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Innovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects

Innovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects

Autorzy
Wydawnictwo Wiley & Sons
Data wydania
Liczba stron 576
Forma publikacji książka w twardej oprawie
Język angielski
ISBN 9781119587293
Kategorie Zarządzanie projektami
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Opis książki

Actionable tools, processes and metrics for successfully managing innovation projectsConventional project management methods are oftentimes insufficient for managing innovation projects. Innovation is lost under the pre-determined scope and forecasted environments of traditional project management. There is tremendous pressure on organizations to innovate, and the project managers responsible for managing these innovation projects do not have the training or tools to do their jobs effectively. Innovation Project Management provides the tools, insights, and metrics needed to successfully manage innovation projects--helping readers identify problems in their organization, conceive elegant solutions, and, when necessary, promote changes to their organizational culture.There are several kinds of innovation--ranging from incremental changes to existing products to wholly original processes that emerge from market-disrupting new technology--that possess different characteristics and often require different tools. Best-selling author and project management expert Harold Kerzner integrates innovation, project management, and strategic planning to offer students and practicing professionals the essential tools and processes to analyze innovation from all sides. Innovation Project Management deconstructs traditional project management methods and explains why and how innovation projects should be managed differently. This invaluable resource:* Provides practical advice and actionable tools for effectively managing innovation projects* Offers value-based project management metrics and guidance on how to establish a metrics management program* Shares exclusive insights from project managers at world-class organizations such as Airbus, Boeing, Hitachi, IBM, and Siemens on how they manage innovation projects* Explores a variety of types of innovation including co-creation, value-driven, agile, open versus closed, and more* Instructors have access to PowerPoint lecture slides by chapter through the book's companion websiteInnovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects is an essential text for professional project managers, corporate managers, innovation team members, as well as students in project management, innovation and entrepreneurship programs.

Innovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects

Spis treści

Preface xv1 Introduction to Innovation Project Management 1Introduction 1Definitions for Innovation 2The Business Need 4Innovation Literature 7Project Management Literature 8Innovation Benchmarking 9Value: The Missing Link 10Innovation Targeting 12Timeline for Innovation Targeting 13Innovation in Small Companies 14Seven Critical Dimensions for Scaling Project Management Innovation 14Implications and Issues for Project Managers and Innovation Personnel 172 Types of Innovation 19Introduction 19Incremental versus Radical Innovation 20Understanding Innovation Differences 21Product Development Innovation Categories 21Closed and Open Innovation 23Crowdsourcing 26Co-Creation Innovation 27Open Innovation in Action: Airbus and Co-creation Partnerships 33Value (or Value-Driven) Innovation 35Agile Innovation 36Agile Innovation in Action: Deloitte 37Agile Innovation in Action: Star Alliance 46Government Innovation 48Humanitarian/Social Innovation 51Social Innovation in Action: Hitachi 52Nontechnical Innovation in Action 54Other Categories of Innovation 56Role of the Board of Directors 59Finding an Innovation Project Sponsor 60Implications and Issues for Project Managers and Innovation Personnel 603 Innovation and Strategic Planning 63Introduction 63Role of the Innovation Project Manager in Strategic Planning 64Role of the Portfolio PMO 64Types of Strategies 65Role of Innovation in Strategic Planning 66Role of Marketing in Strategic Innovation Planning 67Product Portfolio Analysis 68Identifying Core Competencies Using SWOT Analysis 74Innovation Project Management Competency Models in Action: Eli Lilly 77Marketing's Involvement with Innovation Project Managers 88Product Life Cycles 91Classification of R&D Projects 91Research versus Development 92The Research and Development Ratio 93Offensive versus Defensive Innovation 95Modeling the R&D Planning Function 96Priority Setting 99Contract R&D 101Nondisclosure Agreements, Secrecy Agreements, and Confidentiality Agreements 103Government Influence 103Sources for Innovation Technology 104Sources of Ideas 105Project Selection Issues 107Economic Evaluation of Projects 108Project Readjustments 111Project Termination 112Implications and Issues for Project Managers and Innovation Personnel 1134 Innovation Tools and Processes 115Introduction 115New Product Development 116The Fuzzy Front End 117Line of Sight 119Risk Management 119The Innovation Culture 123Innovative Cultures and Corporate Leadership 126Idea Generation 127Spinoff Innovations 128Understanding Reward Systems 129Innovation Leadership in Action: Medtronic 130IPM Skills Needed 133Design Thinking 135Brainstorming 138Prototypes 141Creativity and Innovation Fears 143Innovation Governance 144Transformational Governance 145Balanced Scorecard 146Strategy Maps 147Innovation Portfolio Management 148Innovation Sponsorship 151The Innovation Team 151Virtual versus Co-located Innovation Teams 152The Need for PM 2.0 and PM 3.0 153Implications and Issues for Project Managers and Innovation Personnel 1565 From Traditional to Innovation Project Management Thinking 159Introduction 159Information Warehouses 160Innovation Planning Overview 163Innovation Assumptions 167Validating the Objectives 169Life-Cycle Phases 171Work Breakdown Structure 175Budgeting 175Scheduling 176Scope Change Control 176Communication 178Communication Innovation in Action: Arcadis 179Innovation in Action: NTT Data 187Solution Innovation in Action: Philips Business Group Monitoring and Analytics and Therapeutic Care Services 190Innovation in Action: Dubai Customs and the Accelerated Exploratory Lab 202Innovation in Action: Merck 207Innovation in Action: Repsol 210Staffing Innovation Projects 213Implications and Issues for Project Managers and Innovation Personnel 2176 Innovation Management Software 219Introduction 219Origin and Benefits of Innovation Software 220Software Innovation in Action: Ideascale 222Software Innovation in Action: Qmarkets 225Software Innovation in Action: Hype Innovation 230Software and Open Innovation 241Implications and Issues for Project Managers and Innovation Personnel 2417 Value-Based Innovation Project Management Metrics 243Introduction 243Value over the Years 245Value and Leadership 246Combining Benefits and Value 248Recognizing the Need for Value Metrics 249The Need for Effective Measurement Techniques 252Customer/Stakeholder Impact on Value Metrics 257Customer Value Management Programs 258The Relationship between Project Management and Value 261Selecting the Right Metrics 264The Failure of Traditional Metrics and KPIs 266The Need for Value Metrics 266Creating Value Metrics 267Industry Examples of Innovation Value Metrics 273Alignment to Strategic Business Objectives 275Metrics for Innovation Governance 277Innovation Metrics in Action: Innovationlabs 278The Dark Side of Innovation Metrics 288Establishing a Metrics Management Program 290Implications and Issues for Project Managers and Innovation Personnel 2928 Business Models 295Introduction 295From Project Manager to Designer 297Business Models and Value 298Business Model Characteristics 299Strategic Partnerships 300Business Intelligence 300Skills for the Business Model Innovator 301Business Model Enhancements 303Types of Business Models 305Business Models and Strategic Alliances 308Identifying Business Model Threats 308Business Model Failure 310Business Models and Lawsuits 310Implications and Issues for Project Managers and Innovation Personnel 3139 Disruptive Innovation 315Introduction 315Early Understanding of Disruption 316Innovation and the Business Model Disruption 317Categories of Disruptive Innovations 319The Dark Side of Disruptive Innovation 321Using Integrated Product/Project Teams 321Disruptive Innovation in Action 324Implications and Issues for Project Managers and Innovation Personnel 32610 Innovation Roadblocks 329Introduction 329The Failure of Success 329One Size Fits All 330Insufficient Line of Sight 330Failing to Search for Ideas 331Sense of Urgency 331Working with Prima Donnas 332Lack of Collaboration 332Politics 332Project Workloads 332Intellectual Property Rights 333Not Understanding the Relationship between Creativity and Innovation 334Too Many Assumptions 334Innovation Funding 335Cash Flow and Financial Uncertainty 335Control, Control, and Control 335Analysis-Paralysis 336Innovation in Action: Naviair 336Innovation in Action: Overcoming the Roadblocks 34911 Defining Innovation Success and Failure 353Introduction 353The Business Side of Traditional Project Success 354Defining Project Success: The Early Years 355Redefining Project Success: Approaching the Twenty-First Century 357Degrees of Success and Failure 358Defining Success at the Beginning of the Project 359The Role of Marketing in Defining Innovation Success 360The Business Side of Innovation Success 363Prioritization of the Success Factors 365Innovation Project Success and Core Competencies 366Innovation Project Success and Business Models 368Causes of Innovation Project Failure 368Identifying the Success and Failure Criteria 371Implications and Issues for Project Managers and Innovation Personnel 37312 Innovation in Action 375Introduction 375Innovation in Action: Apple 375Innovation in Action: Facebook 377Innovation in Action: IBM 378Innovation in Action: Texas Instruments 382Innovation in Action: 3M 384Innovation in Action: Motorola 385Innovation in Action: Zurich North America 386Innovation in Action: UNICEF USA 388Innovation in Action: Samsung 392Agile Innovation in Action: Integrated Computer Solutions, Inc. 392Innovation in Action: COMAU 400Innovation in Action: Tokio Marine and Nichido Systems 408Innovation in Action: GEA 410Innovation in Action: Airbus Space and Defence 418Innovation in Action: thyssenkrupp 421Innovation in Action: Wärtsilä Energy Solutions 424Working Together: ABC Training Software Development Project Revival 427Critical Issues 43013 Case Studies 431Disney (A): Innovation Project Management Skills at Disney 431Disney (B): Creating Innovation: Disney's Haunted Mansion 441Disney (C): Impact of Culture on Global Innovation Opportunities 456Disney (D): The Partnership Side of Global Business Model Innovation 476Case Study: Boeing 787 Dreamliner: Managing Innovation Risks with a New Business Model 489Case Study: The Sydney Australia Opera House 496Case Study: Ampore Faucet Company: Managing Different Views on Innovation 503Case Study: The Innovation Sponsors 506Case Study: The Rise, Fall, and Resurrection of Iridium: When an Innovation Business Model Fails 508Index 539

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