Multiple Facets of Innovation Project Management

Sandrine Fernez-Walch is Associate Professor of Management at the University of Toulouse 1 Capitole in France. Her research focuses on studying and improving the innovation management practices of various organizations.

• Introduction ixChapter 1 Innovation Project Management in Theory 11.1 Defining the word “innovation” 11.1.1 A polysemous word 21.1.2 The different types of innovation 31.1.3 The different perceptions of newness 51.1.4 The different dimensions of newness 71.1.5 The intensity of newness 81.2 Innovation management research 91.2.1 Adopting a managerial rather than economic perspective 91.2.2 Focusing on new product development practices 121.2.3 An established research stream in management science 141.3 Entrepreneurship research 161.3.1 Theoretical economic foundations: from Cantillon to Schumpeter 161.3.2 Entrepreneurship as an alternative mode of managing exploratory activities 171.4 Project management research 191.4.1 Historical overview 191.4.2 The Project Management Institute (PMI) methodology 201.4.3 Project management research 221.5 Proposing a definition of innovation project management 231.5.1 Combining the three research streams 241.5.2 Enhancing the European standard point of view 251.5.3 My definition of an innovation project 281.5.4 Managing a high number of various innovation projects 30Chapter 2 Innovation Project Management in Practice 332.1 The different areas of innovation project management 332.1.1 The 3MI framework 342.1.2 Boly’s framework 352.2 Proposing an interpretative innovation management framework 392.2.1 How many vertical innovation management levels are there in the studied organization? 412.2.2 What kinds of organizational mechanisms are there at each vertical innovation management level? 422.2.3 Innovation management contingency factors and integration and differentiation mechanisms 462.2.4 Information flows 472.3 Shaping the organization’s environment thanks to innovation projects 502.3.1 What is a proactive innovation strategy? 502.3.2 What kinds of innovation management practices are there in proactive firms? 512.3.3 The dynamic flexibility of the innovation management system 532.3.4 Improving the innovation management system to increase dynamic structural flexibility 55Chapter 3 Individual Innovation Project Management 573.1 Balancing risk and gain in an innovation project 583.1.1 The R&D decision-making modeling approach 593.1.2 Seeking external innovation project funding 613.1.3 Impacts on innovation project management 633.2 Elaborating a value proposition in a value network to answer demand values 673.2.1 Creating a strategic value, thanks to innovation projects 673.2.2 The diffusion of the open innovation concept 683.2.3 Elaborating a value proposition in a value network in order to meet demand values 713.2.4 A new topic of research: co-innovation project management 72Chapter 4 Innovation Multi-Project Management 794.1 Historical overview of innovation multi-project management 804.2 Defining innovation multi-project management 824.2.1 What is a set of innovation projects? 834.2.2 What are project interdependencies? 864.2.3 The three multi-project management approaches 884.3 Project portfolio management 894.3.1 Historical perspective 904.3.2 Goals of PPM 934.4 Platform-based multi-project management 964.4.1 Historical overview and purpose 964.4.2 Key issues of the platform approach 974.4.3 What kinds of project sets are in the platform approach? 1014.5 Trajectory-based multi-project management 1024.5.1 Historical overview and purpose 1024.5.2 What kinds of project sets are in the trajectory approach? 1034.6 Comparing the three MPM approaches 1054.6.1 Comparing the three approaches with management needs and purpose 1064.6.2 Comparing the three approaches with the means of managing project interdependencies 1074.6.3 Comparing the three approaches with coordination mechanisms in a set 1074.6.4 Comparing the three approaches with the way of articulating functional dimensions and project dimensions in a multi-project context 1084.7 Proposing a methodology for implementing an innovation multi-project management (IMPM) 1094.7.1 Combining principles of the three MPM approaches 1094.7.2 Proposing an IMPM implementation methodology 110Chapter 5 The Liebherr Aerospace Toulouse Case Study 1155.1 LTS at the beginning of the research 1165.2 The research processing 1195.3 The innovation multi-project portfolio management (IMPPM) framework 1215.3.1 Individual innovation project management 1225.3.2 Innovation project portfolio management 1245.3.3 Innovation multi-portfolio management 1265.3.4 Innovation strategic management 1275.4 Managerial contribution of the IMPPM framework 1275.4.1 Improving organizational integration, thanks to a portfolio of project portfolios 1285.4.2 Favoring creation, application and dissemination of knowledge within the organization 1285.4.3 Improving the differentiation in the organization 1295.4.4 Improving the management of financial resources dedicated to innovation 1305.5 Questions 132Conclusion 135Bibliography 137Index 151