Master Programme Part 2 Moscow, 2023

“Governance of Science, Technology and

Innovation”

Innovation Project Management

Anna Yu. Yakovleva,

Associate professor, Candidate of Economic Sciences
 Institute for Statistical Studies and Anna Yu. Yakovleva
Economics of Knowledge 2

Project management competencies vs Innovation project management

competencies:
Project Manager Knowledge Competence—What the project manager knows
about the application of processes, tools, and techniques for project activities
(project integration management, scope management, time management
,cost management, HR, communications, risk, procurement).

Project Manager Performance Competence—How the project manager Conventional PM competencies must be strengthen, adding knowledge of the
applies project management knowledge to meet the project requirements innovation nature: definition, classification, implementation process,
(Initiating, Planning, Executing, Monitoring and Controlling, Closing a Project). organization in companies, intellectual property use etc.

Project Manager Personal Competence—How the project manager behaves

when performing activities within the project environment; their attitudes,
and core personality characteristics (Leadership, Team building ability,
Motivation, Communication, Influencing, Decision making, Political and
cultural awareness, Negotiation).
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Innovation project management competencies:

- openness to experiences (rather than Extraversion, Agreeableness, Managerial traits (commitment, involvement, persistence, need for control,
Conscientiousness, Neuroticism - the elements of “Five Factor Model of and love of management (Pines et al., 2002):
Personality” (Costa & McCrae, 1992). A person high in openness to
experiences has broad interests, is imaginative, curious, creative and
adventurous. - Entrepreneurial traits (e.g. love of challenge, initiativity, independence and
creativity) which are relevant for high novelty, complex and technologically
- risk taking (Wallach, et al., 1964) uncertain projects.
- “Extroversion” in Jung’ s (1990) typology - preference for being with a - Secure attachment reflects a general sense of self-confidence, social ease
large rather than a small group and for working with a team rather than
independently. and effective coping, all critical traits for PMs. Securely attached people tend
to have positive appraisal of stressful situations and they cope with them in
- higher the technological uncertainty, the more profound the constructive ways. Insecurely attached people (anxious ambivalent or
understanding of engineering and technology required
avoidant) tend to have negative appraisal of stressful situations and do not
- being The inventor type: cope well (over-reacting in the case of the anxious ambivalent and avoiding or
➢ (Jung’s (1990) typology) includes Intuition (e.g. being innovative rather withdrawing in the case of the avoidant).
than practical) and Perceiving (e.g. being flexible rather than planned).
➢ the inventor in ( investigative type in Holland’s (1997). The preferred
activities of the investigative type include, for example, working on
scientific projects. Like the inventor, the investigative PMis likely to be
attracted to high uncertainty projects because he likes to solve
complicated problems.
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Economics of Knowledge 4

Barriers to radical innovation - academic approach, classification groups:

Visualization according to :

• Internal and external barriers in SMEs and Large firms

• Internal and external barriers in target market
• Internal and external barriers in radical innovation process

Source: B.Sandbeg and L. Aaarikka-Stenroos

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Barriers to radical innovation - academic approach, classification groups:

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Barriers to radical innovation - academic approach, classification groups:

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Drivers to innovation - academic approach, classification groups:

Source:An integrated model of innovation drivers for smaller software firms, Rose, J; Jones, M; Furneaux, B, 2016

Driver Definition
Management
Driver
Innovation
Leadership Managing development teams to create innovation
Work
Environment Promoting a creative work environment, minimizing creativity barriers
Creating an overall sense of direction in response to market and technology
Path Creation developments
Portfolio
Management Steering multiple projects with respect to innovation challenges
Conflict Resolving conflicts between individuals and groups in the pursuit of
Resolution innovation
Innovation The ability to reflectively evaluate ideas, techniques and processes for their
Evaluation contribution to innovation
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Drivers to innovation - academic approach, classification groups:

Driver Definition
Knowledge Driver
Knowledge Leverage The use of internal or external knowledge to drive innovation
Absorptive Capacity The ability of a development team to find, adapt and exploit external knowledge in innovation
Market Understanding The use of information on markets to promote product innovation
Technology Trajectory The use of understandings of the probable direction of future evolution of product
Understanding (infrastructures, platforms and technologies) to guide innovation
User-Domain Using understandings of customers’ business domain or specialized internal knowledge to
Understanding drive innovation
Competitor
Understanding Monitoring competitors’ processes, products and services to inform innovation
Community and Network Exploiting external connections, collaborations and partnerships to promote innovation
Using open business models that partially or wholly share intellectual property (for example,
Open Innovation code) to promote innovation
Crowdsourcing Inviting the widespread participation of potential users and customers to enhance innovation
User Involvement Involving users to stimulate innovation
Customization Involving users in customization of standard products and services
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Economics of Knowledge 9

Drivers to innovation - academic approach, classification groups:

Driver Definition
Team Process
Driver:
Creative Cognition The exploitation of individual cognitive creativity for innovation
Generative CapacityThe ability to generate creative ideas and solutions promoting innovation
Ideation Expertise The ability to refine and exploit creative ideas to promote innovation
Teamwork Organizing teamwork to promote innovation
Team Composition Selection of team members to promote innovation
Expertise Facilitating dialogue between experts with different technical and non-technical
Integration specializations
Shared Building and maintaining a team’s common purpose in the face of many challenges
Understanding and direction changes
Using tools and techniques designed to promote creativity in the development
Innovation Tools process
Creativity
Techniques The use of conceptual tools (mind mapping etc) to support innovation
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Knowledge management to support innovation projects

Benefits Best practices

• Connect KM effort to organizational goals and objectives

• Foster innovation by encouraging the free flow of ideas
• Start with the small pilot to involve enthusiast
• Identify valuable tacit knowledge
• Leverage the expertise of people across the organization • Get imployees to buy in

• Capture the expertise of key individuals before they retire Technologies:

✓ Communities of practice
✓ SNA
✓ Web 2.0 technologies
✓ Software – Business rules management system, enterprise search software
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(Innovation) Project Management Office

Corporate system of project management

• Methodology

• Organizational structure of project management (Project management

office)

• Personnel (Instructions, Distribution of the roles, education)

• IT programmes, IT Platform
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PMO areas of responsibility

• Strategic support (sPMO): Aligning project work with the corporate
strategy by classifying, selecting, and prioritizing (and, if necessary,
terminating) projects.
• Managing a multi-project environment / Resource management:
includes maintaining a good overview of all the projects and
ensuring that all the necessary data is always up to date and
plausible. In this context, decisions regarding the scope, budgets and
resources are prepared and made in due consideration of
interdependencies between projects.
• Project implementation / Services: This involves providing
operational support in projects by taking on the management of a
project, executing defined subtasks or providing project assistants.
• Training und Coaching: Project managers and participants in the
processes are trained and supported in the field. Possibly, career
paths for project managers are offered.
• Methods, processes and tools: Choosing and adapting the PM
methodologies and processes to best suit the needs of everyone
involved at the company. Selection, implementation and
management of appropriate tools for the different roles in project
and portfolio management.
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Innovation Project Management Documents

General information about the project, including: What? Why? Who?

• Project curator Why is wondering in making a project? Risks?
• Name of the Company innovation program part
What elements of project to do? How to do?
• Innovation project title and brief description
When? How much will it cost?
• Project results implementation field
What’s the way of doing?
• Intellectual property would be obtained
How to organize the process?

Project charter
Project plan
Request for changes
Interim and final reports
Documents of project product acceptance
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Product vs. Project Management Lifecycle

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Key Success Factors for Projects

• Choose the right projects
• Have a clearly defined project order (who
is initiator?)
• Be cautious when making changes to a
project
• Detecting Problems Early (creation of
report system)
• Develop a framework for termination a
project

https://www.theprojectgroup.com/blog/en/why-projects-fail/
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Project Actors

Curator (from Lat. trustee) a person who is charged with overseeing the
progress of any work
Sponsor (from lat. Spondeo – guarantee) the person providing support,
including allocating resources (not necessarily financial)
Project Manager…
Curator vs. Project manager:
building a system – goal setting, setting rules and principles, creating
conditions, (focus on the product)
vs.
actions within the system – achieving goals within the established rules,
"extinguish fires", (focus on the project)
The functions of the curator
PMBOK:
Monitoring results, informing senior management about project opportunities,
monitoring compliance with the "business" and strategic goals, broadcasting vision,
goals and expectations in the team, defending interests, removing obstacles, helping
to provide resources, responding to problems, facilitating decision-making by senior
management
ISO 21500
a person, providing leadership, responsibility for the benefits of the project,
authorizing the start of the project and the use of resources, project support,
problem solving, top-level solutions.
Competencies of the curator of the project: goal setting, control and key decision-
making, administrative support, provision of project resources, provision of system
project management
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Project charter Business impact

1. Project title and project manager
Creation of Growth of Refuse
2. Background of project initiation (internal or external problem, product value) new operational from
3. Project strategic business goal (strategic purposes, reachable with project) opportunities efficiency operations
4. Project business goal (SMART) Financial
5. Project milestones Quantitative

certainty
Level of
6. Project product description (at high level) *
Measurable
7. Prerequisites (conditions)
Quantitative
8. Limitations: Schedule, Budget, Resources, Technology, Geography, Others

9. Project success criteria

10. Project stakeholders' general interests (including customer resistance)

• Definitions, abbreviations, terms

• Functional requirements, priorities (3 – obligatory to make, 2 – worth to make, 1 – to make

optionally)

• Level of novelty (NTCP model)

• Situation without the project (as is) vs. situation with the project (as it should be)