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.

1. The changing Face
Value creation through innovative project management
By Marieke Schoenmaker

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. The changing Face is not about
Traditional project management

4. The changing Face is about
Innovative project management

5. Innovative projects are the engines that drive
innovations from idea to commercialization

6. Innovative projects are drivers that make organizations
better, stronger and more efficient

7. Innovative projects manage
the different types of
incremental innovation
Market Technological Modular
Innovation Innovation Innovation

8. Innovative projects manage
the different types of
radical innovation
Market Technological Architectural
Innovation Innovation Innovation

9. Innovative project managers understand
the dynamics of the changing
Product life Cycle

10. Therefore the perspective of project management
is changing from
time, budget and performance focus

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. Innovative project management is
everyone’s business

13. It is a set of managerial activities needed
to lead an innovative project from
idea to commercialization

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. Novelty
How new is your product in the market?
Derivative Platform Breakthrough

16. Technology
What is the level of technological uncertainty?
Low-tech Medium-tech High-tech Super-high-tech

17. Complexity
How complex is your project?
Assembly System Array

18. Pace
How critical is your time frame?
Regular Fast/competive Time-critical Blitz

19. Imagine …..
How can you use the
Diamond Approach to manage
Project benefits and risks?

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. Imagine …..
How can you adapt the
Diamond Model
into innovative
projects?

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. Imagine …..
How can you use the
Diamond Model
to cross the chasm of
the adoption cycle?

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. Innovative project management is a
temporary organization and process to achieve specified goals
under the constraints of time, budget and other resources

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. Imagine ….
What is the required
Leadership style and skills
to manage innovative projects?

28. I will discuss leadership and team performance after
my winter experience in
Finland

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. In collaboration with
Enjoy!
“Life is one big opportunity for growth”
Marieke Schoenmaker
+31-622497148
www.slideshare.net/group/experience-innovation
www.experienceinnovation.blogspot.com
www.linkedin.com/in/mariekeschoenmaker
marieke.schoenmaker@capgemini.com
Inspired by the Harvard Business School and the clients I work for