project planning

Managing Risk and Shortcuts for Project Managers

Project managers are often dealing with loads of stress coming from all fronts, such as the pursuit of deadlines. Pressed by senior managers to deliver, project managers may find themselves resorting to risky shortcuts to make ends meet. Here are some ways to manage these risky shortcuts in project management.

Integrating Agile with Stage-Gate® – How New Agile-Scrum Methods Lead to Faster and Better Innovation

Recent experiences show that Agile project-management methods can be used in the innovation process and has a great potential to reduce development time and increase the success rate of new products. The article briefly outlines how an Agile method, such as Scrum, can be used within a structured innovation process with milestones and decision points, such as Stage-Gate®, and what benefits it provides to both manufacturers and service-providers.

Innovation: Knowing Where to Begin

Let me see if this situation sounds familiar: you’ve promised your boss that you’ll generate at least one percent growth over last year. You’ve been racking your brain with ideas about how to improve your product or develop a new offering or finding new efficiencies which will help your margins, but the few ideas that you’ve come up with haven’t had legs and pages keep coming off the calendar.

7 Things to Do Before Starting Any Project

Everyone plans tasks in different ways, but the largest, most complicated projects have tried-and-tested methodologies that help break processes down and ensure that stakeholders and different departments are clear about which tasks need to be completed by whom and by what time. This article breaks project planning down into seven key tasks that have to be completed before work begins to give the project the best possible chance of coming in on time and on budget.

Making Ideation a Part of the ‘Innovation Project Machine’

Why is the way we work with ideation so different than the way we normally execute projects? This article argues that the two ways of working can be combined into an ‘innovation project machine’ that more effectively captures new ideas and executes innovation, inspired by agile project management and with learning for managers.

Framing the Critical Question: Insights from Survey Research

Campaign teams cover a lot of ground as they work with the sponsor of a collaborative innovation challenge. In this article, innovation architect Doug Collins makes the case that campaign teams should focus their energies on helping the sponsor develop the critical question that serves as the basis for convening the community. Forming the powerful question—the question that accurately reflects the sponsor’s intent and that resonates with the community—yields the greatest return on time spent in developing the campaign, relative to its ultimate success.

Overcoming Opportunity Blindness and Path Dependence: How To Think Your Way to Multiple Futures

In the age of permanent uncertainty there is a resurgent interest in scenario planning. Executives that have witnessed high profile decline of strong companies know that past success is no guaranteed guide to the future. Kevin McDermott & Peter Kennedy argue that scenario planning can be lifted out of its conventional uses in strategy development and risk management and used instead to avoid “opportunity blindness”.

How to Manage in the Age of Turbulence

In times of global turbulence the role of innovation is more important than ever. InnovationManagement spoke to global strategist John Caslione who, together with marketing guru Philip Kotler, recently published their new book CHAOTICS: The Business of Managing and Marketing in The Age of Turbulence.