What are the differences between popular innovation project management methodologies? Why does project management often fail? Learn how risk assessment should define your methodology in order to become a real innovation factory. The waterfall methodology has been promoted for years as the best practice for IR&D management. These days agile and scrum are increasingly popular as alternative. Hater or believer? Good or bad? Get guided through our body of knowledge as published in the Inspire Toolbox.

1. 2.3 Behind the Waterfall methodology 1
CONFIDENTIAL Template Innovation Day 2019CONFIDENTIAL
BEHIND THE
WATERFALL
METHODOLOGY
Jan Buytaert
Project Manager
jan.buytaert@verhaert.com
TRACK 2
MyInnovationFactory

2. 2.3 Behind the Waterfall methodology 2
CONFIDENTIAL Template Innovation Day 2019CONFIDENTIAL
Jan Buytaert
Project Manager
jan.buytaert@verhaert.com
TRACK 2
MyInnovationFactory
BEHIND THE
WATERFALL
METHODOLOGY

3. 2.3 Behind the Waterfall methodology 3
CONFIDENTIAL
MyTalentFactory
MyTechnology
MyQALab
MyFabLab
MyProject Management for innovation programs
MyStrategic
InnovationFactory
MyDigital
InnovationFactory
MyProduct
InnovationFactory
MyIncubator
• On demand services
• From conventional manufacturing
role to holistic solutions
• From volume to value
• Disruption of the eco-system
• New focus B2C
• Sharing economy (outside-in)
• Data intelligent products & services
• Consumerized solutions
• Holistic solutions
• NPI
• Non-core solutions
• Acceleration time-to-market
• Agile test/prototyping & production platforms
• Medical device/IVD regulation (ISO 13485)
TRACK 2
MyInnovationFactory

4. 2.3 Behind the Waterfall methodology 4
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5. 2.3 Behind the Waterfall methodology 5
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Founded by Prof. Em. P. Verhaert
Pioneering integrated product innovation in
Belgium
First activity in space industry
Developing systems engineering capabilities
Designed, built, launched and commissioned the first small
EU satellite for ESA in orbit – PROBA
(now QinetiQ Space nv)
Kick off Perfect Draft program for AB InBev, developing FMCG
insights
Demonstrating policy making capabilities as partner of the
Flemish Government and OESO
Competence center DPD in the Netherlands
Launch of Masters in Innovation platform
and training center
1969
1984
2001
2003
2005
2009
2012
2014 Operations ESA’s TTO office in Belgium
5
2019&

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1
2
3
4
5
CONTENT
Introduction
Project Management Methodologies
Managing innovative R&D projects
RICE methodology
Conclusion

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INTRODUCTION
Project Management – Terminology

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EXAMPLES OF ACTIVITIES IN NEED OF PROJECT MANAGEMENT VS BUSINESS-AS-USUAL
Developing a new product or service Designing a new transportation vehicle Constructing a building

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WHAT ARE THE BIGGEST CHALLENGES YOU FACE IN MANAGING PROJECTS?

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1. A tool is a material item that helps you to implement a method.
2. A method is a process.
Methods provide an approach to achieve a specific goal.
3. A methodology is a disciplined set of principles, tools and practices
which can be used to guide processes to achieve a particular goal.
A methodology contains the justification, rationale and strategy
for using particular methods.
4. A framework is a conceptual structure intended to serve as a support
or guide for the building of something that expands the structure into something usable and useful.
It is a loose but incomplete structure needed to implement a model (or some part of a model)
which leaves room for other methods and tools to be included.
5. A model is an abstraction that provides a core set of practices/methodologies
and interrelationships needed by an organization to deliver a product or service.
Models are valuable if they are theoretically consistent and fit the real world.
STRAIGHTENING OUT THE TERMINOLOGY

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ICB4.0 (by IPMA), PMBOK5 (by PMI), PRINCE2, ISO21500/DIN69901
• Certifications / International Standards / Project Management Models or Approaches
• Rather not call it a methodology
PROJECT MANAGEMENT MODELS
IPMA - ICB PMI – PMBoK OGC – PRINCE2 DIN 69901
• Founded in 1965 as
an association for
project managers
• Since 1979 registered
seat in Switzerland
• Founded in 1969 in
Pennsylvania, USA
• Since 2004 ANSI
Standard
• Founded in 1999 in the
United Kingdom
• Since 2010 part of the
Cabinet Office
• Founded in 1917 in
Berlin, Germany
• Since 1967 network
planning technique
• Competence oriented
PM approach
• Process oriented PM
approach
• Knowledge based
approach
• Process and practical
oriented PM approach
• Methodology
• Process oriented PM
approach based on a
model
• Internationally used
• Coming from Europe
• Mostly used in Europe
and the USA
• Internationally used
• Coming from North
America
• Market leader
• Mostly used in Europe
and the USA
• Internationally used
• Coming from the
United Kingdom
• Nationally used
• Coming from
Germany
• Strong influence on
ISO 21500

12. 2.3 Behind the Waterfall methodology 12
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• Choosing the right project management methodology
to execute your project is a vital step for success.
• There are many different and, in some cases, overlapping
methodologies and approaches to managing project
complexities.
• Some of the most popular project management methodologies:
• Waterfall methodology (1970)
• Six Sigma methodology (1980)
• Agile methodology (2001)
• If you adapt/combine methodologies,
you could call it a framework or methodology.
PROJECT MANAGEMENT METHODOLOGIES

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Within these project management methodologies
there exists several project management methods:
• Agile > Scrum method (1986)
• Waterfall / Six Sigma > Critical path method (1957)
• Waterfall / Six Sigma > Critical chain project management (1997)
PROJECT MANAGEMENT METHODS

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PROJECT MANAGEMENT TOOLS

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PROJECT MANAGEMENT METHODOLOGIES
Choosing the right one

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WHICH PROJECT MANAGEMENT METHODOLOGY DO YOU CURRENTLY USE?
From manufacturer respondents
Best known methodologies

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1. Critical Path Method (CPM)
2. Critical Chain Project Management (CCPM)
3. Projects IN Controlled Environments (PRINCE2)
4. Integrated Project Management (IPM)
5. Lean Methodology
6. Kanban Methodology/Method
7. Design Thinking
8. Six Sigma Methodology
9. Projects integration Sustainable Methods (PRiSM)
10. Event Chain Methodology (ECM)
11. XP (Extreme Programming)
12. Crystal
13. FDD (Feature Driven Development)
14. DSDM (Dynamic Systems Development)
15. Adaptive Software Development
16. RUP (Rational Unified Process)
OTHER PMMs
M for Model, Methodology or Method?

18. 2.3 Behind the Waterfall methodology 18
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The Waterfall methodology
• one of the oldest methodologies.
• outlined by Dr. Winston Royce in 1970
as a (flawed) way of managing the increasingly complex nature of software development.
• sequential in nature.
• heavily requirements-focused
WATERFALL METHODOLOGY PUR SANG

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The Agile methodology
• Originating from software development
• It formally came into being in 2001 with the release of the "Agile Manifesto“:
• Customer collaboration
• Responding to change
• In approach and ideology, Agile is said to be
the opposite of the Waterfall.
• Fast flexible approach.
• No top-heavy requirements gathering.
• Iterative with small incremental changes
that respond to changing requirements.
• End-user focused
• The scrum method is based on
• Dedicated project teams
• Short "sprints"
• Daily stand-up meetings
AGILE > SCRUM METHODOLOGY PUR SANG

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EASY, JUST PICK A METHODOLOGY …
• However,
the choice is based on many aspects:

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MANAGING INNOVATIVE R&D PROJECTS
Upping the challenge

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Understanding the dynamics of innovation:
1. Innovation is a (re)search process.
2. Innovation is about learning along the way.
If you do not learn during innovation, you are probably copying.
3. Innovation is similar to a problem solving process in which you make sequential choices.
4. Whereby each choice limits the creative space to solve the next problem.
Making it essential to prioritize the problems to be solved
– e.g. the ‘wickedest problem’ or so called critical design item
TO KNOW HOW TO MANAGE, YOU HAVE TO KNOW WHAT TO MANAGE!
Pub.Ref. Paul Verhaert, De praktijk van de productontwikkeling, Acco, 1984

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Cost of change
1. Learn fast, often and cheap when innovating.
2. It is imperative to actively scan for unknowns on all angles and tackle them upfront.
Inverse your learning curve.
THE IMPORTANCE OF STARTING WITH THE WICKEDEST PROBLEM

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Creative space / solution space
1. Every design decision limits the solution space for the next problem
2. Impact of what you do in the beginning is much greater than at the end.
THE IMPORTANCE OF STARTING WITH THE WICKEDEST PROBLEM
TIME
SOLUTIONSPACE
PHASE A PHASE B PHASE C

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HOW DO THESE METHODOLOGIES GUARANTEE THAT YOU START
WITH THE WICKEDEST PROBLEM?
But: Are any of these assumptions valid for innovation projects?
Agile assumes that the user fit contains
the biggest risk and, as a consequence,
integrated intermediate deliverables are
key.
Waterfall assumes that change of
requirements is the biggest risk and
therefore puts requirement definition
upfront.

28. 2.3 Behind the Waterfall methodology 31
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1. Start to understand the mission of any product innovation project
a) Creating a successful commercial product;
Creating sustainable added value being a new positive balance between wanted and unwanted effects
HOW TO IDENTIFY YOUR WICKEDEST PROBLEMS UPFRONT?

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1. Start to understand the mission of any product innovation project
a) Creating a successful commercial product;
Creating sustainable added value being a new positive balance between wanted and unwanted effects
b) Determine criteria for added value:
Usefulness / Feasibility & Viability / Desirability / Usability / Admissibility
HOW TO IDENTIFY YOUR WICKEDEST PROBLEMS UPFRONT?
allowable
usable
desirable
feasible & viable
useful

30. 2.3 Behind the Waterfall methodology 33
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1. Start to understand the mission of any product innovation project
a) Creating a successful commercial product a new positive
b) Determine criteria for added value
Usefulness / Feasibility & Viability / Desirability / Usability / Admissibility
2. Start a risk analysis
a) Not only on the technical side
b) Also on the user side
c) And on the business side
3. Determine the unknowns
HOW TO IDENTIFY YOUR WICKEDEST PROBLEMS UPFRONT?

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Requirements
Yes
Late changes in requirements require rework and
cost of change grows exponentially throughout the
innovation process.
No
As one cannot specify requirements not know yet.
Pushing for early specs embodies a risk on its own.
No
Specs should not be holy, as insights and
corresponding changes to fit the user
create important added value.
ARE ANY OF THESE ASSUMPTIONS VALID FOR INNOVATION PROJECTS?
User fit
Yes
End users judge the added value of any project.
Yes
3 out of the 5 added value criteria are user centered
No
What about the criteria feasibility & viability and
admissibility?
No
Always adapting to new requirements/wishes
leads to redoing work, thus increasing cost/duration
of the project
Waterfall Agile

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WATERFALL VS AGILE?

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WATERFALL AND AGILE

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WATERFALL AND AGILE
‘WaterScrumFall’
‘Agifall’
‘ScrummerFall’
‘WAgile’
=

35. 2.3 Behind the Waterfall methodology 38
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• “Agile and Waterfall development methodologies
are rather different yet both good
in their respective way.”
• Open mind / Same goal
• Could the answer lie in a combination of methodologies
fitting your purpose and organization?
• The PMBOK® Guide – Sixth Edition and Agile Practice
Guide were created to complement each other. Together
these two publications are a powerful tool that enable the
right approach for the right project
• “Together for the first time…”
CHOOSING IS LOOSING

36. 2.3 Behind the Waterfall methodology 39
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• The Hybrid approach, as the name implies, is a combination of the Waterfall and Agile
methodologies. It takes the best parts of both Waterfall and Agile and combines them
in a flexible yet structured approach that can be used across different projects.
• The Hybrid methodology focuses on
gathering and analyzing requirements
initially - a nod to the Waterfall method.
From thereon, it takes the flexibility of
Agile approach with an emphasis on rapid
iterations.
• Best of both worlds.
• And of course, combining methodology principles
is not limited to Agile and Waterfall rather it should be
open to any other methodology.
HYBRID METHODOLOGY

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RICE METHODOLOGY
Custom in-house study logic for innovation projects

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Parallel and ongoing requirements & risks management and verification & validation activities
complete a phased stage-gated process
with divergent (exploration) and convergent (synthesis) thinking
EXAMPLE: VERHAERT’S RICE METHODOLOGY
GateGate
Verification & validation
Requirements & risks management
Pub.Ref. Paul Verhaert, De praktijk van de productontwikkeling, Acco, 1984

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1. Zero risk is not affordable in terms of cost and schedule
2. Risk management : The gain should exceed the pain!
3. Combine risk management with opportunity management
4. Don’t be afraid of risk, try to manage risks in a decent way
REQUIREMENTS & RISKS MANAGEMENT
Verification & validation
Requirements & risks management
ProjectCost/Uncertainty
ProjectCost/Uncertainty

40. 2.3 Behind the Waterfall methodology 44
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PRIORITIZE YOUR DESIGN ITEMS / WICKEDEST PROBLEMS
WITH RESPECT TO RISKS AND UNKNOWNS
3
EFFECT MITIGATION
TECHNOLOGYBUSINESSUSER
1.
1 2
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
FAILURE MODES EFFECT (1-10)
SEVERITY PROBABILITY DETECTABILITY RPN TOTAL
ACCEPTANCE RATES
GREEN: YELLOW: RED:
FREQUENT
PROBABLE
OCCASIONAL
REMOTE
IMPROBABLE
NEGLIGIBLE MINOR SERIOUS CRITICAL CATASTROPHIC
PROBABILITY
SEVERITY
Verification & validation
Requirements & risks management

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VERIFICATION & VALIDATION
MyFabLab
Need for organization, tools and infrastructure to build and test
demonstrators, prototypes, pilots in a lean way.
Rapid prototyping toolboxes, 3D printing , software tools,
platforms and test infrastructure
Verification & validation
Requirements & risks management
MyIncubator
Need for an organization, tools and infrastructure
to do pretotyping in the market.
New business development teams / Pop-up channels /
Digital marketing / User research campaigns

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EXAMPLE: VERHAERT’S RICE METHODOLOGY
1. Work vision-driven
and manage holistically
3. Apply visual design thinking and
communication.
Work output oriented (e.g. fast prototyping)
4. Reverse the learning curve.
Front-load the risks.
Fail-fast fail-cheap.
8. Work multi-disciplinary:
user centered, business driven and technology
simultaneously
7. Scout and use existing building blocks
6. Define an added value creating
strategy and innovation level
and stick to it.
5. Think continuous improvement.
Iterate in sprints
2. Think convergent/divergent
and organize a stage-gated process
for option and risk management
8 guiding principles for successful product design

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Aim for the sweet spot
• View it as whole, not just as a collection of parts
PRINCIPLE 1: WORK VISION-DRIVEN AND MANAGE HOLISTICALLY
1. Manage
holistically &
multidisciplinary
2. Involve
disciplines
simultaneously
3. Apply visual
design thinking
4. Reverse the
learning curve
8. Compose
complementary
team
7. Scout & use
building blocks
6. Design for
added value
5. Iterate in sprints

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Stage-gates should include stakeholders
PRINCIPLE 2: THINK CONVERGENT/DIVERGENT AND ORGANIZE A STAGE-GATED PROCES
Create
Create
Create
Create
Verify Verify Verify
New-value
proposition
1. Manage holisticly
& multidisciplinary
2. Involve
disciplines
simultaneously
3. Apply visual
design thinking
4. Reverse the
learning curve
8. Compose
complementary
team
7. Scout & use
building blocks
6. Design for
added value
5. Iterate in sprints
Stage-Gate
Go / No-Go
Stage-Gate
Go / No-Go
Stage-Gate
Go / No-Go

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PRINCIPLE 3: APPLY VISUAL DESIGN THINKING
1. Manage holisticly
& multidisciplinary
2. Involve
disciplines
simultaneously
3. Apply visual
design thinking
4. Reverse the
learning curve
8. Compose
complementary
team
7. Scout & use
building blocks
6. Design for
added value
5. Iterate in sprints
• Moodboards set the scene
• Storyboards make use cases tangible
• Mock-ups provide 3D insights
• Sketches show conceptual ideas
• Renders deliver sense of reality and selling value

46. 2.3 Behind the Waterfall methodology 50
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1. Manage holisticly
& multidisciplinary
2. Involve
disciplines
simultaneously
3. Apply visual
design thinking
4. Reverse the
learning curve
8. Compose
complementary
team
7. Scout & use
building blocks
6. Design for
added value
5. Iterate in sprints
Learn fast, often and cheap when innovating.
It is imperative to actively scan for unknowns on all angles and tackle them upfront.
• Avoid postponing the unknowns for the sake of ‘fast progress’ (prioritizations).
• Detect elements of risk and convert them early stage to non-risks
• Use verification tools in an early stage: bread boarding / testing / simulations / reviews /...
• Make your options tangible to confront them
PRINCIPLE 4: REVERSE THE LEARNING CURVE
BY FOCUSING ON RISKS AND UNKNOWNS

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Research and development is a process of
• Analysis,
• Synthesis,
• Conceptualization
• Verification
• Learning
• Adaption
1. Manage holisticly
& multidisciplinary
2. Involve
disciplines
simultaneously
3. Apply visual
design thinking
4. Reverse the
learning curve
8. Compose
complementary
team
7. Scout & use
building blocks
6. Design for
added value
5. Iterate in sprints
PRINCIPLE 5: ITERATE IN CREATION AND VERIFICATION SPRINTS
And iteration

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Strike the right balance between wanted and unwanted effects
in order to develop a successful innovation
PRINCIPLE 6: DESIGN FOR ADDED VALUE
1. Manage holisticly
& multidisciplinary
2. Involve
disciplines
simultaneously
3. Apply visual
design thinking
4. Reverse the
learning curve
8. Compose
complementary
team
7. Scout & use
building blocks
6. Design for
added value
5. Iterate in sprints
allowable
usable
desirable
viable
useful

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Avoid unneeded development costs and risks
by researching potentially commercial technologies and applications
• Use various technology scouting tools to cover your market exploration
PRINCIPLE 7: SCOUT AND USE AVAILABLE BUILDING BLOCKS
1. Manage holisticly
& multidisciplinary
2. Involve
disciplines
simultaneously
3. Apply visual
design thinking
4. Reverse the
learning curve
8. Compose
complementary
team
7. Scout & use
building blocks
6. Design for
added value
5. Iterate in sprints

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Avoid unneeded development costs and risks
by researching potentially commercial technologies and applications
• Use various technology scouting tools to cover your market exploration
• Avoid the common engineering pitfall to deep dive into developing a solution instead of buying one
PRINCIPLE 7: SCOUT AND USE AVAILABLE BUILDING BLOCKS
1. Manage holisticly
& multidisciplinary
2. Involve
disciplines
simultaneously
3. Apply visual
design thinking
4. Reverse the
learning curve
8. Compose
complementary
team
7. Scout & use
building blocks
6. Design for
added value
5. Iterate in sprints

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Although disciplines are often in competition with one another for time and budget,
they are equally important. Due to their interdependencies they should be dealt with
simultaneously. Late-stage design changes can have a big impact on the project.
PRINCIPLE 8: COMPOSE YOUR TEAM WITH MULTIDISCIPLINARY/COMPLEMENTARY SKILLS
SEQUENTIAL APPROACH
Effort
Impact on the project
technology
Time Time
PARALLEL APPROACH
economy human factors

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Innovation teams require specific skills and profiles
• Both technically (designer, engineer, business analyst) as personally
PRINCIPLE 8: COMPOSE YOUR TEAM WITH MULTIDISCIPLINARY/COMPLEMENTARY SKILLS1. Manage holisticly
& multidisciplinary
2. Involve
disciplines
simultaneously
3. Apply visual
design thinking
4. Reverse the
learning curve
8. Compose
complementary
team
7. Scout & use
building blocks
6. Design for
added value
5. Iterate in sprints
ANTROPOLOGIST
Observe, interact, look around
Vuja De – see the common for the 1st time
Keep a ‘Bug list’ and ‘idea wallet’
Maintain a spirit of curiosity
EXPERIMENTER
Hard work, curious mind
Fail often to succeed sooner
Prototype everything!
CROSS-POLLINATOR
Draw associations, make connections
Wide sets of interests and avid curiosity
Bring seemingly unrelated ideas together
HURDLER
Tireless problem-solving, optimist
Quiet determination, perseverance
Don’t ‘just do your job’
Do see beyond initial failures
COLLABORATOR
The team over the individual, shared journey
Multidisciplinary teams
More of a coach than a boss
DIRECTOR
Big picture thinking
Bring out the best in team members
Give center stage to others
Shoot for the moon and wield a large toolbox
EXPERIENCE ARCHITECT
Fend of the ordinary wherever you find it
Facilitate positive encounters with your products,
services, organizations, spaces and events
SET DESIGNER
Liven up the workplace
Promote energetic, inspired culture
CAREGIVER
The foundation of human-powered innovation
Empathy for individuals
Create relationships
STORYTELLER
Capture imagination with a story (video,
narrative, animation, drawing)
Spark emotion and action
LEARNING ORGANIZING BUILDING

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Waterfall Agile Rice Comment
Planning Rigid detailed phased planning. Front-heavy.
Sequential project flow start-to-end.
Little planning. Development and insights in an
incremental and iterative approach.
Sequential, parallel , diamond, stage-gated,
iterations, …
Work breakdown Design process and architecture not broken
down into individual systems.
Design process and architecture gets broken
down into individual systems.
Morphological card: System cut into its
constituents. Parallel and iterative effort.
Waterfall of course does break
down into subsystems.
Flexibility No flexibility. Planning is structured, rigid and
thus more secure.
High flexibility, both in requirements and scope.
Thus rather unstructured project.
High flexibility. Needed in iR&D.
Deadlines Clear and set deadlines.
Project schedule risk.
Hard to set deadlines. No clear idea on project
termination.
Clear and set deadlines/milestones,
allowing reorientation of scope.
Scope & requirements Fixed clear upfront scope made into fixed
detailed requirements.
Works well if the scope and requirements are
not known beforehand but grow along the way.
Building the scope and requirements
together beforehand and at milestones.
Change management Requirement changes not allowed. Or else
redoing major planning and starting anew.
Constant validation, changes, issue mitigation.
Methodology intended to cope with these.
New insights are common and require
requirement/expectation updates.
Change is a reality. Especially in
innovation (high-risk developm.)
Funding Works well with fixed budget. Changes
require also budget/contract negotiations.
Works well with time& material contract.
More efficient/cheaper.
Time&material or fixed budget combined
with fail-fast fail-cheap.
Agile is doubtful to be cheaper.
The end is unknown.
Predictability High predictability. No turning back to a
previous phase. No addition of new phases.
Poor predictability. New requirements add on.
Many iterations and changes along the way.
Intermediate predictability.
Team/Communication Team(s) communicate at phase-handoffs.
Possibly large teams / different departments.
Close communication. Need for a disciplined
motivated team. Works best with small teams.
Multi-disciplinary dedicated teams in close
collaboration and communication.
Documentation Significant because of listing & managing
requirements throughout the project.
Little documentation. Emphasis on performance
with often neglect on documenting.
Balanced amount of documentation.
Quality Average quality. Late testing. Long time to
discover problems.
Better quality. Errors can be fixed in the middle
of the project.
Better quality. Errors can be fixed in the
middle of the project. Frontloading issues.
Testing Testing only at the end. In case of bad
performance, project needs to start anew.
Testing every iteration. Close collaboration
between tester and implementer.
Testing before every project stage-gate.
Fail fast, fail cheap. Frontloading issues.
Success Does not allow partial success which
increases the risk of failure.
Allows partial success by prioritization thus
decreasing risk of failure.
Frontloading the uncertainties and looking
for the unknowns allows fail-fast fail-cheap.
Client involvement Low level of client participation.
Big bang at the end of the project.
High level of stakeholder involvement, at every
iteration, allowing feedback and change.
High level of client involvement, at stage-
gated milestones and progress meetings.
User acceptance User acceptance is verified at the end of the
project. Big bang at the end of the project.
User acceptance is verified at the end of every
sprint/cycle/iteration. Constant validation.
User acceptance is verified at every
milestone/stage-gate. Constant validation.
Project size Small to large projects, with clear fixed
requirements/deadlines and little surprises.
Small projects get done quickly. Large projects
have unknown duration. Small teams.
Small to large projects, small to large
teams.

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CONCLUSION
Summary

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More recently, project management is being used
• in nearly all industries,
• in all functions,
• across all fields.
The project manager now requires an expanding arsenal of skills
• The art of project management
• Effective communication, integrity, honesty, sociability, leadership, staff
development, flexibility, decision making, perspective, sound business
judgment, negotiations, customer relations, problem solving, managing
change, managing expectations, training, mentoring, consulting, and
the like.
• The science of project management
• Plans, WBS, Gantt charts, standards, CPM/precedence diagrams,
controls variance analysis, metrics, methods, earned value, s-curves,
risk management, status reporting, resource estimating and leveling.
• Project Management Methodologies
WHAT DO THE BEST PROJECT MANAGERS DO?

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• Remember, no methodology is better than the others.
It all depends on how well it meets organizational goals and values,
the constraints the project team has to deal with,
the needs of stakeholders,
the risks involved,
as well as the project size, cost, and complexity.
1.Consider your project factors by their simplicity or complexity.
2.Determine the rigidity or flexibility of your work environment.
3.Consider what delivers the most value.
4.Leverage your organizational goals.
5.List your organizational and team values.
• Even better: Build your own, like the
CHOOSE/ADAPT/BUILD YOUR OWN PROJECT MANAGEMENT METHODOLOGY

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TAKE-AWAY MESSAGE
1. Project management methodology is key
in your innovation factory,
to increase the success rate of innovation
2. Understand the difference between project management
models, methodologies, methods and tools
3. Start a project with understanding your wickedest problem
based on a multi-disciplinary risk analysis
4. Define a study logic upfront
and select/customize your project management methodology
based on the risks and unknowns involved
5. Make sure you have a FabLab & Incubator department
to validate design propositions in early stages
on both technical as commercial aspects.
6. In case of virtual innovation factories (based on external resources
and partners) make sure your project management methodology
and underlying study logic is fully understood by all parties

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QUESTIONS?
Thank you for your attention

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QUESTIONS?
Thank you for your attention

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One group, five brands
Our services are marketed through 5 brands each addressing
specific missions in product development.
INTEGRATED PRODUCT DEVELOPMENT
ON-SITE PRODUCT
DEVELOPMENT
DIGITAL PRODUCT
DEVELOPMENT
OPTICAL PRODUCT
DEVELOPMENT