The changing Face


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The changing Face is about value creation through innovative project management. It addresses a new approach to succesfully execute radical and incremental innovations from idea to commercialization.

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The changing Face

  1. 1. The changing Face Value creation through innovative project management By Marieke Schoenmaker
  2. 2. The need to do it different How the customer How the project How the analyst How the programmer How the business explained it manager understood it designed it wrote it consultant described it How the project was How the customer was What the customer really What operations installed How it was supported documented billed needed
  3. 3. The changing Face is not about Traditional project management
  4. 4. The changing Face is about Innovative project management
  5. 5. Innovative projects are the engines that drive innovations from idea to commercialization
  6. 6. Innovative projects are drivers that make organizations better, stronger and more efficient
  7. 7. Innovative projects manage the different types of incremental innovation Market Technological Modular Innovation Innovation Innovation
  8. 8. Innovative projects manage the different types of radical innovation Market Technological Architectural Innovation Innovation Innovation
  9. 9. Innovative project managers understand the dynamics of the changing Product life Cycle
  10. 10. Therefore the perspective of project management is changing from time, budget and performance focus
  11. 11. Towards an efficient way of working, an improved customer and employee experience and competitive value creation Project Success 5 Pilars Customer Employee Value Competing Way of Working Experience Experience Co-creation Edge • Meeting • Meet • Team • Sales • New schedule require- satisfaction • Profits technology • Meeting ment and • Team • Market • New market budget specs morale share • New • Yield • Benefit to • Skill develop • ROI, ROE product line • Other customer ment • New core • Cash flow efficiencies • Extent of • Team compe- use • Service member quality tency • Customer growth • New orga- satisfaction • Cycle time • Team nisational and loyalty member • Organizatio- capability • Brand retention nal name measures • No burnout recognition • Regulatory approval Beyond Time, Budget and Performance
  12. 12. Innovative project management is everyone’s business
  13. 13. It is a set of managerial activities needed to lead an innovative project from idea to commercialization
  14. 14. This requires an appropriate approach The Diamond Approach Technology Super-high-tech Strategic projects High-tech Medium-tech Array System Assembly Low-tech Complexity Novelty Derivative Platform Breakthrough Regular Fast/competitive Time-critical Operational projects Blitz Pace
  15. 15. Novelty How new is your product in the market? Derivative Platform Breakthrough
  16. 16. Technology What is the level of technological uncertainty? Low-tech Medium-tech High-tech Super-high-tech
  17. 17. Complexity How complex is your project? Assembly System Array
  18. 18. Pace How critical is your time frame? Regular Fast/competive Time-critical Blitz
  19. 19. Imagine ….. How can you use the Diamond Approach to manage Project benefits and risks?
  20. 20. The Diamond Approach to address potential risk and opportunities Potential risk Technology Expected Benefit Experiencing technology failure; Improving performance and lacking needed skills functionality Super-high-tech Potential risk Having difficulty High-tech predicting exact Potential risk market needs; missing Having difficulty in Medium-tech sales targets; coordinating and attracting competitors integrating Array System Assembly Low-tech to copy your ideas Complexity Novelty Derivative Platform Breakthrough Regular Expected benefit Expected benefit Bigger programs, Exploiting new market Fast/competitive bigger payoffs opportunities, leapfrogging Time-critical competition; gaining first mover advantage Blitz Potential risk Expected benefit Missing deadlines; making haphazard Gaining early market introduction, mistakes Pace mounting quick response
  21. 21. Imagine ….. How can you adapt the Diamond Model into innovative projects?
  22. 22. The Diamond Approach to select the right project for the right type of innovation Technology Radical Technology Super-high-tech innovation Incremental High-tech Technology Incremental innovation Market Medium-tech innovation Array System Assembly Low-tech Complexity Novelty Derivative Platform Breakthrough Regular Architectural innovation Fast/competitive Radical Market Time-critical innovation Modular innovation Blitz Pace
  23. 23. Imagine ….. How can you use the Diamond Model to cross the chasm of the adoption cycle?
  24. 24. The Diamond Approach to cross the Chasm Novelty Breakthrough Platform Derivative, Derivative Platform Technology Medium to Medium Medium Medium to Super-high-tech Low tech Goal Strategic Strategic Operational Operational
  25. 25. Innovative project management is a temporary organization and process to achieve specified goals under the constraints of time, budget and other resources
  26. 26. Management not only must understand the impact on customers and markets but also must know how to adapt the most suitable project approach
  27. 27. Imagine …. What is the required Leadership style and skills to manage innovative projects?
  28. 28. I will discuss leadership and team performance after my winter experience in Finland
  29. 29. Please share with the Experience Innovation community your experience with organizations where the Innovative project management already has done its work Contact us by giving your comments and learn from each other
  30. 30. In collaboration with Enjoy! “Life is one big opportunity for growth” Marieke Schoenmaker +31-622497148 Inspired by the Harvard Business School and the clients I work for