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

<p><b>HAROLD KERZNER, PhD</b> is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner’s profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP^® or global equivalent each year.

<P><B>ACTIONABLE TOOLS, PROCESSES, AND METRICS FOR SUCCESSFULLY MANAGING INNOVATION PROJECTS, WITH EXCLUSIVE INSIGHTS FROM WORLD-CLASS ORGANIZATIONS AROUND THE WORLD</B> <p>The newly revised Second Edition of <i>Innovation Project Management </i>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. <p>The highly qualified author analyzes innovation from all sides; through this approach, <i>Innovation Project Management </i>breaks down traditional project management methods and explains why and how innovation projects should be managed differently. <p>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. <p>Specific ideas discussed in<i> Innovation Project Management</i> include: <ul><li>Continuous versus discontinuous innovation, incremental versus radical innovation, understanding innovation differences, and incremental innovation versus new product development</li> <li>Identifying core competencies using SWOT analysis and nondisclosure agreements, secrecy agreements, and confidentiality agreements</li> <li>Implications and issues for project managers and innovation personnel, active listening, pitching the innovation, and cognitive biases</li> <li>Measuring intangible assets, customer/stakeholder impact on value metrics, customer value management programs, and the relationship between project management and value</li></ul> <p>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, <i>Innovation Project Management</i> is a must-have title for practicing project managers, as well as students in project management, innovation, and entrepreneurship programs.

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