Berggren C., Hjelm J. 2001. The dual challenge - managing divergent innovation and convergent projects. Paper presented at the International Project Management Association. Stockholm, May 31. (original) (raw)
Related papers
Key Issues for Management of Innovative Projects
2017
To write a book about the Management of innovative projects is a challenge, because innovation goes beyond the usual, normal things, is not a standard behaviour and is difficult to propose techniques and methods to manage the creativity, but, in the same time, represents a very good initiative-to provide a specific guide for a project manager. At the moment, innovation is part of our everyday life and all the projects have innovative elements; these are the "details that make the difference" between a common, mediocre project and a good and efficient one. The management of the innovative projects needs a basic theoretical frame in which to find explanations of all fundamentals concepts. The chapter will present the main fundamentals concepts and prepare the reader for more complex approaches in the field of project management. The chapter will be structured as follows: definitions of innovation; explanation of the differences between innovation and invention; the typology of innovations; factors that influence and drive to innovation; a detailed comment about the models of innovation (five generations of innovation identified by prof. Roy Rothwell); introduction of the concepts of "open innovation" and "closed innovation", the effects of open innovation on economic growth, business and development.
8th International Research Network on Organizing by Projects Conference: Brighton, Inglaterra, 2007
Effective project management is a key factor for innovations in complex technology areas, in bringing together system capabilities to actually working systems and taking them to the customer. How then can innovative project management in this field be conceptualized, practiced and understood? These broad questions are the focus of this paper.
International Journal of Project Management, 1998
Businesses and organisations are undertaking innovative projects to gain competitive advantage in the market. Research into innovative project management has been biased towards how innovative projects are managed to the detriment of the formulation of success criteria for innovative projects. There is a need to evaluate how innovative projects are managed. Project managers for innovative projects find it difficult to do so because success criteria for innovative projects have not been formulated. This paper is a theoretical study on managing different types of projects as different types of projects are managed in different ways. The paper also explores the characteristics of conventional projects as opposed to innovative projects and R&D projects. In addition, it critically analyses the differences between project management in conventional projects and project management in innovative projects. By comparing the characteristics of conventional projects to those of innovative projects and R&D projects, and the way these different types of projects are managed, the paper attempts to formulate success criteria for innovative projects that can be used by project managers to determine the success or failure of innovative projects.
Chapter 1 Fundamentals of Innovation
2018
To write a book about the Management of innovative projects is a challenge, because inno‐ vation goes beyond the usual, normal things, is not a standard behaviour and is difficult to propose techniques and methods to manage the creativity, but, in the same time, represents a very good initiative – to provide a specific guide for a project manager. At the moment, innovation is part of our everyday life and all the projects have innovative elements; these are the “details that make the difference” between a common, mediocre project and a good and efficient one. The management of the innovative projects needs a basic theoretical frame in which to find explanations of all fundamentals concepts. The chapter will present the main fundamentals concepts and prepare the reader for more complex approaches in the field of project management. The chapter will be structured as follows: definitions of innovation; explanation of the differences between innovation and invention; the typology of inn...
Innovation Processes: Which One for Which Project?
This paper proposes taxonomy in innovation processes, according to some contingencies. It advances from previous literature that proposes a sequential process: idea generation, selection, development and sales/diffusion/market. Based on a large research -131 projects analyzed in 74 companies, we perceived a much more complex situation: according to some contingencies the innovation process can follow different paths, either in the sequence of activities or in their flow. There is a clear theoretical and managerial question: how to organize and plan resources allocation to innovation processes that do not fit in traditional models? It leads to our research question: which configuration of innovation process and resources allocation for which situation, for which contingencies? We propose a typology on innovation processes according to their contingencies.
8th International Research Network on Organizing by Projects Conference: Brighton, Inglaterra, 2007
Effective project management is a key factor for innovations in complex technology areas, in bringing together system capabilities to actually working systems and taking them to the customer. How then can innovative project management in this field be conceptualized, practiced and understood? These broad questions are the focus of this paper.
2017
To write a book about the Management of innovative projects is a challenge, because inno‐ vation goes beyond the usual, normal things, is not a standard behaviour and is difficult to propose techniques and methods to manage the creativity, but, in the same time, represents a very good initiative – to provide a specific guide for a project manager. At the moment, innovation is part of our everyday life and all the projects have innovative elements; these are the “details that make the difference” between a common, mediocre project and a good and efficient one. The management of the innovative projects needs a basic theoretical frame in which to find explanations of all fundamentals concepts. The chapter will present the main fundamentals concepts and prepare the reader for more complex approaches in the field of project management. The chapter will be structured as follows: definitions of innovation; explanation of the differences between innovation and invention; the typology of inn...
International Journal of Product Development, 2011
Since the assessment of the novelty, feasibility and value of new product ideas is highly subjective and uncertain, it is hard for companies to successfully apply their innovation strategies and coming up with a final product which is able to concurrently and successfully embody both customers' needs as well as company requirements. Without forcing the innovation process in a more rigid and constrained structure, the implementation of selected formal approaches in specific innovation process stages may reduce and guide this uncertainty especially in design, managerial and decision-making activities. In this paper both a design and managerial step-based framework is proposed to help firms achieve greater success in their efforts to develop new products. Already existing and well assessed methods and techniques, together with more recent and under development ones, are employed in authors' framework, which moves from idea generation until the early steps of concept implementation. A case study is discussed in order to demonstrate the novel framework effectiveness, specifically focusing on its last step, when the technical implementation of the new concept has to be performed.
Creativity and Innovation Management, 2015
This paper focuses on the organization of design processes and the difficulty of simultaneously achieving control and exploration while aiming to achieve radical innovation. After a first generation of works that tended to oppose NPD processes (with controlled convergence and very limited exploration) to Innovation processes (with poorly controlled convergence and random (uncontrolled) exploration, the new generation of works proposed ways to combine control and convergence either through concept shift or through stable architectures. Relying a generic analytical framework (design space / value management) it appears that each model makes restrictive hypotheses (respectively smart leadership or stable architecture) to address two critical questions: Q1. How can one increase the efficiency of exploration? Q2. How can one ensure forms of cumulative convergence? Relying on the ame analytical framework we analyze two cases that explore the unknown in a controlled way and still don't correspond two either of the two models. We show that these two anomalies and the two models actually have two critical features in common: a focus on generative constraint and a logic of cumulative design rules. As a consequence these two features might generic to several processes where teams have to explore the unknown and still have to keep a rigorous control of exploration and convergence.