The integration of project management processes with a methodology to manage a radical innovation project

In today’s business environment it is widely accepted that innovation is key to improving theeconomic performance of companies (Van der Panna et al. 2003) and for achieving andsustaining a competitive advantage in the market place.Based on the definition of radical innovation, a radical innovation project involves a high levelof “newness” (Damanpour 1996), which in turn leads to high levels of complexity anduncertainty. However, it is difficult to manage these high levels of complexity and uncertaintywithin the structured framework of the traditional project management bodies of knowledge(Williams 2005). The following problem was thus formulated: Project management conceptsalone, captured in the various bodies of knowledge, are not sufficient enough to successfullymanage radical innovation projects. Companies therefore struggle to gain a competitiveadvantage through innovation, as the implementation of the radical innovation is seldomsuccessful.The thesis presents a methodology termed the “Innovation Implementation Methodology”(IIM), which combines a range of components and concepts that support radical innovationprojects. The IIM combines concepts such as knowledge management, project and teamintegration, project principles, design objectives, prototypes and risk and changemanagement into four main components. Each component provides a different view of theradical innovation project. These views include:• A view of the different levels of detail required,• A view of the roles and responsibilities,• A view of the project structure and team integration, and• A scientific and experimental view.