1. Innovation in Project Management

2. Various areas of science Industry The rapid development of technology Innovation C A development in the successful conduct of business T M E N J A O G R E P M E N T - Invention; - Problem solving; - Unpredictable but not uncontrollable Innovation Paradigm ·An increase in multi-disciplinary teamwork; ·An increase in customer orientation; ·An increase in multi-disciplinary and cross functional cooperation; ·Continuous and discontinuous change; ·Enhanced networking with customers and suppliers

3. The Community Innovation Survey (CIS) of the EU defines a product innovation as “the market introduction of a new or significantly improved good or service with respect to its capabilities, user friendliness, components or sub- systems”. Likewise, a process innovation is defined as “the implementation of a new or significantly improved production process, distribution method, or support activity for your goods or services”.

4. Criteria for the innovative project management aimed at development of an innovative (new) product or service (product or service innovation); employ innovative methods and approaches (process innovation); lead to improvement of innovative and learning capabilities of the project executor (organisational innovation); be realised in a close interaction with the project owner (user innovation).

5. Positioning of innovation project management Project managementInnovation project management Creation of a product or service which is new to its owner, and may not be necessarily commercialised on the market Innovation, unique and novel for yourself Development of a unique and novel product or service Innovation, unique and novel for everyone Functional activity in an organisation, with minor improvements Functional organisation / processes Corporate R&D laboratories / public research institutes

6. Description of types of innovation projects “Intensity” of innovation ImitationIncremental InnovationRadical Innovation A temporary endeavour undertaken to create a product or service, new to the customer / owner, but already existing somewhere on the market A temporary endeavour undertaken to create a product or service, as a substantial improvement of products or services already existing on the market A temporary endeavour undertaken to create a unique product or service, absolutely unique on the market Project goals and objectivesClearly defined More vague and broader UncertaintiesLow levelMedium levelHigh level Industrial sectors High-tech Reverse engineering of an advanced technological product Improvements in existing high-tech products Breakthrough R&D in advanced high-tech Low-tech Imitation in low-tech sectors, low value added, minimum learning and innovative potential Slight improvement in low-tech products Radical change in lowtech products

7. An innovative context? The type of structure used to manage innovation projects. The level of formality in that structure. Patterns of authority. Communication patterns. Organisation of work. Evaluation of outcomes.

8. Illustration: Evaluation of Projects One company with a global presence and interviewed managers about processes for managing innovation projects (work without strict rules; using the global network). This means innovative projects can be started at any time and in any place. One company with a global presence and interviewed managers about processes for managing innovation projects (work without strict rules; using the global network). This means innovative projects can be started at any time and in any place.

9. Rule Kanter's golden rules for stifling innovation Kanter's golden rules for stifling innovation And above all, never forget, that you, the higher-ups, already know everything about this business. Control everything carefully. Make sure people count anything that can be counted, frequently URR as a method of project evaluation relies heavily on the constant counting of people's time. One might argue that careful allocation of time can benefit innovation.

10. Conclusions Innovation Projects They are often more complex than usual projects, than usual projects, they need more flexible tools they need more flexible tools and approaches, and they likely need a different genre of leadership if they are to run smoothly and be successful. Well-trained project leaders are needed who profoundly understand the challenge, the project's techniques and tools, the inter-dependence of the team members; This will likely only be possible for mature and highly trained professionals with many years of experience and great personal security. The need for robust inter-communication among all the players and stakeholders, agile methods, a built in project performance assessment system, and who have an amazing finesse in people management.

11. References 1. Fernando M., "Innovation in Project Management and influencing the success of innovation strategies.", June 2006 2. Brines C. et al "Innovations in Technology and Project Practices That Can Improve Human Services.", 2001 3. Covvey H. D., "Industrial-Strength Innovation Project Management", 2009 4. Goodman E., "Open Innovation for Project Management", November, 2012 5. Keegan A and Terner J. R., " The Management of Innovation in project based firms", December 2000 6. Filippov S., Mooi H., "Innovation project management: a research agenda", 2000

12. Thank You!