- 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
- INNOVATION IN ACTION: REPSOL
- STAFFING INNOVATION PROJECTS
- IMPLICATIONS AND ISSUES FOR PROJECT MANAGERS AND INNOVATION PERSONNEL
- REFERENCES
- NOTES
- 6 Innovation Management Software
- 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
INNOVATION PROJECT MANAGEMENT
Methods, Case Studies, and Tools for Managing Innovation Projects
HAROLD KERZNER
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