Chapter
1. Innovation Project Management in Theory
1.1. Defining the word “innovation”
1.1.2. The different types of innovation
1.1.3. The different perceptions of newness
1.1.4. The different dimensions of newness
1.1.5. The 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. An 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. The 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
2. Innovation Project Management in Practice
2.1. The different areas of innovation project management
2.1.1. The 3MI framework [ROM 99]
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
2.3. 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. The dynamic flexibility of the innovation management system
2.3.4. Improving the innovation management system to increase dynamic structural flexibility
3. Individual Innovation Project Management
3.1. Balancing risk and gain in an innovation project
3.1.1. The 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. The diffusion of the open innovation concept [CHE 03]
3.2.3. Elaborating a value proposition in a value network in order to meet demand values
3.2.4. A new topic of research: co-innovation project management
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. The three multi-project management approaches
4.3. Project portfolio management
4.3.1. Historical perspective
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
5. The Liebherr Aerospace Toulouse Case Study
5.1. LTS at the beginning of the research
5.2. The research processing
5.3. The 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
Conclusion: The Future of Innovation Project Management
Other titles from iSTE in Innovation, Entrepreneurship and Management
The Multiple Facets of Innovation Project Management
Disclaimer: Any content in publications that violate the sovereignty, the constitution or regulations of the PRC is not accepted or approved by CNPIEC.
