Innovation project management : methods, case studies, and tools for managing innovation projects / Harold Kerzner

Author:: Kerzner, Harold
Published:: Hoboken, New Jersey : John Wiley & Sons, Inc., [2019]
Physical Description:: xvii, 555 pages : illustrations ; 25 cm

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Contents:

Machine generated contents note: 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 -- 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 -- 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 -- 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 -- 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 -- 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 -- 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 -- 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 -- 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 -- 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 -- 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 -- 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: Wartsila Energy Solutions -- Working Together: ABC Training Software Development Project Revival -- Critical Issues -- 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 -- 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.

Summary:

"Harold Kerzner has bridged innovation, project management, and strategic planning in Innovation Project Management to offer students and practicing professionals the tools, processes, and metrics needed to successfully manage innovation projects. By analyzing innovation from all sides, this compendium of innovation project management breaks down traditional project management methods and explains why and how innovation projects should be managed differently. This title includes exclusive insights from world-class organizations such as Airbus, Boeing, Deloitte, Hitachi, IBM, Siemens, and more. This is a must-have title for practicing project managers, as well as students in project management, innovation, and entrepreneurship programs. Each case study contains questions for discussion, and Instructors have access to extensive PowerPoint lecture slides by chapter and an Instructors Manual via the book's companion website"--

Subject(s):

ISBN:

9781119587293 hardcover
1119587298 hardcover

Bibliography Note:

Includes bibliographical references and index.

Endowment Note:

Kenneth and Marion Pollock Libraries Program Endowment

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