Enhanced descriptions from Syndetics:

INNOVATION PROJECT MANAGEMENT

ACTIONABLE TOOLS, PROCESSES, AND METRICS FOR SUCCESSFULLY MANAGING INNOVATION PROJECTS, WITH EXCLUSIVE INSIGHTS FROM WORLD-CLASS ORGANIZATIONS AROUND THE WORLD

The newly revised Second Edition of Innovation Project Management offers students and practicing professionals the tools, processes, and metrics needed to successfully manage innovation projects, providing value-based innovation project management metrics as well as guidance for how to establish a metrics management program.

The highly qualified author analyzes innovation from all sides; through this approach, Innovation Project Management breaks down traditional project management methods and explains why and how innovation projects should be managed differently.

The Second Edition includes exclusive insights from world-class organizations such as IBM, Hitachi, Repsol, Philips, Deloitte, IdeaScale, KAUST, and more. It includes six all new case studies, featuring a dive into brand management innovation from Lego. Each case study contains questions for discussion, and instructors have access to an Instructor's Manual via the book's companion website.

Specific ideas discussed in Innovation Project Management include:

With its highly detailed and comprehensive coverage of the field, and with case studies from leading companies to show how concepts are applied in real-world situations, Innovation Project Management is a must-have title for practicing project managers, as well as students in project management, innovation, and entrepreneurship programs.

Table of contents provided by Syndetics

• Preface (xv)
• 1 Introduction to Innovation Project Management (1)
• Introduction (1)
• Definitions for Innovation (2)
• The Business Need (4)
• Innovation Literature (6)
• Project Management Literature (7)
• Innovation Benchmarking (8)
• Value: The Missing Link (10)
• Innovation Targeting (12)
• Timeline for Innovation Targeting (13)
• Innovation in Small Companies (14)
• Seven Critical Dimensions for Scaling Project Management Innovation (14)
• Implications and Issues for Project Managers and Innovation Personnel (16)
• 2 Types of Innovation (19)
• Introduction (19)
• Continuous Versus Discontinuous Innovation (20)
• Incremental Versus Radical Innovation (21)
• Understanding Innovation Differences (22)
• Incremental Innovation Versus New Product Development (23)
• Product Development Innovation Categories (23)
• Closed and Open Innovation (25)
• Crowdsourcing (27)
• Co-Creation Innovation (29)
• Open Innovation in Action: Airbus and Co-creation Partnerships (35)
• Value (Or Value-Driven) Innovation (37)
• Agile Innovation (38)
• Agile Innovation in Action: Deloitte (40)
• Government Innovation (47)
• Financial Innovation (50)
• Healthcare Innovation (51)
• Brand Innovation (53)
• Sustainable Innovation (53)
• Humanitarian/Social Innovation (54)
• Social Innovation in Action: Hitachi (55)
• Educational Innovation (57)
• Manufacturing Innovation (58)
• A Case Study (60)
• Nontechnical Innovation in Action (60)
• Other Categories of Innovation (62)
• Role of the Board of Directors (66)
• Finding an Innovation Project Sponsor (66)
• Implications and Issues for Project Managers and Innovation Personnel (67)
• 3 Innovation and Strategic Planning (69)
• Introduction (69)
• Role of the Innovation Project Manager in Strategic Planning (70)
• Role of the Portfolio PMO (70)
• Business Impact Analysis (71)
• Innovation Maturity Models (71)
• Types of Strategies (73)
• Role of Innovation in Strategic Planning (74)
• Role of Marketing in Strategic Innovation Planning (75)
• Product Portfolio Analysis (76)
• Identifying Core Competencies Using SWOT Analysis (82)
• Innovation Project Management Competency Models in Action: Eli Lilly (84)
• Marketing's Involvement with Innovation Project Managers (95)
• Product Life Cycles (97)
• Classification of R&D Projects (97)
• Research Versus Development (98)
• The Research and Development Ratio (99)
• Offensive Versus Defensive Innovation (100)
• Modeling the R&D Planning Function (101)
• Priority Setting (105)
• Contract R&D (107)
• Nondisclosure Agreements, Secrecy Agreements, and Confidentiality Agreements (108)
• Government Influence (108)
• Sources for Innovation Technology (109)
• Sources of Ideas (110)
• The Project Manager's Role in Developing Innovation Skills and Ideas in People (112)
• Establishing a Project Selection Criteria (114)
• Project Selection Issues (115)
• Economic Evaluation of Projects (116)
• Role of the Project Manager in Project Selection (119)
• Project Selection and Politics (124)
• Project Readjustments (126)
• Project Termination (127)
• Implications and Issues for Project Managers and Innovation Personnel (127)
• 4 Innovation Tools and Processes (129)
• Introduction (129)
• New Product Development (130)
• The Fuzzy Front End (131)
• Prioritizing Product Features (133)
• Line of Sight (134)
• Misalignment Issues (135)
• Risk Management (137)
• The Innovation Culture (140)
• Innovation Functional Units (145)
• Innovative Cultures and Corporate Leadership (145)
• Idea Generation (146)
• Spinoff Innovations (147)
• Understanding Reward Systems (148)
• Innovation Leadership in Action: Medtronic (149)
• IPM Skills Needed (152)
• Design Thinking (155)
• Brainstorming (157)
• Whiteboarding (163)
• Mind Maps (163)
• Active Listening (165)
• Pitching the Innovation (167)
• Cognitive Biases (167)
• Prototypes (168)
• Creativity and Innovation Fears (170)
• Innovation Governance (170)
• Corporate Innovation Governance Risks (171)
• Transformational Governance (174)
• Balanced Scorecard (175)
• Strategy Maps (176)
• Innovation Portfolio Management (177)
• Innovation Sponsorship (179)
• The Innovation Team (180)
• Virtual Versus Co-Located Innovation Teams (181)
• Artificial Intelligence and IPM (182)
• The Need for PM 2.0 and PM 3.0 (184)
• Implications and Issues for Project Managers and Innovation Personnel (187)
• 5 From Traditional to Innovation Project Management Thinking (191)
• Introduction (191)
• Information Warehouses (193)
• Innovation Planning Overview (197)
• Innovation Methodologies (200)
• Methodology Gates (202)
• Innovation Assumptions (202)
• Validating the Objectives (204)
• Differing Views of the Project (206)
• Life-Cycle Phases (206)
• Life-Cycle Costing (210)
• Work Breakdown Structure (211)
• Budgeting (212)
• Scheduling (212)
• Scope Change Control (213)
• Technology Readiness Levels (214)
• Lean Project Management: Kanban (216)
• Communication (217)
• Enabling Innovation Success in Solution Design and Delivery in Healthcare Business (218)
• Innovation in Action: Dubai Customs and the Accelerated Exploratory Lab (229)
• Innovation in Action: Merck KGaA, Darmstadt, Germany (234)
• Innovation in Action: Repsol (237)
• Staffing Innovation Projects (241)
• Implications and Issues for Project Managers and Innovation Personnel (243)
• 6 Innovation Management Software (245)
• Introduction (245)
• Origin and Benefits of Innovation Software (246)
• Software Innovation in Action: IdeaScale (248)
• Software Innovation in Action: Hype Innovation (251)
• Software and Open Innovation (260)
• Implications and Issues for Project Managers and Innovation Personnel (261)
• 7 Value-Based Innovation Project Management Metrics (283)
• Introduction (263)
• Value Over the Years (265)
• Value and Leadership (266)
• Combining Benefits and Value (268)
• Recognizing the Need for Value Metrics (269)
• The Need for Effective Measurement Techniques (271)
• Measuring Intangible Assets (276)
• Customer/Stakeholder Impact on Value Metrics (278)
• Customer Value Management Programs (279)
• The Relationship between Project Management and Value (282)
• Creating an Innovation Project Management Baseline (284)
• Selecting the Right Metrics (286)
• The Failure of Traditional Metrics and KPIs (288)
• The Need for Value Metrics (288)
• Creating Value Metrics (289)
• Industry Examples of Innovation Value Metrics (295)
• Alignment to Strategic Business Objectives (296)
• Metrics for Innovation Governance (298)
• Innovation Metrics in Action: InnovationLabs (299)
• The Dark Side of Innovation Metrics (309)
• Establishing a Metrics Management Program (310)
• Implications and Issues for Project Managers and Innovation Personnel (312)
• 8 Business Models (315)
• Introduction (315)
• From Project Manager to Designer (317)
• Business Models and Value (318)
• Business Model Characteristics (318)
• Strategic Partnerships (319)
• Business Intelligence (319)
• Skills for the Business Model Innovator (320)
• Business Model Enhancements (322)
• Types of Business Models (324)
• Business Models and Strategic Alliances (326)
• Identifying Business Model Threats (327)
• Business Model Failure (328)
• Business Models and Lawsuits (328)
• Implications and Issues for Project Managers and Innovation Personnel (330)
• 9 Disruptive Innovation (333)
• Introduction (333)
• Early Understanding of Disruption (334)
• Innovation and the Business Model Disruption (335)
• Categories of Disruptive Innovations (337)
• The Dark Side of Disruptive Innovation (338)
• Using Integrated Product/Project Teams (339)
• Disruptive Innovation in Action (341)
• Implications and Issues for Project Managers and Innovation Personnel (342)
• 10 Innovation Roadblocks (345)
• Introduction (345)
• The Failure of Success (346)
• One Size Fits All (346)
• Insufficient Line of Sight (346)
• Failing to Search for Ideas (347)
• Sense of Urgency (347)
• Working with Prima Donnas (347)
• Lack of Collaboration (348)
• Politics (348)
• Project Workloads (348)
• Intellectual Property Rights (348)
• Not Understanding the Relationship between Creativity and Innovation (349)
• Too Many Assumptions (350)
• Innovation Funding (350)
• Cash Flow and Financial Uncertainty (350)
• Control, Control, and Control (350)
• Analysis-Paralysis (351)
• Innovation in Action: Naviair (351)
• Innovation in Action: Overcoming the Roadblocks (363)
• 11 Defining Innovation Success and Failure (367)
• Introduction (367)
• The Business Side of Traditional Project Success (368)
• Defining Project Success: The Early Years (370)
• Redefining Project Success: Approaching the Twenty-First Century (371)
• Degrees of Success and Failure (372)
• Defining Success at the Beginning of the Project (374)
• The Role of Marketing in Defining Innovation Success (374)
• The Business Side of Innovation Success (377)
• Prioritization of the Success Factors (379)
• Innovation Project Success and Core Competencies (380)
• Innovation Project Success and Business Models (381)
• Causes of Innovation Project Failure (381)
• Identifying the Success and Failure Criteria (384)
• Post-Failure Success Analysis (385)
• Sensemaking (386)
• The Need for New Metrics (387)
• Learning from Failure (387)
• The Failure of Success (388)
• Conclusion (390)
• Implications and Issues for Project Managers and Innovation Personnel (390)
• 12 Innovation in Action (393)
• Introduction (393)
• Innovation in Action: Apple (393)
• Innovation in Action: Facebook (395)
• Innovation in Action: IBM (396)
• Innovation in Action: Texas Instruments (399)
• Innovation in Action: 3M (401)
• Innovation in Action: Motorola (403)
• Innovation Project Management: The Case of KAUST Smart (404)
• Key Characteristic of KAUST Smart Projects (What makes KAUST Smart Projects Unique) (405)
• Recent and Ongoing Project Examples (408)
• Innovation in Action: Samsung (410)
• Agile Innovation in Action: Integrated Computer Solutions, Inc (411)
• Innovation in Action: COMAU (418)
• Innovation in Action: Tokio Marine and Nichido Systems (425)
• Innovation in Action: GEA (427)
• Innovation Management at GEA - The Strategic Parts (432)
• Innovation in Action: Wärtsilä Energy Solutions (435)
• Critical Issues (437)
• 13 Case Studies (439)
• Disney (A): Innovation Project Management Skills at Disney (439)
• Disney (B): Creating Innovation: Disney's Haunted Mansion (449)
• Disney (C): Impact Of Culture On Global Innovation Opportunities (464)
• Disney (D): The Partnership Side Of Global Business Model Innovation (482)
• Case Study: Boeing 787 Dreamliner: Managing Innovation Risks with a New Business Model (494)
• Case Study: The Sydney Australia Opera House (501)
• Case Study: Ampore Faucet Company: Managing Different Views on Innovation (508)
• Case Study: The Innovation Sponsors (510)
• Case Study: The Rise, Fall, and Resurrection of Iridium: When an Innovation Business Model Fails (512)
• Case Study: Zane Corporation: Selecting an Innovation Framework (540)
• Case Study: Redstone Inc.: Understanding Innovation Cultures (544)
• Case Study: The Government Think Tank: The Failure of Crowdsourcing (546)
• Case Study: Lego: Brand Management Innovation (548)
• Index (565)