{"product_id":"innovation-project-management-isbn-9781119931249","title":"Innovation Project Management","description":"\u003cb\u003eINNOVATION PROJECT MANAGEMENT\u003c\/b\u003e \u003cp\u003e\u003cb\u003eACTIONABLE TOOLS, PROCESSES, AND METRICS FOR SUCCESSFULLY MANAGING INNOVATION PROJECTS, WITH EXCLUSIVE INSIGHTS FROM WORLD-CLASS ORGANIZATIONS AROUND THE WORLD\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eThe newly revised Second Edition of \u003ci\u003eInnovation Project Management \u003c\/i\u003eoffers 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. \u003c\/p\u003e\u003cp\u003eThe highly qualified author analyzes innovation from all sides; through this approach, \u003ci\u003eInnovation Project Management \u003c\/i\u003ebreaks down traditional project management methods and explains why and how innovation projects should be managed differently. \u003c\/p\u003e\u003cp\u003eThe 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. \u003c\/p\u003e\u003cp\u003eSpecific ideas discussed in\u003ci\u003e Innovation Project Management\u003c\/i\u003e include:  \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eContinuous versus discontinuous innovation, incremental versus radical innovation, understanding innovation differences, and incremental innovation versus new product development\u003c\/li\u003e \u003cli\u003eIdentifying core competencies using SWOT analysis and nondisclosure agreements, secrecy agreements, and confidentiality agreements\u003c\/li\u003e \u003cli\u003eImplications and issues for project managers and innovation personnel, active listening, pitching the innovation, and cognitive biases\u003c\/li\u003e \u003cli\u003eMeasuring intangible assets, customer\/stakeholder impact on value metrics, customer value management programs, and the relationship between project management and value\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eWith 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, \u003ci\u003eInnovation Project Management\u003c\/i\u003e is a must-have title for practicing project managers, as well as students in project management, innovation, and entrepreneurship programs. \u003c\/p\u003e\u003cp\u003ePreface xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction to Innovation Project Management 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003eDefinitions for Innovation 2\u003c\/p\u003e \u003cp\u003eThe Business Need 4\u003c\/p\u003e \u003cp\u003eInnovation Literature 6\u003c\/p\u003e \u003cp\u003eProject Management Literature 7\u003c\/p\u003e \u003cp\u003eInnovation Benchmarking 8\u003c\/p\u003e \u003cp\u003eValue: The Missing Link 10\u003c\/p\u003e \u003cp\u003eInnovation Targeting 12\u003c\/p\u003e \u003cp\u003eTimeline for Innovation Targeting 13\u003c\/p\u003e \u003cp\u003eInnovation in Small Companies 14\u003c\/p\u003e \u003cp\u003eSeven Critical Dimensions for Scaling Project Management Innovation 14\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 16\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Types of Innovation 19\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 19\u003c\/p\u003e \u003cp\u003eContinuous Versus Discontinuous Innovation 20\u003c\/p\u003e \u003cp\u003eIncremental Versus Radical Innovation 21\u003c\/p\u003e \u003cp\u003eUnderstanding Innovation Differences 22\u003c\/p\u003e \u003cp\u003eIncremental Innovation Versus New Product Development 23\u003c\/p\u003e \u003cp\u003eProduct Development Innovation Categories 23\u003c\/p\u003e \u003cp\u003eClosed and Open Innovation 25\u003c\/p\u003e \u003cp\u003eCrowdsourcing 27\u003c\/p\u003e \u003cp\u003eCo-Creation Innovation 29\u003c\/p\u003e \u003cp\u003eOpen Innovation in Action: Airbus and Co-creation Partnerships 35\u003c\/p\u003e \u003cp\u003eValue (Or Value-Driven) Innovation 37\u003c\/p\u003e \u003cp\u003eAgile Innovation 38\u003c\/p\u003e \u003cp\u003eAgile Innovation in Action: Deloitte 40\u003c\/p\u003e \u003cp\u003eGovernment Innovation 47\u003c\/p\u003e \u003cp\u003eFinancial Innovation 50\u003c\/p\u003e \u003cp\u003eHealthcare Innovation 51\u003c\/p\u003e \u003cp\u003eBrand Innovation 53\u003c\/p\u003e \u003cp\u003eSustainable Innovation 53\u003c\/p\u003e \u003cp\u003eHumanitarian\/Social Innovation 54\u003c\/p\u003e \u003cp\u003eSocial Innovation in Action: Hitachi 55\u003c\/p\u003e \u003cp\u003eeducational Innovation 57\u003c\/p\u003e \u003cp\u003eManufacturing Innovation 58\u003c\/p\u003e \u003cp\u003eA Case Study 60\u003c\/p\u003e \u003cp\u003eNontechnical Innovation in Action 60\u003c\/p\u003e \u003cp\u003eOther Categories of Innovation 62\u003c\/p\u003e \u003cp\u003eRole of the Board of Directors 66\u003c\/p\u003e \u003cp\u003eFinding an Innovation Project Sponsor 66\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 67\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Innovation and Strategic Planning 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 69\u003c\/p\u003e \u003cp\u003eRole of the Innovation Project Manager in Strategic Planning 70\u003c\/p\u003e \u003cp\u003eRole of the Portfolio PMO 70\u003c\/p\u003e \u003cp\u003eBusiness Impact Analysis 71\u003c\/p\u003e \u003cp\u003eInnovation Maturity Models 71\u003c\/p\u003e \u003cp\u003eTypes of Strategies 73\u003c\/p\u003e \u003cp\u003eRole of Innovation in Strategic Planning 74\u003c\/p\u003e \u003cp\u003eRole of Marketing in Strategic Innovation Planning 75\u003c\/p\u003e \u003cp\u003eProduct Portfolio Analysis 76\u003c\/p\u003e \u003cp\u003eIdentifying Core Competencies Using SWOT Analysis 82\u003c\/p\u003e \u003cp\u003eInnovation Project Management Competency Models in Action: eli Lilly 84\u003c\/p\u003e \u003cp\u003eMarketing’s Involvement with Innovation Project Managers 95\u003c\/p\u003e \u003cp\u003eProduct Life Cycles 97\u003c\/p\u003e \u003cp\u003eClassification of R\u0026amp;D Projects 97\u003c\/p\u003e \u003cp\u003eResearch Versus Development 98\u003c\/p\u003e \u003cp\u003eThe Research and Development Ratio 99\u003c\/p\u003e \u003cp\u003eOffensive Versus Defensive Innovation 100\u003c\/p\u003e \u003cp\u003eModeling the R\u0026amp;D Planning Function 101\u003c\/p\u003e \u003cp\u003ePriority Setting 105\u003c\/p\u003e \u003cp\u003eContract R\u0026amp;D 107\u003c\/p\u003e \u003cp\u003eNondisclosure Agreements, Secrecy Agreements, and Confidentiality Agreements 108\u003c\/p\u003e \u003cp\u003eGovernment Influence 108\u003c\/p\u003e \u003cp\u003eSources for Innovation Technology 109\u003c\/p\u003e \u003cp\u003eSources of Ideas 110\u003c\/p\u003e \u003cp\u003eThe Project Manager’s Role in Developing Innovation Skills and Ideas in People 112\u003c\/p\u003e \u003cp\u003eestablishing a Project Selection Criteria 114\u003c\/p\u003e \u003cp\u003eProject Selection Issues 115\u003c\/p\u003e \u003cp\u003eeconomic evaluation of Projects 116\u003c\/p\u003e \u003cp\u003eRole of the Project Manager in Project Selection 119\u003c\/p\u003e \u003cp\u003eProject Selection and Politics 124\u003c\/p\u003e \u003cp\u003eProject Readjustments 126\u003c\/p\u003e \u003cp\u003eProject Termination 127\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 127\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Innovation Tools and Processes 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 129\u003c\/p\u003e \u003cp\u003eNew Product Development 130\u003c\/p\u003e \u003cp\u003eThe Fuzzy Front end 131\u003c\/p\u003e \u003cp\u003ePrioritizing Product Features 133\u003c\/p\u003e \u003cp\u003eLine of Sight 134\u003c\/p\u003e \u003cp\u003eMisalignment Issues 135\u003c\/p\u003e \u003cp\u003eRisk Management 137\u003c\/p\u003e \u003cp\u003eThe Innovation Culture 140\u003c\/p\u003e \u003cp\u003eInnovation Functional Units 145\u003c\/p\u003e \u003cp\u003eInnovative Cultures and Corporate Leadership 145\u003c\/p\u003e \u003cp\u003eIdea Generation 146\u003c\/p\u003e \u003cp\u003eSpinoff Innovations 147\u003c\/p\u003e \u003cp\u003eUnderstanding Reward Systems 148\u003c\/p\u003e \u003cp\u003eInnovation Leadership in Action: Medtronic 149\u003c\/p\u003e \u003cp\u003eIPM Skills Needed 152\u003c\/p\u003e \u003cp\u003eDesign Thinking 155\u003c\/p\u003e \u003cp\u003eBrainstorming 157\u003c\/p\u003e \u003cp\u003eWhiteboarding 163\u003c\/p\u003e \u003cp\u003eMind Maps 163\u003c\/p\u003e \u003cp\u003eActive Listening 165\u003c\/p\u003e \u003cp\u003ePitching the Innovation 167\u003c\/p\u003e \u003cp\u003eCognitive Biases 167\u003c\/p\u003e \u003cp\u003ePrototypes 168\u003c\/p\u003e \u003cp\u003eCreativity and Innovation Fears 170\u003c\/p\u003e \u003cp\u003eInnovation Governance 170\u003c\/p\u003e \u003cp\u003eCorporate Innovation Governance Risks 171\u003c\/p\u003e \u003cp\u003eTransformational Governance 174\u003c\/p\u003e \u003cp\u003eBalanced Scorecard 175\u003c\/p\u003e \u003cp\u003eStrategy Maps 176\u003c\/p\u003e \u003cp\u003eInnovation Portfolio Management 177\u003c\/p\u003e \u003cp\u003eInnovation Sponsorship 179\u003c\/p\u003e \u003cp\u003eThe Innovation Team 180\u003c\/p\u003e \u003cp\u003eVirtual Versus Co-Located Innovation Teams 181\u003c\/p\u003e \u003cp\u003eArtificial Intelligence and IPM 182\u003c\/p\u003e \u003cp\u003eThe Need for PM 2.0 and PM 3.0 184\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 187\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 From Traditional to Innovation Project Management Thinking 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 191\u003c\/p\u003e \u003cp\u003eInformation Warehouses 193\u003c\/p\u003e \u003cp\u003eInnovation Planning Overview 197\u003c\/p\u003e \u003cp\u003eInnovation Methodologies 200\u003c\/p\u003e \u003cp\u003eMethodology Gates 202\u003c\/p\u003e \u003cp\u003eInnovation Assumptions 202\u003c\/p\u003e \u003cp\u003eValidating the Objectives 204\u003c\/p\u003e \u003cp\u003eDiffering Views of the Project 206\u003c\/p\u003e \u003cp\u003eLife-Cycle Phases 206\u003c\/p\u003e \u003cp\u003eLife-Cycle Costing 210\u003c\/p\u003e \u003cp\u003eWork Breakdown Structure 211\u003c\/p\u003e \u003cp\u003eBudgeting 212\u003c\/p\u003e \u003cp\u003eScheduling 212\u003c\/p\u003e \u003cp\u003eScope Change Control 213\u003c\/p\u003e \u003cp\u003eTechnology Readiness Levels 214\u003c\/p\u003e \u003cp\u003eLean Project Management: Kanban 216\u003c\/p\u003e \u003cp\u003eCommunication 217\u003c\/p\u003e \u003cp\u003eenabling Innovation Success in Solution Design and Delivery in Healthcare Business 218\u003c\/p\u003e \u003cp\u003eInnovation in Action: Dubai Customs and the Accelerated exploratory Lab 229\u003c\/p\u003e \u003cp\u003eInnovation in Action: Merck KGaA, Darmstadt, Germany 234\u003c\/p\u003e \u003cp\u003eInnovation in Action: Repsol 237\u003c\/p\u003e \u003cp\u003eStaffing Innovation Projects 241\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 243\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Innovation Management Software 245\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 245\u003c\/p\u003e \u003cp\u003eOrigin and Benefits of Innovation Software 246\u003c\/p\u003e \u003cp\u003eSoftware Innovation in Action: IdeaScale 248\u003c\/p\u003e \u003cp\u003eSoftware Innovation in Action: Hype Innovation 251\u003c\/p\u003e \u003cp\u003eSoftware and Open Innovation 260\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 261\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Value-based Innovation Project Management Metrics 263\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 263\u003c\/p\u003e \u003cp\u003eValue Over the Years 265\u003c\/p\u003e \u003cp\u003eValue and Leadership 266\u003c\/p\u003e \u003cp\u003eCombining Benefits and Value 268\u003c\/p\u003e \u003cp\u003eRecognizing the Need for Value Metrics 269\u003c\/p\u003e \u003cp\u003eThe Need for effective Measurement Techniques 271\u003c\/p\u003e \u003cp\u003eMeasuring Intangible Assets 276\u003c\/p\u003e \u003cp\u003eCustomer \/ Stakeholder Impact on Value Metrics 278\u003c\/p\u003e \u003cp\u003eCustomer Value Management Programs 279\u003c\/p\u003e \u003cp\u003eThe Relationship between Project Management and Value 282\u003c\/p\u003e \u003cp\u003eCreating an Innovation Project Management Baseline 284\u003c\/p\u003e \u003cp\u003eSelecting the Right Metrics 286\u003c\/p\u003e \u003cp\u003eThe Failure of Traditional Metrics and KPIs 288\u003c\/p\u003e \u003cp\u003eThe Need for Value Metrics 288\u003c\/p\u003e \u003cp\u003eCreating Value Metrics 289\u003c\/p\u003e \u003cp\u003eIndustry examples of Innovation Value Metrics 295\u003c\/p\u003e \u003cp\u003eAlignment to Strategic Business Objectives 296\u003c\/p\u003e \u003cp\u003eMetrics for Innovation Governance 298\u003c\/p\u003e \u003cp\u003eInnovation Metrics in Action: InnovationLabs 299\u003c\/p\u003e \u003cp\u003eThe Dark Side of Innovation Metrics 309\u003c\/p\u003e \u003cp\u003eestablishing a Metrics Management Program 310\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 312\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Business Models 315\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 315\u003c\/p\u003e \u003cp\u003eFrom Project Manager to Designer 317\u003c\/p\u003e \u003cp\u003eBusiness Models and Value 318\u003c\/p\u003e \u003cp\u003eBusiness Model Characteristics 318\u003c\/p\u003e \u003cp\u003eStrategic Partnerships 319\u003c\/p\u003e \u003cp\u003eBusiness Intelligence 319\u003c\/p\u003e \u003cp\u003eSkills for the Business Model Innovator 320\u003c\/p\u003e \u003cp\u003eBusiness Model enhancements 322\u003c\/p\u003e \u003cp\u003eTypes of Business Models 324\u003c\/p\u003e \u003cp\u003eBusiness Models and Strategic Alliances 326\u003c\/p\u003e \u003cp\u003eIdentifying Business Model Threats 327\u003c\/p\u003e \u003cp\u003eBusiness Model Failure 328\u003c\/p\u003e \u003cp\u003eBusiness Models and Lawsuits 328\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 330\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Disruptive Innovation 333\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 333\u003c\/p\u003e \u003cp\u003eearly Understanding of Disruption 334\u003c\/p\u003e \u003cp\u003eInnovation and the Business Model Disruption 335\u003c\/p\u003e \u003cp\u003eCategories of Disruptive Innovations 337\u003c\/p\u003e \u003cp\u003eThe Dark Side of Disruptive Innovation 338\u003c\/p\u003e \u003cp\u003eUsing Integrated Product\/Project Teams 339\u003c\/p\u003e \u003cp\u003eDisruptive Innovation in Action 341\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 342\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Innovation Roadblocks 345\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 345\u003c\/p\u003e \u003cp\u003eThe Failure of Success 346\u003c\/p\u003e \u003cp\u003eOne Size Fits All 346\u003c\/p\u003e \u003cp\u003eInsufficient Line of Sight 346\u003c\/p\u003e \u003cp\u003eFailing to Search for Ideas 347\u003c\/p\u003e \u003cp\u003eSense of Urgency 347\u003c\/p\u003e \u003cp\u003eWorking with Prima Donnas 347\u003c\/p\u003e \u003cp\u003eLack of Collaboration 348\u003c\/p\u003e \u003cp\u003ePolitics 348\u003c\/p\u003e \u003cp\u003eProject Workloads 348\u003c\/p\u003e \u003cp\u003eIntellectual Property Rights 348\u003c\/p\u003e \u003cp\u003eNot Understanding the Relationship between Creativity and Innovation 349\u003c\/p\u003e \u003cp\u003eToo Many Assumptions 350\u003c\/p\u003e \u003cp\u003eInnovation Funding 350\u003c\/p\u003e \u003cp\u003eCash Flow and Financial Uncertainty 350\u003c\/p\u003e \u003cp\u003eControl, Control, and Control 350\u003c\/p\u003e \u003cp\u003eAnalysis–Paralysis 351\u003c\/p\u003e \u003cp\u003eInnovation in Action: Naviair 351\u003c\/p\u003e \u003cp\u003eInnovation in Action: Overcoming the Roadblocks 363\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Defining Innovation Success and Failure 367\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 367\u003c\/p\u003e \u003cp\u003eThe Business Side of Traditional Project Success 368\u003c\/p\u003e \u003cp\u003eDefining Project Success: The early Years 370\u003c\/p\u003e \u003cp\u003eRedefining Project Success: Approaching the Twenty-First Century 371\u003c\/p\u003e \u003cp\u003eDegrees of Success and Failure 372\u003c\/p\u003e \u003cp\u003eDefining Success at the Beginning of the Project 374\u003c\/p\u003e \u003cp\u003eThe Role of Marketing in Defining Innovation Success 374\u003c\/p\u003e \u003cp\u003eThe Business Side of Innovation Success 377\u003c\/p\u003e \u003cp\u003ePrioritization of the Success Factors 379\u003c\/p\u003e \u003cp\u003eInnovation Project Success and Core Competencies 380\u003c\/p\u003e \u003cp\u003eInnovation Project Success and Business Models 381\u003c\/p\u003e \u003cp\u003eCauses of Innovation Project Failure 381\u003c\/p\u003e \u003cp\u003eIdentifying the Success and Failure Criteria 384\u003c\/p\u003e \u003cp\u003ePost-Failure Success Analysis 385\u003c\/p\u003e \u003cp\u003eSensemaking 386\u003c\/p\u003e \u003cp\u003eThe Need for New Metrics 387\u003c\/p\u003e \u003cp\u003eLearning from Failure 387\u003c\/p\u003e \u003cp\u003eThe Failure of Success 388\u003c\/p\u003e \u003cp\u003eConclusion 390\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 390\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Innovation in Action 393\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 393\u003c\/p\u003e \u003cp\u003eInnovation in Action: Apple 393\u003c\/p\u003e \u003cp\u003eInnovation in Action: Facebook 395\u003c\/p\u003e \u003cp\u003eInnovation in Action: IBM 396\u003c\/p\u003e \u003cp\u003eInnovation in Action: Texas Instruments 399\u003c\/p\u003e \u003cp\u003eInnovation in Action: 3M 401\u003c\/p\u003e \u003cp\u003eInnovation in Action: Motorola 403\u003c\/p\u003e \u003cp\u003eInnovation Project Management: The Case of KAUST Smart 404\u003c\/p\u003e \u003cp\u003eKey Characteristic of KAUST Smart Projects (What makes KAUST Smart Projects Unique) 405\u003c\/p\u003e \u003cp\u003eRecent and Ongoing Project examples 408\u003c\/p\u003e \u003cp\u003eInnovation in Action: Samsung 410\u003c\/p\u003e \u003cp\u003eAgile Innovation in Action: Integrated Computer Solutions, Inc 411\u003c\/p\u003e \u003cp\u003eInnovation in Action: COMAU 418\u003c\/p\u003e \u003cp\u003eInnovation in Action: Tokio Marine and Nichido Systems 425\u003c\/p\u003e \u003cp\u003eInnovation in Action: GeA 427\u003c\/p\u003e \u003cp\u003eInnovation Management at GeA – The Strategic Parts 432\u003c\/p\u003e \u003cp\u003eInnovation in Action: Wärtsilä energy Solutions 435\u003c\/p\u003e \u003cp\u003eCritical Issues 437\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Case Studies 439\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDisney (A): Innovation Project Management Skills at Disney 439\u003c\/p\u003e \u003cp\u003eDisney (B): Creating Innovation: Disney’s Haunted Mansion 449\u003c\/p\u003e \u003cp\u003eDisney (C): Impact Of Culture On Global Innovation Opportunities 464\u003c\/p\u003e \u003cp\u003eDisney (D): The Partnership Side Of Global Business Model Innovation 482\u003c\/p\u003e \u003cp\u003eCase Study: Boeing 787 Dreamliner: Managing Innovation Risks with a New Business Model 494\u003c\/p\u003e \u003cp\u003eCase Study: The Sydney Australia Opera House 501\u003c\/p\u003e \u003cp\u003eCase Study: Ampore Faucet Company: Managing Different Views on Innovation 508\u003c\/p\u003e \u003cp\u003eCase Study: The Innovation Sponsors 510\u003c\/p\u003e \u003cp\u003eCase Study: The Rise, Fall, and Resurrection of Iridium: When an Innovation Business Model Fails 512\u003c\/p\u003e \u003cp\u003eCase Study: Zane Corporation: Selecting an Innovation Framework 540\u003c\/p\u003e \u003cp\u003eCase Study: Redstone Inc.: Understanding Innovation Cultures 544\u003c\/p\u003e \u003cp\u003eCase Study: The Government Think Tank: The Failure of Crowdsourcing 546\u003c\/p\u003e \u003cp\u003eCase Study: Lego: Brand Management Innovation 548\u003c\/p\u003e \u003cp\u003eIndex 565\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eHAROLD KERZNER, PhD\u003c\/b\u003e 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\u003csup\u003e®\u003c\/sup\u003e or global equivalent each year.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eACTIONABLE TOOLS, PROCESSES, AND METRICS FOR SUCCESSFULLY MANAGING INNOVATION PROJECTS, WITH EXCLUSIVE INSIGHTS FROM WORLD-CLASS ORGANIZATIONS AROUND THE WORLD\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eThe newly revised Second Edition of \u003ci\u003eInnovation Project Management \u003c\/i\u003eoffers 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. \u003c\/p\u003e\u003cp\u003eThe highly qualified author analyzes innovation from all sides; through this approach, \u003ci\u003eInnovation Project Management \u003c\/i\u003ebreaks down traditional project management methods and explains why and how innovation projects should be managed differently. \u003c\/p\u003e\u003cp\u003eThe 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. \u003c\/p\u003e\u003cp\u003eSpecific ideas discussed in\u003ci\u003e Innovation Project Management\u003c\/i\u003e include:  \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eContinuous versus discontinuous innovation, incremental versus radical innovation, understanding innovation differences, and incremental innovation versus new product development\u003c\/li\u003e \u003cli\u003eIdentifying core competencies using SWOT analysis and nondisclosure agreements, secrecy agreements, and confidentiality agreements\u003c\/li\u003e \u003cli\u003eImplications and issues for project managers and innovation personnel, active listening, pitching the innovation, and cognitive biases\u003c\/li\u003e \u003cli\u003eMeasuring intangible assets, customer\/stakeholder impact on value metrics, customer value management programs, and the relationship between project management and value\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eWith 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, \u003ci\u003eInnovation Project Management\u003c\/i\u003e is a must-have title for practicing project managers, as well as students in project management, innovation, and entrepreneurship programs.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989426815205,"sku":"NP9781119931249","price":99.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119931249.jpg?v=1761784060","url":"https:\/\/k12savings.com\/products\/innovation-project-management-isbn-9781119931249","provider":"K12savings","version":"1.0","type":"link"}