The Multiple Facets of Innovation Project Management.

Cover -- Half-Title Page -- Title Page -- Copyright Page -- Contents -- Introduction -- 1. Innovation Project Management in Theory -- 1.1. Defining the word "innovation" -- 1.1.1. A polysemous word -- 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] -- 2.1.2. 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. 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&amp -- 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 -- 4.3.2. 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 -- 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 -- 5.5. Questions -- Conclusion: The Future of Innovation Project Management -- Bibliography -- Index -- Other titles from iSTE in Innovation, Entrepreneurship and Management -- EULA.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.