The multiple facets of innovation project management

The multiple facets of innovation project management /

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Bibliographic Details
Main Author: Fernez-Walch, Sanne (Author)
Corporate Author: ProQuest (Firm)
Format: Electronic eBook
Language:English
Published: London : Hoboken, NJ : ISTE Ltd ; John Wiley & Sons, Inc., 2017.
Series:Innovation, entrepreneurship and management series. Innovation between risk and reward set ; v. 4.
Subjects:
Project management.
Technological innovations > Management.
New products > Management.
Online Access:Connect to this title online (unlimited simultaneous users allowed; 325 uses per year)
Table of Contents:
  • Machine generated contents note: ch. 1 Innovation Project Management in Theory
  • 1.1. Defining the word "innovation"
  • 1.1.1. polysemous word
  • 1.1.2. different types of innovation
  • 1.1.3. different perceptions of newness
  • 1.1.4. different dimensions of newness
  • 1.1.5. intensity of newness
  • 1.2. Innovation management research
  • 1.2.1. Adopting a managerial rather than economic perspective
  • 1.2.2. Focusing on new product development practices
  • 1.2.3. established research stream in management science
  • 1.3. Entrepreneurship research
  • 1.3.1. Theoretical economic foundations: from Cantillon to Schumpeter
  • 1.3.2. Entrepreneurship as an alternative mode of managing exploratory activities
  • 1.4. Project management research
  • 1.4.1. Historical overview
  • 1.4.2. Project Management Institute (PMI) methodology
  • 1.4.3. Project management research
  • 1.5. Proposing a definition of innovation project management
  • 1.5.1. Combining the three research streams
  • 1.5.2. Enhancing the European standard point of view
  • 1.5.3. My definition of an innovation project
  • 1.5.4. Managing a high number of various innovation projects
  • ch. 2 Innovation Project Management in Practice
  • 2.1. different areas of innovation project management
  • 2.1.1. 3MI framework
  • 2.1.2. Boly's framework
  • 2.2. Proposing an interpretative innovation management framework
  • 2.2.1. How many vertical innovation management levels are there in the studied organization?
  • 2.2.2. What kinds of organizational mechanisms are there at each vertical innovation management level?
  • 2.2.3. Innovation management contingency factors and integration and differentiation mechanisms
  • 2.2.4. Information flows
  • 2.3. Shaping the organization's environment thanks to innovation projects
  • 2.3.1. What is a proactive innovation strategy?
  • 2.3.2. What kinds of innovation management practices are there in proactive firms?
  • 2.3.3. dynamic flexibility of the innovation management system
  • 2.3.4. Improving the innovation management system to increase dynamic structural flexibility
  • ch. 3 Individual Innovation Project Management
  • 3.1. Balancing risk and gain in an innovation project
  • 3.1.1. R&D decision-making modeling approach
  • 3.1.2. Seeking external innovation project funding
  • 3.1.3. Impacts on innovation project management
  • 3.2. Elaborating a value proposition in a value network to answer demand values
  • 3.2.1. Creating a strategic value, thanks to innovation projects
  • 3.2.2. diffusion of the open innovation concept
  • 3.2.3. Elaborating a value proposition in a value network in order to meet demand values
  • 3.2.4. new topic of research: co-innovation project management
  • ch. 4 Innovation Multi-Project Management
  • 4.1. Historical overview of innovation multi-project management
  • 4.2. Defining innovation multi-project management
  • 4.2.1. What is a set of innovation projects?
  • 4.2.2. What are project interdependencies?
  • 4.2.3. three multi-project management approaches
  • 4.3. Project portfolio management
  • 4.3.1. Historical perspective
  • 4.3.2. Goals of PPM
  • 4.4. Platform-based multi-project management
  • 4.4.1. Historical overview and purpose
  • 4.4.2. Key issues of the platform approach
  • 4.4.3. What kinds of project sets are in the platform approach?
  • 4.5. Trajectory-based multi-project management
  • 4.5.1. Historical overview and purpose
  • 4.5.2. What kinds of project sets are in the trajectory approach?
  • 4.6. Comparing the three MPM approaches
  • 4.6.1. Comparing the three approaches with management needs and purpose
  • 4.6.2. Comparing the three approaches with the means of managing project interdependencies
  • 4.6.3. Comparing the three approaches with coordination mechanisms in a set
  • 4.6.4. Comparing the three approaches with the way of articulating functional dimensions and project dimensions in a multi-project context
  • 4.7. Proposing a methodology for implementing an innovation multi-project management (IMPM)
  • 4.7.1. Combining principles of the three MPM approaches
  • 4.7.2. Proposing an IMPM implementation methodology
  • ch. 5 Liebherr Aerospace Toulouse Case Study
  • 5.1. LTS at the beginning of the research
  • 5.2. research processing
  • 5.3. innovation multi-project portfolio management (IMPPM) framework
  • 5.3.1. Individual innovation project management
  • 5.3.2. Innovation project portfolio management
  • 5.3.3. Innovation multi-portfolio management
  • 5.3.4. Innovation strategic management
  • 5.4. Managerial contribution of the IMPPM framework
  • 5.4.1. Improving organizational integration, thanks to a portfolio of project portfolios
  • 5.4.2. Favoring creation, application and dissemination of knowledge within the organization
  • 5.4.3. Improving the differentiation in the organization
  • 5.4.4. Improving the management of financial resources dedicated to innovation
  • 5.5. Questions.

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