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by Harold Kerzner
Innovation Project Management
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
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
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Title Page
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
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
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