book in den Legimi-Apps auf:
Seitenzahl: 1155
Veröffentlichungsjahr: 2019
Ähnliche
Table of Contents
Cover
Preface
1 Introduction to Innovation Project Management
INTRODUCTION
DEFINITIONS FOR INNOVATION
THE BUSINESS NEED
INNOVATION LITERATURE
PROJECT MANAGEMENT LITERATURE
INNOVATION BENCHMARKING
VALUE: THE MISSING LINK
INNOVATION TARGETING
TIMELINE FOR INNOVATION TARGETING
INNOVATION IN SMALL COMPANIES
SEVEN CRITICAL DIMENSIONS FOR SCALING PROJECT MANAGEMENT INNOVATION
IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
REFERENCES
NOTES
2 Types of Innovation
INTRODUCTION
INCREMENTAL VERSUS RADICAL INNOVATION
UNDERSTANDING INNOVATION DIFFERENCES
PRODUCT DEVELOPMENT INNOVATION CATEGORIES
CLOSED AND OPEN INNOVATION
CROWDSOURCING
CO-CREATION INNOVATION
OPEN INNOVATION IN ACTION: AIRBUS AND CO-CREATION PARTNERSHIPS
VALUE (OR VALUE-DRIVEN) INNOVATION
AGILE INNOVATION
AGILE INNOVATION IN ACTION: DELOITTE
AGILE INNOVATION IN ACTION: STAR ALLIANCE
GOVERNMENT INNOVATION
HUMANITARIAN/SOCIAL INNOVATION
SOCIAL INNOVATION IN ACTION: HITACHI
NONTECHNICAL INNOVATION IN ACTION
OTHER CATEGORIES OF INNOVATION
ROLE OF THE BOARD OF DIRECTORS
FINDING AN INNOVATION PROJECT SPONSOR
IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
REFERENCES
NOTES
3 Innovation and Strategic Planning
INTRODUCTION
ROLE OF THE INNOVATION PROJECT MANAGER IN STRATEGIC PLANNING
ROLE OF THE PORTFOLIO PMO
TYPES OF STRATEGIES
ROLE OF INNOVATION IN STRATEGIC PLANNING
ROLE OF MARKETING IN STRATEGIC INNOVATION PLANNING
PRODUCT PORTFOLIO ANALYSIS
IDENTIFYING CORE COMPETENCIES USING SWOT ANALYSIS
INNOVATION PROJECT MANAGEMENT COMPETENCY MODELS IN ACTION: ELI LILLY
MARKETING'S INVOLVEMENT WITH INNOVATION PROJECT MANAGERS
PRODUCT LIFE CYCLES
CLASSIFICATION OF R&D PROJECTS
RESEARCH VERSUS DEVELOPMENT
THE RESEARCH AND DEVELOPMENT RATIO
OFFENSIVE VERSUS DEFENSIVE INNOVATION
MODELING THE R&D PLANNING FUNCTION
PRIORITY SETTING
CONTRACT R&D
NONDISCLOSURE AGREEMENTS, SECRECY AGREEMENTS, AND CONFIDENTIALITY AGREEMENTS
GOVERNMENT INFLUENCE
SOURCES FOR INNOVATION TECHNOLOGY
SOURCES OF IDEAS
PROJECT SELECTION ISSUES
ECONOMIC EVALUATION OF PROJECTS
PROJECT READJUSTMENTS
PROJECT TERMINATION
IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
REFERENCES
NOTES
4 Innovation Tools and Processes
INTRODUCTION
NEW PRODUCT DEVELOPMENT
THE FUZZY FRONT END
LINE OF SIGHT
RISK MANAGEMENT
THE INNOVATION CULTURE
INNOVATIVE CULTURES AND CORPORATE LEADERSHIP
IDEA GENERATION
SPINOFF INNOVATIONS
UNDERSTANDING REWARD SYSTEMS
INNOVATION LEADERSHIP IN ACTION: MEDTRONIC
IPM SKILLS NEEDED
DESIGN THINKING
BRAINSTORMING
PROTOTYPES
CREATIVITY AND INNOVATION FEARS
INNOVATION GOVERNANCE
TRANSFORMATIONAL GOVERNANCE
BALANCED SCORECARD
STRATEGY MAPS
INNOVATION PORTFOLIO MANAGEMENT
INNOVATION SPONSORSHIP
THE INNOVATION TEAM
VIRTUAL VERSUS CO-LOCATED INNOVATION TEAMS
THE NEED FOR PM 2.0 AND PM 3.0
IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
REFERENCES
NOTES
5 From Traditional to Innovation Project Management Thinking
INTRODUCTION
INFORMATION WAREHOUSES
INNOVATION PLANNING OVERVIEW
INNOVATION ASSUMPTIONS
VALIDATING THE OBJECTIVES
LIFE-CYCLE PHASES
WORK BREAKDOWN STRUCTURE
BUDGETING
SCHEDULING
SCOPE CHANGE CONTROL
COMMUNICATION
COMMUNICATION INNOVATION IN ACTION: ARCADIS
INNOVATION IN ACTION: NTT DATA
SOLUTION INNOVATION IN ACTION: PHILIPS BUSINESS GROUP MONITORING AND ANALYTICS AND THERAPEUTIC CARE SERVICES
INNOVATION IN ACTION: DUBAI CUSTOMS AND THE ACCELERATED EXPLORATORY LAB
INNOVATION IN ACTION: MERCK KGaA
INNOVATION IN ACTION: REPSOL
STAFFING INNOVATION PROJECTS
IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
REFERENCES
NOTES
6 Innovation Management Software
INTRODUCTION
ORIGIN AND BENEFITS OF INNOVATION SOFTWARE
SOFTWARE INNOVATION IN ACTION: IDEASCALE
SOFTWARE INNOVATION IN ACTION: QMARKETS
SOFTWARE INNOVATION IN ACTION: HYPE INNOVATION
SOFTWARE AND OPEN INNOVATION
IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
REFERENCES
NOTES
7 Value-Based Innovation Project Management Metrics
INTRODUCTION
VALUE OVER THE YEARS
VALUE AND LEADERSHIP
COMBINING BENEFITS AND VALUE
RECOGNIZING THE NEED FOR VALUE METRICS
THE NEED FOR EFFECTIVE MEASUREMENT TECHNIQUES
CUSTOMER/STAKEHOLDER IMPACT ON VALUE METRICS
CUSTOMER VALUE MANAGEMENT PROGRAMS
THE RELATIONSHIP BETWEEN PROJECT MANAGEMENT AND VALUE
SELECTING THE RIGHT METRICS
THE FAILURE OF TRADITIONAL METRICS AND KPIS
THE NEED FOR VALUE METRICS
CREATING VALUE METRICS
INDUSTRY EXAMPLES OF INNOVATION VALUE METRICS
ALIGNMENT TO STRATEGIC BUSINESS OBJECTIVES
METRICS FOR INNOVATION GOVERNANCE
INNOVATION METRICS IN ACTION: INNOVATIONLABS
THE DARK SIDE OF INNOVATION METRICS
ESTABLISHING A METRICS MANAGEMENT PROGRAM
IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
REFERENCES
NOTES
8 Business Models
INTRODUCTION
FROM PROJECT MANAGER TO DESIGNER
BUSINESS MODELS AND VALUE
BUSINESS MODEL CHARACTERISTICS
STRATEGIC PARTNERSHIPS
BUSINESS INTELLIGENCE
SKILLS FOR THE BUSINESS MODEL INNOVATOR
BUSINESS MODEL ENHANCEMENTS
TYPES OF BUSINESS MODELS
BUSINESS MODELS AND STRATEGIC ALLIANCES
IDENTIFYING BUSINESS MODEL THREATS
BUSINESS MODEL FAILURE
BUSINESS MODELS AND LAWSUITS
IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
REFERENCES
NOTES
9 Disruptive Innovation
INTRODUCTION
EARLY UNDERSTANDING OF DISRUPTION
INNOVATION AND THE BUSINESS MODEL DISRUPTION
CATEGORIES OF DISRUPTIVE INNOVATIONS
THE DARK SIDE OF DISRUPTIVE INNOVATION
USING INTEGRATED PRODUCT/PROJECT TEAMS
DISRUPTIVE INNOVATION IN ACTION
IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
REFERENCES
NOTES
10 Innovation Roadblocks
INTRODUCTION
THE FAILURE OF SUCCESS
ONE SIZE FITS ALL
INSUFFICIENT LINE OF SIGHT
FAILING TO SEARCH FOR IDEAS
SENSE OF URGENCY
WORKING WITH PRIMA DONNAS
LACK OF COLLABORATION
POLITICS
PROJECT WORKLOADS
INTELLECTUAL PROPERTY RIGHTS
NOT UNDERSTANDING THE RELATIONSHIP BETWEEN CREATIVITY AND INNOVATION
TOO MANY ASSUMPTIONS
INNOVATION FUNDING
CASH FLOW AND FINANCIAL UNCERTAINTY
CONTROL, CONTROL, AND CONTROL
ANALYSIS-PARALYSIS
INNOVATION IN ACTION: NAVIAIR
INNOVATION IN ACTION: OVERCOMING THE ROADBLOCKS
REFERENCES
NOTES
11 Defining Innovation Success and Failure
INTRODUCTION
THE BUSINESS SIDE OF TRADITIONAL PROJECT SUCCESS
DEFINING PROJECT SUCCESS: THE EARLY YEARS
REDEFINING PROJECT SUCCESS: APPROACHING THE TWENTY-FIRST CENTURY
DEGREES OF SUCCESS AND FAILURE
DEFINING SUCCESS AT THE BEGINNING OF THE PROJECT
THE ROLE OF MARKETING IN DEFINING INNOVATION SUCCESS
THE BUSINESS SIDE OF INNOVATION SUCCESS
PRIORITIZATION OF THE SUCCESS FACTORS
INNOVATION PROJECT SUCCESS AND CORE COMPETENCIES
INNOVATION PROJECT SUCCESS AND BUSINESS MODELS
CAUSES OF INNOVATION PROJECT FAILURE
IDENTIFYING THE SUCCESS AND FAILURE CRITERIA
IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
REFERENCES
12 Innovation in Action
INTRODUCTION
INNOVATION IN ACTION: APPLE
INNOVATION IN ACTION: FACEBOOK
INNOVATION IN ACTION: IBM
INNOVATION IN ACTION: TEXAS INSTRUMENTS
INNOVATION IN ACTION: 3M
INNOVATION IN ACTION: MOTOROLA
INNOVATION IN ACTION: ZURICH NORTH AMERICA
INNOVATION IN ACTION: UNICEF USA
INNOVATION IN ACTION: SAMSUNG
AGILE INNOVATION IN ACTION: INTEGRATED COMPUTER SOLUTIONS, INC.
INNOVATION IN ACTION: COMAU
INNOVATION IN ACTION: TOKIO MARINE AND NICHIDO SYSTEMS
INNOVATION IN ACTION: GEA
INNOVATION IN ACTION: AIRBUS SPACE AND DEFENCE
INNOVATION IN ACTION: THYSSENKRUPP
INNOVATION IN ACTION: WÄRTSILÄ ENERGY SOLUTIONS
WORKING TOGETHER: ABC TRAINING SOFTWARE DEVELOPMENT PROJECT REVIVAL
CRITICAL ISSUES
REFERENCES
NOTES
13 Case Studies
DISNEY (A): INNOVATION PROJECT MANAGEMENT SKILLS AT DISNEY
DISNEY (B): CREATING INNOVATION: DISNEY'S HAUNTED MANSION
DISNEY (C): IMPACT OF CULTURE ON GLOBAL INNOVATION OPPORTUNITIES
DISNEY (D): THE PARTNERSHIP SIDE OF GLOBAL BUSINESS MODEL INNOVATION
CASE STUDY: BOEING 787 DREAMLINER: MANAGING INNOVATION RISKS WITH A NEW BUSINESS MODEL
CASE STUDY: THE SYDNEY AUSTRALIA OPERA HOUSE
CASE STUDY: AMPORE FAUCET COMPANY: MANAGING DIFFERENT VIEWS ON INNOVATION
CASE STUDY: THE INNOVATION SPONSORS
CASE STUDY: THE RISE, FALL, AND RESURRECTION OF IRIDIUM: WHEN AN INNOVATION BUSINESS MODEL FAILS
REFERENCES
NOTES
Index
End User License Agreement
List of Tables
Chapter 4
TABLE 4–1. DIFFERENCES BETWEEN TRADITIONAL AND INNOVATION PROJECT MANAGEMENT P...
TABLE 4–2. DIFFERENCES BETWEEN PM 1.0 AND PM 2.0
TABLE 4–3. DIFFERENCES BETWEEN PM 1.0, PM 2.0 AND PM 3.0
Chapter 5
TABLE 5–1. ASSUMPTION VALIDATION CHECKLIST
Chapter 6
TABLE 6–1. GROWTH IN THE IDEA GENERATION PROCESS
Chapter 7
TABLE 7–1. APPLICATION OF VPF TO INNOVATION PROJECT MANAGEMENT
TABLE 7–2. CHANGING VALUES
TABLE 7–3. MEASURING VALUE
TABLE 7–4. TYPICAL FINANCIAL VALUE METRICS
TABLE 7–5. PROBLEMS WITH MEASURING VALUE METRICS
TABLE 7–6. BEFORE AND AFTER CVM IMPLEMENTATION
TABLE 7–7. AUDIENCES FOR VARIOUS METRICS
TABLE 7–8. VALUE METRIC MEASUREMENT
TABLE 7–9. A VALUE METRIC WITH A REDUCTION IN FEATURES
TABLE 7–10. A VALUE METRIC WITH IMPROVED QUALITY, FEATURES, AND SAFETY
TABLE 7–11. CHANGING THE WEIGHTING FACTORS
TABLE 7–12. WEIGHTING FACTOR RANGES
TABLE 7–13. WEIGHTING FACTORS AND MEASUREMENTS
TABLE 7–14. CATEGORIES OF VALUE ATTRIBUTES
TABLE 7–15. INTERPRETATION OF ATTRIBUTES
Chapter 8
TABLE 8–1. EXAMPLES OF DISCONTINUITIES AND THEIR TRIGGERS
Chapter 9
TABLE 9–1. EFFECTIVE IPTS
TABLE 9–2. INEFFECTIVE IPTS
TABLE 9–3. EXAMPLES OF CHALLENGING ASSUMPTIONS
TABLE 9–4. DISRUPTION WINNERS AND LOSERS
Chapter 11
TABLE 11–1. SUCCESS FACTORS
TABLE 11–2. ENHANCING AND DESTROYING COMPETENCIES
Chapter 13
TABLE 13–1. CULTURAL DIFFERENCES BETWEEN JAPAN AND FRANCE
TABLE 13–2. IMPACT OF CULTURE ON THE EURO DISNEY ENTERPRISE ENVIRONMENTAL FACT...
TABLE 13–3. ATTENDANCE FIGURES FOR 2008–2013
TABLE 13–4. 2013 FORM 10-K SUPPORTING DATA
TABLE 13–5. TOKYO DISNEYLAND ATTENDANCE: 1983–1997
TABLE 13–6. 2013 ATTENDANCE FIGURES FOR SELECTED THEME PARKS
TABLE 13–7. 2017 ATTENDANCE FIGURES FOR SELECTED THEME PARKS
TABLE 13–8. COVENANTS ON THE CREDIT AGREEMENT
List of Illustrations
Chapter 1
Figure 1–1. Traditional Strategic Planning Activities.
Figure 1–2. Forms of Value.
Figure 1–3. Three Critical Interactions for Innovation.
Figure 1–4. Typical Innovation Cash Flow.
Chapter 2
Figure 2–1. Typical Types of Innovation for Products.
Figure 2–2. Role of the Co-Creation Partners.
Figure 2–3. Growth in the Importance of Value.
Figure 2–4. Our Road to Innovative Problem Solving.
Chapter 3
Figure 3–1. The BCG Model.
Figure 3–2. The GE Portfolio Classification Model.
Figure 3–3. Competitive Position.
Figure 3–4. Market Attractiveness.
Figure 3–5. The Life-Cycle Model.
Figure 3–6. Growth Life-Cycle Portfolio.
Figure 3–7. Profit Life-Cycle Portfolio.
Figure 3–8. Balanced Life-Cycle Portfolio.
Figure 3–9. Categories of Innovations.
Figure 3–10. Risk Intensity.
Figure 3–11. Positioning the Innovation Strategy.
Figure 3–12. Integrating Innovation into Strategic Planning.
Figure 3–13. Modeling the Innovation Process.
Figure 3–14. Low-Risk Coupling.
Figure 3–15. Moderate-Risk Coupling.
Figure 3–16. High-Risk Coupling.
Figure 3–17. Mortality of New Product Ideas.
Figure 3–18. Cumulative Expenditures and Time.
Figure 3–19. Illustration of a Scoring Model.
Figure 3–20. Illustration of a Checklist for Three Projects.
Figure 3–21. Illustration of a Scaling Model for One Project; Project A.
Chapter 4
Figure 4–1. The Performance Gap.
Figure 4–2. The Need For Risk Management.
Figure 4–3. Core Versus Specialized Skills.
Figure 4–4. Customer Mapping According to Needs.
Figure 4–5. IPPMO Involvement in Innovation.
Figure 4–6. Major Categories of an Innovation Team.
Chapter 5
Figure 5–1. Components of Intellectual Capital.
Figure 5–2. The Growth in Information.
Figure 5–3. Three Critical Intangible Components of Intellectual Capital.
Figure 5–4. Nontraditional Life-Cycle Phases for Innovation.
Figure 5–5. Building The Riprap.
Figure 5–6. Health Care Projects: Drivers Influence Complexity.
Figure 5–7. Health Care Projects: Complexity Levels.
Figure 5–8. Solution Projects Need Set of Services.
Figure 5–9. Solution Design and Delivery Services Need Set of Capabilities....
Figure 5–10. Solution Services Along Customer Life Cycle.
Figure 5–11. Solid Design and Delivery Framework.
Figure 5–12. Design Thinking-Led Approach.
Figure 5–13. Exploratory Lab Environment.
Figure 5–14. Accelerated Exploratory Lab Landscape.
Figure 5–15. Innovation Project Categories.
Figure 5–16. The Two Processes.
Figure 5–17. Details of the Actions Accomplished.
Figure 5–18. The Cultural Transformation: A Lean Company with New Ways of Wo...
Figure 5–19. Resource Management Issues and Outcomes.
Figure 5–20. Prioritized Resource Utilization.
Chapter 6
Figure 6–1. Innovation Management Software Process.
Chapter 7
Figure 7–1. Project Management Value Conflicts.
Figure 7–2. Shortcomings.
Figure 7–3. The Boundary Box.
Figure 7–4. Dimensions of Value.
Figure 7–5. The Value Metric/Kpi Boundary Box.
Figure 7–6. Value Points for a Boundary Box.
Figure 7–7. Project Scoring Categories.
Figure 7–8. Examples of a Project's Score.
Figure 7–9. Matching Projects to Strategic Objectives.
Figure 7–10. Benefits or Value Achieved.
Figure 7–11. The Seven Steps of the Agile Innovation Process.
Chapter 8
Figure 8–1. Critical Assumptions that have been Changed.
Figure 8–2. Typical Enterprise Resources and Core Competencies.
Chapter 10
Figure 10–1. Executive Involvement.
Figure 10–2. The Three Core Elements.
Figure 10–3. The Half Double Elements.
Figure 10–4. The Double-Entry Model.
Figure 10–5. The Potato Model.
Figure 10–6. The Design Star.
Figure 10–7. The Four Parameters of Trust.
Figure 10–8. The SCARF Model.
Figure 10–9. Components of Change Management.
Figure 10–10. Digital Training Platform.
Chapter 11
Figure 11–1. Traditional Triple Constraints.
Figure 11–2. Modified Triple Constraints.
Figure 11–3. Triple Constraints with Boundary Boxes.
Figure 11–4. Categories of Success and Failure.
Figure 11–5. The Investment Life Cycle.
Figure 11–6. Benefits of Harvesting Value Extraction.
Chapter 12
Figure 12–1. The Success Pyramid.
Figure 12–2. Agile Innovation Sprint.
Figure 12–3. The order of Understanding and the Order of Implementation.
Figure 12–4. The Pyramid of Mastery Denoting Efforts and Maturity Levels
Figure 12–5. Example Risk/Reward Evaluation.
Figure 12–6. Risk/Reward Matrix.
Figure 12–7. The Ideal Risk/Reward Portfolio.
Figure 12–8. COMAU Contract and Project Management Office.
Figure 12–9. COMAU PMO Innovation Pillars.
Figure 12–10. COMAU Project Management Digital Process & New Tools (i.e., Ag...
Figure 12–11. The Company Matrix.
Figure 12–12. Risk Management within the COMAU PMO Framework.
Figure 12–13. The COMAU Risk Management Initiative
Figure 12–14. New frontiers for Risk Management.
Figure 12–15. NEW metrics for Risk Management (PROUCT DEVELOPMENT EXAMPLE)
Figure 12–16. Stepwise approach of the Innovation Management System at the G...
Figure 12–17. The three technical aspects of GEAs innovation management syst...
Figure 12–18. The GEA Innovation Process
Figure 12–19. GEAs InnoVate Platform
Figure 12–20. GEAs decentralized Innovation Organization
Figure 12–21. BDPR Business Driven Program Roadmap: Key Principles.
Figure 12–22. Example of the BDPR Roadmap at 10 Years
Figure 12–23. thyssenkrupp's Innovation Ecosystem.
Figure 12–24. thyssenkrupp Elevator's Standard Product Development Process....
Figure 12–25. Overview of the Different Steps
Chapter 13
Figure 13–1. Typical Life-Cycle Phases.
Figure 13–2. The Invitation.
Figure 13–3. Typical Satellite Communication Architecture.
Guide
Cover
Table of Contents
Begin Reading
Pages
iii
iv
v
xv
xvi
xvii
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
279
280
281
282
283
284
285
286
287
288
289
290
291
292
293
295
296
297
298
299
300
301
302
303
304
305
306
307
308
309
310
311
312
313
314
315
316
317
318
319
320
321
322
323
324
325
326
327
329
330
331
332
333
334
335
336
337
338
339
340
341
342
343
344
345
346
347
348
349
350
351
353
354
355
356
357
358
359
360
361
362
363
364
365
366
367
368
369
370
371
372
373
375
376
377
378
379
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404
405
406
407
408
409
410
411
412
413
414
415
416
417
418
419
420
421
422
423
424
425
426
427
428
429
430
431
432
433
434
435
436
437
438
439
440
441
442
443
444
445
446
447
448
449
450
451
452
453
454
455
456
457
458
459
460
461
462
463
464
465
466
467
468
469
470
471
472
473
474
475
476
477
478
479
480
481
482
483
484
485
486
487
488
489
490
491
492
493
494
495
496
497
498
499
500
501
502
503
504
505
506
507
508
509
510
511
512
513
514
515
516
517
518
519
520
521
522
523
524
525
526
527
528
529
530
531
532
533
534
535
536
537
538
539
540
541
542
543
544
545
546
547
548
549
550
551
552
553
554
555
556
INNOVATION PROJECT MANAGEMENT
Methods, Case Studies, and Tools for Managing Innovation Projects
HAROLD KERZNER
Cover design: Wiley
This book is printed on acid-free paper.
Copyright © 2019 by John Wiley & Sons, Inc. All rights reserved
Published by John Wiley & Sons, Inc., Hoboken, New Jersey
Published simultaneously in Canada
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for damages arising herefrom.
For general information about our other products and services, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.
Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.
Library of Congress cataloging-in-publication data is available upon request
ISBN: 978-1-119-58729-3
ISBN: 978-1-119-58733-0 (ebk.)
ISBN: 978-1-119-58746-0 (ebk.)
To my wife, Jo Ellyn, for her patience, understanding and encouragement in authoring books
Preface
All companies desire growth. But without some innovations, the opportunities may be limited. And even if the firm does have a few successful innovations, failure can still occur if the company focuses on past successes without developing a culture for continuous and sustainable innovations. Today's industry leaders can become tomorrow's failures without constantly challenging results.
If continuous and sustainable innovation is to occur, then innovation leadership and project management must be married together and with a clear understanding of each other's roles. Innovation defines what we would like to do, and project management determines if it can be done. The marriage also may require that both parties learn new skills and create a corporate culture that supports idea management practices. As discussed in several of the chapters in the book, companies are developing organizational units dedicated to innovation activities and idea management.
Understanding each other's roles is the first step in making a company more innovative. This requires that the project managers and other innovation personnel understand what they do not do now but must do for long-term successful innovation. This also includes understanding the interfacing with marketing personnel and customers.
The book is broken down as follows:
Chapter 1
:
Discusses why innovation and project management are often not discussed together and some of the links that are needed to bridge innovation, project management and business strategy.
Chapter 2
:
Discusses the different types of innovation. This is essential because each type of innovation may require a different form of project management.
Chapter 3
:
Discusses how business strategy may determine the type of innovation required and links together project management with the different types of innovation.
Chapter 4
:
Discusses the tools that traditional project managers need to learn in order to manage innovation projects. Many of these tools are not discussed in traditional project management programs.
Chapter 5
:
Discusses why some of the processes used in traditional project management activities may not work within innovation projects without some degree of modification.
Chapter 6
:
Discusses the growth in innovation management software that project managers are now using in the front end of projects for idea management, alternative analyses and decision making.
Chapter 7
:
Discusses the new metrics that project managers and innovation personnel are using for the monitoring and controlling of innovation projects.
Chapter 8
:
Discusses innovations related to business models rather than products and services.
Chapter 9
:
Discussed how disruptive innovation requirements may need a completely new form of project management and the need to interface closely with the consumer marketplace.
Chapter 10
:
Discusses the roadblocks affecting the working relationship between project management and innovation.
Chapter 11
:
Discusses how some projects, including innovation activities, have degrees of success and failure rather than complete success and failure as defined by the triple constraints.
Chapter 12
:
Discusses the innovation culture that several companies have developed as well as the functional units they created to support innovation creation.
Chapter 13
:
Case studies that discuss issues with innovation.
Companies mentioned in this book include:
3M
Advanced Micro Devices
Airbus
Amazon
Apple
Arcadis
Blockbuster
Boeing
Boston Consulting Group
Comau
Daimler-Chrysler
Dell Computer
Deloitte
Dubai Customs
eBay
Eli Lilly
FedEx
GEA
General Electric
Hewlett-Packard
Hitachi
Home Depot
HYPE Innovation
IBM
IdeaScale
Implement Consulting Group
Industriens Fond
InnovationLabs
Integrated Computer Solutions
Iridium
Kodak
Lenova
Logitech
McDonalds
Medtronic
Merck KGaA
Microsoft
Motorola
Naviair
NEC
Netflix
Nike
NTT DATA
Philips
Qmarkets
Repsol
Samsung
Southwest Airlines
Star Alliance
Starbucks
Texas Instruments
thyssenkrupp
Tokio Marine & Nichido Co, Ltd.
Toyota
Toys R Us
Transmeta
UNICEF USA
Virgin
Walmart
Walt Disney
Wärtsilä
Zurich North America
The author is indebted to all the companies that were willing to share information on innovation to help better prepare the next generation of innovation project managers. Special thanks to Dr. Luigi Morsa for his input and constructive criticism throughout the preparation of this book.
Seminars, webinars, e-learning courses and workshops in innovation project management using this book are available by contacting:
Lori Milhaven, Executive Vice President, IIL
Phone: 800-325-1533 or 212-515-5121
Fax: 212-755-0777
E-mail: [email protected]
Harold KerznerInternational Institute for Learning
