Miniumum viable product creation through adaptive project management — An extended approach for the management of innovation projects: The ecochallenge case

2017 ◽  
Author(s):  
Ala Nuseibah ◽  
Christian Reimann ◽  
Maria Zadnepryanets ◽  
Carsten Wolff ◽  
Jose Ramon Otegi Olaso
Keyword(s):  
Project Management ◽  
Management Of Innovation ◽  
Extended Approach ◽  
Innovation Projects ◽  
Product Creation

Project Management in Innovation Networks

2010 ◽  
pp. 1276-1286
Author(s):  
Adam Melski ◽  
Jan Borchert ◽  
Svenja Hagenhoff
Keyword(s):  
Project Management ◽  
Hierarchical Structures ◽  
Life Cycles ◽  
Innovation Networks ◽  
Interdisciplinary Work ◽  
Management Of Innovation ◽  
Innovation Projects ◽  
Traditional Leadership ◽  
Management Instrument ◽  
Robust Process

In times of market globalization, aggravated competition and the shortening of product life cycles, many companies have turned to innovations as elixirs for their continued existence (Little, 1997). Companies cope with increased innovation requirements by increasing their specialization in a certain field. This makes new innovation ideas more probable; however, it also complicates the process from conception to realization. Traditional leadership systems with rigid hierarchical structures are increasingly replaced by more flexible, interdisciplinary work forms, with networks becoming the prevailing form of organization (Man, 2004). Innovation plans are usually carried out in projects, thus the management of innovation projects has become the center of attention. However, the failure of many innovation projects sheds doubt on the usefulness of project management (PM). Studies demand robust process controlling to replace the more delicate PM (Hauschildt 2003). This article examines to what extend PM may be used as a “universal management instrument” (Seibert, 1998, p. 25) in innovation networks. In addition, further concepts and instruments that should be added to PM in innovation networks will be introduced.

Reducing uncertainties in innovation projects through intra-organisational collaboration: a systematic literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rola Imad Fanousse ◽  
Dilupa Nakandala ◽  
Yi-Chen Lan
Keyword(s):  
Systematic Review ◽  
Project Management ◽  
Literature Review ◽  
Systematic Literature Review ◽  
Project Performance ◽  
Organisational Learning ◽  
Content Type ◽  
Innovation Projects ◽  
Innovation Project ◽  
The Impact

PurposeThis article provides the first systematic review of literature on effective organisational practices for reducing innovation project uncertainties to promote project performance. Innovation is the lifeblood of organisations, while simultaneously being one of the most challenging processes to manage. This systematic review seeks to examine best practice for reducing uncertainties and thus mitigate the high failure rates in innovation projects.Design/methodology/approachThis paper provides a systematic review of the literature on innovation project management and encourages an understanding of how intra-organisational collaboration reduces uncertainty and thus increases project performance.FindingsBased on an analysis of the systematic literature review findings, the impact of intra-organisational collaboration in reducing uncertainties in innovation projects is uncovered. Three types of project uncertainties were found to be dominant in the context of innovation project management: task, technological and market uncertainties. Five dimensions of intra-organisational collaboration are also identified, namely collaborative relationship, collaborative leadership, communicating and sharing information, trust formation and joint decision-making.Originality/valueThe authors situate five intra-organisational collaboration dimensions as key mechanisms that yield organisational learning as an outcome. On the other hand, they also uncovered that organisational learning is a key enabler in the relationship between intra-organisational collaboration and task, market and technological uncertainties reduction. Therefore, intra-organisational collaboration is identified as a critical practice in enhancing the performance of innovation projects. The study proposes a multi-dimensional conceptual model, providing a mechanism for furthering a research agenda for improving the performance of innovation projects.

Philosophical Perspectives for Strategic Innovation Models and Comprehensive Analysis Processes

2012 ◽  
Author(s):  
Gunther Herr ◽  
André Nijmeh
Keyword(s):  
Project Management ◽  
Innovation Management ◽  
Innovation Process ◽  
Comprehensive Analysis ◽  
Innovation Activities ◽  
Strategic Innovation ◽  
Innovation Projects ◽  
The World ◽  
Management Literature ◽  
Tools And Methods

Many tools and methods claim to be “innovative”. Most belong either to project management, engineering design or creativity approaches. “Innovation Management” literature usually discusses “success patterns” for Innovation based on case studies, but hardly process the comprehensive support of innovation activities. It seems that there is a strategic gap between traditional idea-realization processes that focus on reliable project management and the diffuse situation in ever faster changing environments with unclear opportunities and risks. To professionally reinforce strategic innovation activities it is necessary to define a resilient framework. This paper discusses a new view on the field of innovation that is based on the comprehensiveness of philosophy. Fundamental definitions of early philosophers on the interdependencies of the “co-evolution of the world” are applied to define an “Innovation Philosophy”. This is transformed into an “Innovation Strategy” that comprises a repeatable “Innovation Process” for guiding teams through Innovation Projects.

Risk Management in Innovation Projects

2014 ◽  
Vol 638-640 ◽  
pp. 2338-2341 ◽  
Author(s):  
Boris Titarenko ◽  
Sergey Titov ◽  
Roman Titarenko
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Quantitative Methods ◽  
International Project ◽  
Qualitative And Quantitative ◽  
Quantitative Estimates ◽  
Management Association ◽  
Innovation Projects ◽  
Management Approaches ◽  
System Methodology

The report deals with projects risk management approaches and methods. The methods are based upon the main provisions of the following standards: International Competence Baseline, published by International Project Management Association – IPMA and National Competence Baseline published by Russian Project Management Association – SOVNET. It is known two types of risk management methods: qualitative and quantitative. Qualitative methods deal with procedures that reduce the risk of risk situations and the quantitative methods allow to produce quantitative estimates of the proposed activities using SOVNET system methodology.

scholarly journals The importance of logic planning in case of IT and innovation projects

2009 ◽  
Vol 3 (5-6) ◽  
pp. 15-20 ◽  
Author(s):  
Judit Kiss ◽  
ZsoltT. Kosztyán
Keyword(s):  
Project Management ◽  
Critical Points ◽  
Project Planning ◽  
Planning Method ◽  
Stochastic Network ◽  
Management Tools ◽  
Practical Applications ◽  
Innovation Projects ◽  
Points Of View ◽  
Feasible Solutions

In case of using methodology of project planning, in the first step we had to create a “good” logic network. We had to determine the successors and predecessors of the tasks. However, usually successors and predecessors proceed from the technology, sometimes (especially in case of IT and innovation projects) these relations between tasks are not explicit. In case of projects, especially IT and innovation projects, one of the most critical points of view is the phase of logic planning. However, it is a very important phase, only slightly supported by any kind of Project Management tools. Our goal was to support the logic planning phase. In our paper a new planning method, namely SNPM (Stochastic Network Planning Method) is introduced through some practical applications. SNPM can determine all feasible solutions with the help of stochastic variables and can also take into consideration all possible precedents. The parameters of logic relations can be changed if the impacts on the project change. With this method the most probable project scenario can be determined taking into account costs and resource demands.

Stakeholder management in open innovation projects: a multiple case study analysis

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Urbinati ◽  
Paolo Landoni ◽  
Francesca Cococcioni ◽  
Ludovico De Giudici
Keyword(s):  
Project Management ◽  
Open Innovation ◽  
Stakeholder Management ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Innovation Research ◽  
Science And Technology Parks ◽  
Innovation Activities ◽  
Innovation Projects ◽  
Resources And Capabilities

PurposeIn recent years, companies have started to open up their Research and Development (R&D) and their innovation activities to external partners. They aim to access new resources and capabilities and to gain shorter time-to-markets. However, as several studies have shown, it can be difficult to manage collaborative (open) innovation projects to achieve desired outcomes. Starting from this premise, the paper investigates how project stakeholder management is different in open innovation projects from traditional R&D projects.Design/methodology/approachThe study has a qualitative nature and is based on the interpretative paradigm with an inductive orientation. The paper leverages interviews with experts involved in open innovation projects conducted in two Science and Technology Parks between Sweden and Italy.FindingsThe analysis shows how companies manage multiple stakeholders in open innovation projects and the peculiarities project stakeholder management faces in these projects when compared with traditional R&D projects. The paper shows how the relationships with external partners in open innovation projects are regulated by informal identification and analysis frameworks, which reduce the tensions deriving from these multiple collaborations. In addition, it underlines a set of good practices, and project management aspects for developing effective absorptive capacity of know-how, resources, and capabilities from external stakeholders in open innovation projects.Originality/valueThe paper analyzes for the first time how companies manage multiple stakeholders in open innovation projects in a different way from traditional R&D projects. Furthermore, the paper introduces a shift in the focus of the analysis: it focuses on the level of the project conducted through multiple collaborations instead of on the level of the firms involved in the project. Finally, the paper integrates open innovation research with project management research.

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