Innovation project management: methods, case studies, and tools for managing innovation projects
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, New Jersey
Wiley
[2019]
|
| Schlagworte: | |
| Online-Zugang: | FHD01 Buchcover |
| Beschreibung: | Innovation in Action: Naviair |
| Beschreibung: | 1 Online-Ressource (xvii, 555 Seiten) |
| ISBN: | 9781119587460 |
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| 505 | 8 | |a Cover -- Title Page -- Copyright -- Contents -- Preface -- Chapter 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 -- Chapter 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 -- Introduction -- Body -- Plan -- Monitor and Control -- Agile Coach Duties (Scrum Methodology) -- Agile Innovation in Action: Star Alliance -- Background -- The Star Alliance PMO -- The Agile Pilot: Redefined Strategy and Agile Opportunity -- Transitioning to DevOps -- Government Innovation -- Humanitarian/Social Innovation -- Social Innovation in Action: Hitachi -- Background -- Lumada -- Case Study: Training at Daikin's Shiga Plant -- 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 -- Chapter 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 | |
| 505 | 8 | |a 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 -- Scientific/Technical Expertise -- Process Skills -- Leadership -- Marketing's Involvement with Innovation Project Managers -- First to Market -- Follow the Leader -- Application Engineering -- "Me Too" -- Product Life Cycles -- Classification of R& -- D Projects -- Research versus Development -- The Research and Development Ratio -- Manufacturing and Sales -- Human Behavior -- Offensive versus Defensive Innovation -- Modeling the R& -- D Planning Function -- Priority Setting -- Working with Marketing -- 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 -- Chapter 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 -- Background -- Organizational Leadership -- 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 | |
| 505 | 8 | |a Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 5: From Traditional to Innovation Project Management Thinking -- Introduction -- Information Warehouses -- Innovation Planning Overview -- Innovation Assumptions -- Documenting Assumptions -- Validating the Objectives -- Life-Cycle Phases -- Scope Freeze Milestones -- Design Freeze Milestones -- Customer Approval Milestones -- Nontraditional Life-Cycle Phases -- Work Breakdown Structure -- Budgeting -- Scheduling -- Scope Change Control -- Communication -- Communication Innovation in Action: Arcadis -- Background -- Unfreeze -- Change -- Freeze -- Shock-Negative -- Shock-Positive -- The Software Program -- Conclusion -- Innovation in Action: NTT DATA -- Innovation and Project Management -- About NTT DATA -- What We Ask of Our Project Managers -- How Do We Help Our Project Managers? -- Contributors -- Solution Innovation in Action: Philips Business Group Monitoring and Analytics and Therapeutic Care Services -- Background -- Enabling Innovation Success in Solution Design and Delivery in Health Care Business -- Mega Trends in Health Care Toward Innovative Solutions -- Varying Customer Needs and Different Solution Complexities -- Implications for Solution Innovation Development and Commercialization -- Solution Design and Delivery Services -- Solution Design and Delivery Capabilities -- Solution Services along the Customer Life Cycle -- Solution Services Life Cycle and Customer Experience -- The SOLiD Framework -- Value of Social Learning in Solution Innovation -- Key Takeaways for Solution Innovation Excellence -- Innovation in Action: Dubai Customs and the Accelerated Exploratory Lab -- Challenges -- Approach -- Accelerated Exploratory Lab Solution -- Benefits -- Lessons Learned -- Innovation in Action: Merck -- New Technology Development Process | |
| 505 | 8 | |a Product Development Process and Portfolio Management -- Case Study -- Innovation in Action: Repsol -- First Phase: Acquiring Knowledge (2011-2012) -- Second Phase: Strengthening the Organization (2013-2015) -- Third Phase: Leverages for Transformation (2016-2018) -- Staffing Innovation Projects -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 6: Innovation Management Software -- Introduction -- Origin and Benefits of Innovation Software -- Software Innovation in Action: Ideascale -- Magneti Marelli Case Study: Speeding Toward the Competitive Edge -- Redwood Credit Union Case Study: Capability Improving Customer Experience with Employee Ideas -- Software Innovation in Action: Qmarkets -- Introduction -- Case Study #1: Facilitating Co-Creation with Customers of a Leading Medical Device Manufacturer -- Case Study #2: Facilitating Start-Up Collaboration Within the NHS -- Case Study #3: Fueling Innovation at Total France -- Software Innovation in Action: Hype Innovation -- AIRBUS Case Study: Creating a Core Innovation Capability -- Software and Open Innovation -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 | |
| 505 | 8 | |a Innovation Metrics in Action: Innovationlabs -- The Perils of ROI -- Twelve Particularly Useful Innovation Metrics -- Ninety-Two Innovation Metrics, Qualitative, and Quantitative -- The Dark Side of Innovation Metrics -- Establishing a Metrics Management Program -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 -- Patent Infringement Litigation (2006-2007) -- Anti-Trust Allegations and Litigation (2005-2009) -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 -- Chapter 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 | |
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Datensatz im Suchindex
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| any_adam_object | 1 |
| author | Kerzner, Harold 1940- |
| author_GND | (DE-588)124166229 |
| author_facet | Kerzner, Harold 1940- |
| author_role | aut |
| author_sort | Kerzner, Harold 1940- |
| author_variant | h k hk |
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| bvnumber | BV046161474 |
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| contents | Cover -- Title Page -- Copyright -- Contents -- Preface -- Chapter 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 -- Chapter 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 -- Introduction -- Body -- Plan -- Monitor and Control -- Agile Coach Duties (Scrum Methodology) -- Agile Innovation in Action: Star Alliance -- Background -- The Star Alliance PMO -- The Agile Pilot: Redefined Strategy and Agile Opportunity -- Transitioning to DevOps -- Government Innovation -- Humanitarian/Social Innovation -- Social Innovation in Action: Hitachi -- Background -- Lumada -- Case Study: Training at Daikin's Shiga Plant -- 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 -- Chapter 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 -- Scientific/Technical Expertise -- Process Skills -- Leadership -- Marketing's Involvement with Innovation Project Managers -- First to Market -- Follow the Leader -- Application Engineering -- "Me Too" -- Product Life Cycles -- Classification of R& -- D Projects -- Research versus Development -- The Research and Development Ratio -- Manufacturing and Sales -- Human Behavior -- Offensive versus Defensive Innovation -- Modeling the R& -- D Planning Function -- Priority Setting -- Working with Marketing -- 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 -- Chapter 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 -- Background -- Organizational Leadership -- 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 -- Chapter 5: From Traditional to Innovation Project Management Thinking -- Introduction -- Information Warehouses -- Innovation Planning Overview -- Innovation Assumptions -- Documenting Assumptions -- Validating the Objectives -- Life-Cycle Phases -- Scope Freeze Milestones -- Design Freeze Milestones -- Customer Approval Milestones -- Nontraditional Life-Cycle Phases -- Work Breakdown Structure -- Budgeting -- Scheduling -- Scope Change Control -- Communication -- Communication Innovation in Action: Arcadis -- Background -- Unfreeze -- Change -- Freeze -- Shock-Negative -- Shock-Positive -- The Software Program -- Conclusion -- Innovation in Action: NTT DATA -- Innovation and Project Management -- About NTT DATA -- What We Ask of Our Project Managers -- How Do We Help Our Project Managers? -- Contributors -- Solution Innovation in Action: Philips Business Group Monitoring and Analytics and Therapeutic Care Services -- Background -- Enabling Innovation Success in Solution Design and Delivery in Health Care Business -- Mega Trends in Health Care Toward Innovative Solutions -- Varying Customer Needs and Different Solution Complexities -- Implications for Solution Innovation Development and Commercialization -- Solution Design and Delivery Services -- Solution Design and Delivery Capabilities -- Solution Services along the Customer Life Cycle -- Solution Services Life Cycle and Customer Experience -- The SOLiD Framework -- Value of Social Learning in Solution Innovation -- Key Takeaways for Solution Innovation Excellence -- Innovation in Action: Dubai Customs and the Accelerated Exploratory Lab -- Challenges -- Approach -- Accelerated Exploratory Lab Solution -- Benefits -- Lessons Learned -- Innovation in Action: Merck -- New Technology Development Process Product Development Process and Portfolio Management -- Case Study -- Innovation in Action: Repsol -- First Phase: Acquiring Knowledge (2011-2012) -- Second Phase: Strengthening the Organization (2013-2015) -- Third Phase: Leverages for Transformation (2016-2018) -- Staffing Innovation Projects -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 6: Innovation Management Software -- Introduction -- Origin and Benefits of Innovation Software -- Software Innovation in Action: Ideascale -- Magneti Marelli Case Study: Speeding Toward the Competitive Edge -- Redwood Credit Union Case Study: Capability Improving Customer Experience with Employee Ideas -- Software Innovation in Action: Qmarkets -- Introduction -- Case Study #1: Facilitating Co-Creation with Customers of a Leading Medical Device Manufacturer -- Case Study #2: Facilitating Start-Up Collaboration Within the NHS -- Case Study #3: Fueling Innovation at Total France -- Software Innovation in Action: Hype Innovation -- AIRBUS Case Study: Creating a Core Innovation Capability -- Software and Open Innovation -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 Perils of ROI -- Twelve Particularly Useful Innovation Metrics -- Ninety-Two Innovation Metrics, Qualitative, and Quantitative -- The Dark Side of Innovation Metrics -- Establishing a Metrics Management Program -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 -- Patent Infringement Litigation (2006-2007) -- Anti-Trust Allegations and Litigation (2005-2009) -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 -- Chapter 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 |
| ctrlnum | (OCoLC)1111856143 (DE-599)BVBBV046161474 |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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"><subfield code="a">1 Online-Ressource (xvii, 555 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Innovation in Action: Naviair</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Cover -- Title Page -- Copyright -- Contents -- Preface -- Chapter 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 -- Chapter 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 -- Introduction -- Body -- Plan -- Monitor and Control -- Agile Coach Duties (Scrum Methodology) -- Agile Innovation in Action: Star Alliance -- Background -- The Star Alliance PMO -- The Agile Pilot: Redefined Strategy and Agile Opportunity -- Transitioning to DevOps -- Government Innovation -- Humanitarian/Social Innovation -- Social Innovation in Action: Hitachi -- Background -- Lumada -- Case Study: Training at Daikin's Shiga Plant -- 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 -- Chapter 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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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 -- Scientific/Technical Expertise -- Process Skills -- Leadership -- Marketing's Involvement with Innovation Project Managers -- First to Market -- Follow the Leader -- Application Engineering -- "Me Too" -- Product Life Cycles -- Classification of R&amp -- D Projects -- Research versus Development -- The Research and Development Ratio -- Manufacturing and Sales -- Human Behavior -- Offensive versus Defensive Innovation -- Modeling the R&amp -- D Planning Function -- Priority Setting -- Working with Marketing -- Contract R&amp -- 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 -- Chapter 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 -- Background -- Organizational Leadership -- 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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 5: From Traditional to Innovation Project Management Thinking -- Introduction -- Information Warehouses -- Innovation Planning Overview -- Innovation Assumptions -- Documenting Assumptions -- Validating the Objectives -- Life-Cycle Phases -- Scope Freeze Milestones -- Design Freeze Milestones -- Customer Approval Milestones -- Nontraditional Life-Cycle Phases -- Work Breakdown Structure -- Budgeting -- Scheduling -- Scope Change Control -- Communication -- Communication Innovation in Action: Arcadis -- Background -- Unfreeze -- Change -- Freeze -- Shock-Negative -- Shock-Positive -- The Software Program -- Conclusion -- Innovation in Action: NTT DATA -- Innovation and Project Management -- About NTT DATA -- What We Ask of Our Project Managers -- How Do We Help Our Project Managers? -- Contributors -- Solution Innovation in Action: Philips Business Group Monitoring and Analytics and Therapeutic Care Services -- Background -- Enabling Innovation Success in Solution Design and Delivery in Health Care Business -- Mega Trends in Health Care Toward Innovative Solutions -- Varying Customer Needs and Different Solution Complexities -- Implications for Solution Innovation Development and Commercialization -- Solution Design and Delivery Services -- Solution Design and Delivery Capabilities -- Solution Services along the Customer Life Cycle -- Solution Services Life Cycle and Customer Experience -- The SOLiD Framework -- Value of Social Learning in Solution Innovation -- Key Takeaways for Solution Innovation Excellence -- Innovation in Action: Dubai Customs and the Accelerated Exploratory Lab -- Challenges -- Approach -- Accelerated Exploratory Lab Solution -- Benefits -- Lessons Learned -- Innovation in Action: Merck -- New Technology Development Process</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Product Development Process and Portfolio Management -- Case Study -- Innovation in Action: Repsol -- First Phase: Acquiring Knowledge (2011-2012) -- Second Phase: Strengthening the Organization (2013-2015) -- Third Phase: Leverages for Transformation (2016-2018) -- Staffing Innovation Projects -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 6: Innovation Management Software -- Introduction -- Origin and Benefits of Innovation Software -- Software Innovation in Action: Ideascale -- Magneti Marelli Case Study: Speeding Toward the Competitive Edge -- Redwood Credit Union Case Study: Capability Improving Customer Experience with Employee Ideas -- Software Innovation in Action: Qmarkets -- Introduction -- Case Study #1: Facilitating Co-Creation with Customers of a Leading Medical Device Manufacturer -- Case Study #2: Facilitating Start-Up Collaboration Within the NHS -- Case Study #3: Fueling Innovation at Total France -- Software Innovation in Action: Hype Innovation -- AIRBUS Case Study: Creating a Core Innovation Capability -- Software and Open Innovation -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Innovation Metrics in Action: Innovationlabs -- The Perils of ROI -- Twelve Particularly Useful Innovation Metrics -- Ninety-Two Innovation Metrics, Qualitative, and Quantitative -- The Dark Side of Innovation Metrics -- Establishing a Metrics Management Program -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 -- Patent Infringement Litigation (2006-2007) -- Anti-Trust Allegations and Litigation (2005-2009) -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 -- Chapter 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 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| id | DE-604.BV046161474 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T08:36:56Z |
| institution | BVB |
| isbn | 9781119587460 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-031541385 |
| oclc_num | 1111856143 |
| open_access_boolean | |
| owner | DE-1050 |
| owner_facet | DE-1050 |
| physical | 1 Online-Ressource (xvii, 555 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE FHD01_PQE_Kauf |
| publishDate | 2019 |
| publishDateSearch | 2019 |
| publishDateSort | 2019 |
| publisher | Wiley |
| record_format | marc |
| spelling | Kerzner, Harold 1940- Verfasser (DE-588)124166229 aut Innovation project management methods, case studies, and tools for managing innovation projects Harold Kerzner Hoboken, New Jersey Wiley [2019] 1 Online-Ressource (xvii, 555 Seiten) txt rdacontent c rdamedia cr rdacarrier Innovation in Action: Naviair Cover -- Title Page -- Copyright -- Contents -- Preface -- Chapter 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 -- Chapter 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 -- Introduction -- Body -- Plan -- Monitor and Control -- Agile Coach Duties (Scrum Methodology) -- Agile Innovation in Action: Star Alliance -- Background -- The Star Alliance PMO -- The Agile Pilot: Redefined Strategy and Agile Opportunity -- Transitioning to DevOps -- Government Innovation -- Humanitarian/Social Innovation -- Social Innovation in Action: Hitachi -- Background -- Lumada -- Case Study: Training at Daikin's Shiga Plant -- 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 -- Chapter 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 -- Scientific/Technical Expertise -- Process Skills -- Leadership -- Marketing's Involvement with Innovation Project Managers -- First to Market -- Follow the Leader -- Application Engineering -- "Me Too" -- Product Life Cycles -- Classification of R& -- D Projects -- Research versus Development -- The Research and Development Ratio -- Manufacturing and Sales -- Human Behavior -- Offensive versus Defensive Innovation -- Modeling the R& -- D Planning Function -- Priority Setting -- Working with Marketing -- 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 -- Chapter 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 -- Background -- Organizational Leadership -- 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 -- Chapter 5: From Traditional to Innovation Project Management Thinking -- Introduction -- Information Warehouses -- Innovation Planning Overview -- Innovation Assumptions -- Documenting Assumptions -- Validating the Objectives -- Life-Cycle Phases -- Scope Freeze Milestones -- Design Freeze Milestones -- Customer Approval Milestones -- Nontraditional Life-Cycle Phases -- Work Breakdown Structure -- Budgeting -- Scheduling -- Scope Change Control -- Communication -- Communication Innovation in Action: Arcadis -- Background -- Unfreeze -- Change -- Freeze -- Shock-Negative -- Shock-Positive -- The Software Program -- Conclusion -- Innovation in Action: NTT DATA -- Innovation and Project Management -- About NTT DATA -- What We Ask of Our Project Managers -- How Do We Help Our Project Managers? -- Contributors -- Solution Innovation in Action: Philips Business Group Monitoring and Analytics and Therapeutic Care Services -- Background -- Enabling Innovation Success in Solution Design and Delivery in Health Care Business -- Mega Trends in Health Care Toward Innovative Solutions -- Varying Customer Needs and Different Solution Complexities -- Implications for Solution Innovation Development and Commercialization -- Solution Design and Delivery Services -- Solution Design and Delivery Capabilities -- Solution Services along the Customer Life Cycle -- Solution Services Life Cycle and Customer Experience -- The SOLiD Framework -- Value of Social Learning in Solution Innovation -- Key Takeaways for Solution Innovation Excellence -- Innovation in Action: Dubai Customs and the Accelerated Exploratory Lab -- Challenges -- Approach -- Accelerated Exploratory Lab Solution -- Benefits -- Lessons Learned -- Innovation in Action: Merck -- New Technology Development Process Product Development Process and Portfolio Management -- Case Study -- Innovation in Action: Repsol -- First Phase: Acquiring Knowledge (2011-2012) -- Second Phase: Strengthening the Organization (2013-2015) -- Third Phase: Leverages for Transformation (2016-2018) -- Staffing Innovation Projects -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 6: Innovation Management Software -- Introduction -- Origin and Benefits of Innovation Software -- Software Innovation in Action: Ideascale -- Magneti Marelli Case Study: Speeding Toward the Competitive Edge -- Redwood Credit Union Case Study: Capability Improving Customer Experience with Employee Ideas -- Software Innovation in Action: Qmarkets -- Introduction -- Case Study #1: Facilitating Co-Creation with Customers of a Leading Medical Device Manufacturer -- Case Study #2: Facilitating Start-Up Collaboration Within the NHS -- Case Study #3: Fueling Innovation at Total France -- Software Innovation in Action: Hype Innovation -- AIRBUS Case Study: Creating a Core Innovation Capability -- Software and Open Innovation -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 Perils of ROI -- Twelve Particularly Useful Innovation Metrics -- Ninety-Two Innovation Metrics, Qualitative, and Quantitative -- The Dark Side of Innovation Metrics -- Establishing a Metrics Management Program -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 -- Patent Infringement Litigation (2006-2007) -- Anti-Trust Allegations and Litigation (2005-2009) -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 -- Chapter 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 Innovationsmanagement (DE-588)4161817-8 gnd rswk-swf Innovationsmanagement (DE-588)4161817-8 s 1\p DE-604 Erscheint auch als Online-Ausgabe 978-1-119-58733-0 Erscheint auch als Druck-Ausgabe 978-1-119-58729-3 SWB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=031541385&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Buchcover 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Kerzner, Harold 1940- Innovation project management methods, case studies, and tools for managing innovation projects Cover -- Title Page -- Copyright -- Contents -- Preface -- Chapter 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 -- Chapter 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 -- Introduction -- Body -- Plan -- Monitor and Control -- Agile Coach Duties (Scrum Methodology) -- Agile Innovation in Action: Star Alliance -- Background -- The Star Alliance PMO -- The Agile Pilot: Redefined Strategy and Agile Opportunity -- Transitioning to DevOps -- Government Innovation -- Humanitarian/Social Innovation -- Social Innovation in Action: Hitachi -- Background -- Lumada -- Case Study: Training at Daikin's Shiga Plant -- 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 -- Chapter 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 -- Scientific/Technical Expertise -- Process Skills -- Leadership -- Marketing's Involvement with Innovation Project Managers -- First to Market -- Follow the Leader -- Application Engineering -- "Me Too" -- Product Life Cycles -- Classification of R& -- D Projects -- Research versus Development -- The Research and Development Ratio -- Manufacturing and Sales -- Human Behavior -- Offensive versus Defensive Innovation -- Modeling the R& -- D Planning Function -- Priority Setting -- Working with Marketing -- 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 -- Chapter 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 -- Background -- Organizational Leadership -- 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 -- Chapter 5: From Traditional to Innovation Project Management Thinking -- Introduction -- Information Warehouses -- Innovation Planning Overview -- Innovation Assumptions -- Documenting Assumptions -- Validating the Objectives -- Life-Cycle Phases -- Scope Freeze Milestones -- Design Freeze Milestones -- Customer Approval Milestones -- Nontraditional Life-Cycle Phases -- Work Breakdown Structure -- Budgeting -- Scheduling -- Scope Change Control -- Communication -- Communication Innovation in Action: Arcadis -- Background -- Unfreeze -- Change -- Freeze -- Shock-Negative -- Shock-Positive -- The Software Program -- Conclusion -- Innovation in Action: NTT DATA -- Innovation and Project Management -- About NTT DATA -- What We Ask of Our Project Managers -- How Do We Help Our Project Managers? -- Contributors -- Solution Innovation in Action: Philips Business Group Monitoring and Analytics and Therapeutic Care Services -- Background -- Enabling Innovation Success in Solution Design and Delivery in Health Care Business -- Mega Trends in Health Care Toward Innovative Solutions -- Varying Customer Needs and Different Solution Complexities -- Implications for Solution Innovation Development and Commercialization -- Solution Design and Delivery Services -- Solution Design and Delivery Capabilities -- Solution Services along the Customer Life Cycle -- Solution Services Life Cycle and Customer Experience -- The SOLiD Framework -- Value of Social Learning in Solution Innovation -- Key Takeaways for Solution Innovation Excellence -- Innovation in Action: Dubai Customs and the Accelerated Exploratory Lab -- Challenges -- Approach -- Accelerated Exploratory Lab Solution -- Benefits -- Lessons Learned -- Innovation in Action: Merck -- New Technology Development Process Product Development Process and Portfolio Management -- Case Study -- Innovation in Action: Repsol -- First Phase: Acquiring Knowledge (2011-2012) -- Second Phase: Strengthening the Organization (2013-2015) -- Third Phase: Leverages for Transformation (2016-2018) -- Staffing Innovation Projects -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 6: Innovation Management Software -- Introduction -- Origin and Benefits of Innovation Software -- Software Innovation in Action: Ideascale -- Magneti Marelli Case Study: Speeding Toward the Competitive Edge -- Redwood Credit Union Case Study: Capability Improving Customer Experience with Employee Ideas -- Software Innovation in Action: Qmarkets -- Introduction -- Case Study #1: Facilitating Co-Creation with Customers of a Leading Medical Device Manufacturer -- Case Study #2: Facilitating Start-Up Collaboration Within the NHS -- Case Study #3: Fueling Innovation at Total France -- Software Innovation in Action: Hype Innovation -- AIRBUS Case Study: Creating a Core Innovation Capability -- Software and Open Innovation -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 Perils of ROI -- Twelve Particularly Useful Innovation Metrics -- Ninety-Two Innovation Metrics, Qualitative, and Quantitative -- The Dark Side of Innovation Metrics -- Establishing a Metrics Management Program -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 -- Patent Infringement Litigation (2006-2007) -- Anti-Trust Allegations and Litigation (2005-2009) -- Implications and Issues for Project Managers and Innovation Personnel -- References -- Chapter 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 -- Chapter 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 Innovationsmanagement (DE-588)4161817-8 gnd |
| subject_GND | (DE-588)4161817-8 |
| title | Innovation project management methods, case studies, and tools for managing innovation projects |
| title_auth | Innovation project management methods, case studies, and tools for managing innovation projects |
| title_exact_search | Innovation project management methods, case studies, and tools for managing innovation projects |
| title_full | Innovation project management methods, case studies, and tools for managing innovation projects Harold Kerzner |
| title_fullStr | Innovation project management methods, case studies, and tools for managing innovation projects Harold Kerzner |
| title_full_unstemmed | Innovation project management methods, case studies, and tools for managing innovation projects Harold Kerzner |
| title_short | Innovation project management |
| title_sort | innovation project management methods case studies and tools for managing innovation projects |
| title_sub | methods, case studies, and tools for managing innovation projects |
| topic | Innovationsmanagement (DE-588)4161817-8 gnd |
| topic_facet | Innovationsmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=031541385&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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