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Pre-Project Excellence

Unleashing the Power of IpOp Model and ISO 56007 for Superior Project Selection and Outcomes

Author: Raphael H Cohen

Publisher: Springer Nature Switzerland

Book Series : Future of Business and Finance

Part of: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

Table of Contents

About this book

This guide complements traditional project management by focusing on the critical pre-project stage. It addresses a major challenge: only 12% of projects finish on time and within budget, often due to poor initial pre-project analysis. This leads to wasted resources. The content offers proven best practices for implementing ISO 56007 recommendations, enhancing project calibration, selection, and overall success rates.

Liberating innovators from the constraints of traditional business plans, the guide suggests, along with ISO 56007, a "Concept/Opportunity Case" as an investor-friendly alternative. This template is rooted in the robust IpOp Decision Tree, an ISO 56007-recommended checklist of 11 fundamental questions to thoroughly address essential decision-makers' concerns. This rigorous method ensures reliable project selection and optimal resource allocation.

The IpOp Model serves as a structured roadmap, enabling project managers and innovators to transform ideas into compelling projects. It provides clear guidance for making informed decisions, whether to pivot or abandon projects that aren’t viable. By following ISO 56007 recommendations, the IpOp Model helps navigate uncertainties and manage critical project factors effectively.

Ideal for decision-makers, project managers, executives, professionals, intrapreneurs, and entrepreneurs engaged in project management and innovation, this guide is an essential tool for any pre-project analysis and for turning innovative ideas into successful projects.

Frontmatter

1. Introduction (and a Warning...)

Abstract

This introduction emphasizes the importance of the pre-project stage and the analysis before resource allocation, which is pivotal for any project developer and for any decision-maker. Additional objectives of the book are to enhance the project selection process, assist organizations in gaining competitive advantages, and aid innovators in turning their ideas into realities. The book provides a structured model of the entrepreneurial and intrapreneurial process, highlighting the importance of discipline and process. It aims to equip project initiators, particularly intrapreneurs, with the tools they need to thrive. The chapter also highlights the need for large organizations to tap into their employees’ innovative capabilities and properly set up the intrapreneurial process. The author also emphasizes the importance of a common vocabulary to facilitate effective communication around innovation and pre-project management.

To implement ISO 56007, readers can use the content of this book to understand and apply the best practices outlined in the standard. Each chapter concludes with a box featuring a grey frame and a white background that explains how its content relates to ISO 56007, providing guidance on how to implement the standard effectively. By following the structured model and utilizing the tools and methods presented in the book, individuals and organizations can align their practices with ISO 56007 and improve their management of ideas and opportunities.

Raphael H Cohen

2. In the Beginning, There Was the Opportunity

No Opportunity, No Entrepreneur

Abstract

This chapter discusses the concept of opportunities in entrepreneurship and intrapreneurship. It introduces the IpOp Model, which focuses on Innovation by Opportunity, and the management practice of “Management by Opportunity” (MbOp). It emphasizes the importance of identifying innovative solutions to market needs and defines an Opportunity as the combination of a Solution that satisfies one or more defined Pain/Need/Desires (PNDs). Building an intimate relationship with customers to identify unrecognized Pains/Needs/Desires can lead to the creation of new Opportunities possibly with existing Solutions. Since innovation does not necessarily mean invention, the innovative Solution does not have to be brand new and can be brought in from another market.

It also highlights the role of creativity, market research, and customer intimacy in identifying and capitalizing on opportunities. The content of this chapter can be used to implement ISO 56007 by providing insights into managing opportunities and ideas, understanding customer pain/need/desire(s), and developing innovative solutions. However, it should be noted that ISO 56007 does not specifically address the concept of “solution” like the IpOp Model does.

Raphael H Cohen

3. Even Geeks Can Come Up with Non-tech Innovation

Non-technology-Based Innovation Is the Low Hanging Fruit That Is Waiting to Be Picked

Abstract

To implement ISO 56007, organizations can use the content of this chapter to gain a deeper understanding of innovation and how it can be applied in various contexts. This chapter showcases various examples of business initiatives across different industries, highlighting the potential of non-tech innovations. Innovation can take various forms, such as new packaging, new services, new marketing schemes, or new management approaches. By studying the different forms of innovation and learning from successful business initiatives, organizations can align their practices with the principles outlined in ISO 56007 and enhance their innovation capabilities.

This chapter also mentions the role of technology in enabling innovation. It explains the difference between invention and innovation. It emphasizes the importance of democratizing innovation. It also explores the concept of non-tech innovation as the “low-hanging fruit” that organizations often overlook, leading to missed opportunities.

Raphael H Cohen

4. Think Carefully Before You Commit

Opportunities Are Like a Marriage

Abstract

This chapter outlines the importance of conducting pre-project analysis to avoid wasting resources on projects that may not be successful. It explains how the IpOp Model helps to screen ideas and have a realistic view of the required effort before allocating substantial resources. It introduces the concept of the four IpOp Reviews, which serve as a decision-making process to assess the feasibility and potential of an Opportunity. The chapter emphasizes the need for iterations and the Quick and Dirty approach to gather information and refine answers to key questions. It also highlights the role of Unknowns or uncertainties. The IpOp Model can be used to implement the recommendations of ISO 56007 that stresses the need to identify and catalog uncertainties but without explaining how. A rigorous management of all uncertainties/Unknowns optimizes the use of resources.

Raphael H Cohen

5. Unknowns Are Your Best Friends

All Projects Have Uncertainties

Abstract

This chapter provides a practical framework for managing uncertainties and implementing projects successfully, which aligns with the principles outlined in ISO 56007. It explains the process of assessing the effort required to reduce the uncertainty of Opportunities or projects. The first step involves identifying as many Unknowns/uncertainties as possible at the pre-project stage. The IpOp Model has been designed as a step-by-step process to facilitate the identification and prioritization of Unknowns, which are not to be confused with Risks. The list of Unknowns can then be used to calibrate the effort (time, money, and skills) required to reduce the level of uncertainty of the project. This chapter emphasizes the importance of drafting an Opportunity Case to demonstrate the merits of the Opportunity and obtain necessary Resources. It also highlights the need for two Action Plans, one outlining Tactical Moves for reducing critical Unknowns and a second one for delivering the Definition of Success. The process involves obtaining conditional buy-in from Decision-makers and Investors, spending Resources to reduce critical Unknowns, and obtaining later a final green light to launch the project. Since ISO 56007 recommends to catalog uncertainties as early as possible but does not explain how to identify them, the IpOp Model appears to be a very useful complement for operationalizing ISO 56007’s recommendations.

Raphael H Cohen

6. Fit to Be Adopted

Verifying the Investor or Corporate Fit

Abstract

Since ISO 56007 recommendations include several selection criteria for ensuring company alignment, this chapter provides additional insights on the concept of Strategic or Investor fit. It stresses the importance of verifying the Strategic fit as a prerequisite for Investor buy-in and the need for the project to align with the Investor’s Mission, strategy, image, and brand. The chapter also highlights the contribution of the Opportunity to the company’s Key indicators of Success (KISs) and/or key performance indicators (KPIs). It suggests that organizations should establish criteria to verify if a project fits their strategy and emphasizes the need for a Mission/KPI filtering process to guide employees and encourage innovation. Failing that can hinder innovation and performance. Sharing these criteria with employees gives them permission to take initiatives that are collectively aligned with the strategy.

Raphael H Cohen

7. PND Before R&D

A Written Customer PND Focus Statement Creates Commitment and Keeps Entrepreneurs Focused

Abstract

This chapter focuses on the importance of understanding and verifying the Pain/Need/Desire(s) (PNDs) of the target Customers in order to verify the Customers’ buy-in. This requires to know who the target Customers are as well as the Pain/Need/Desire(s) of each them, as outlined by ISO 56007. It emphasizes the need for project initiators to clearly express the PNDs through a Customer PND Focus Statement. The chapter also highlights the significance of focusing on a limited number of PNDs and the potential risks of trying to satisfy too many PNDs at once. By providing more detailed insight of the concept of Pain/Need/Desire(s) than what is expressed in ISO 56007, the content of this chapter can be used to practically implement ISO 56007.

Raphael H Cohen

8. Are You Competitive Enough?

A Prerequisite to Get Ahead

Abstract

This chapter focuses on the importance of Customer intimacy and competitive advantage in exploiting successful Opportunities. It emphasizes the need to identify and understand Customers’ Decision Criteria (CDCs) and highlights the significance of brand recognition and customer connection. The chapter introduces the concept of Customer Benchmarking, which involves comparing the proposed Solution with Alternatives to demonstrate Customer fit. By thoroughly knowing the Customer and their buying patterns, entrepreneurs and project developers can fill the Customer Benchmarking table and compare the proposed Solution with Alternatives based on the Customer Decision Criteria. To obtain Customer buy-in, it is necessary to identify and understand all the Customer Decision Criteria of each customer to tailor the Solution that best meet its needs. Additionally, it mentions the role of market analysis and competitive intelligence in assessing the strengths and weaknesses of key players in the industry. The chapter concludes by emphasizing the need to define areas of excellence and make strategic decisions accordingly. The Customer Benchmarking demonstrates to what extent there is hope to obtain Customer buy-in.

Since ISO 56007 mentions customer fit but without explaining how it should be done, the IpOp Model Customer Benchmarking described in this chapter is a practical way to demonstrate ISO 56007’s customer fit.

Raphael H Cohen

9. Give Them Their CUE

The Customer’s Unique Experience Is Your Key to Success

Abstract

This chapter discusses the importance of a compelling and easy-to-communicate Elevator Pitch in presenting the Solution to potential Investors and/or Customers. The Elevator Pitch is a short presentation that captures the most impactful Benefits of the Solution and is designed to generate interest and excitement. It is compared to the trailer of a movie, enticing the audience to learn more. The chapter also emphasizes the need for a detailed Customer Unique Experience (CUE) Description as well as a detailed description of the Solution, which outlines all the key characteristics and benefits of the solution in clear terms. Anchoring the CUE Description and the Solution description in the minds of the team ensures alignment and focus on delivering the desired Customer experience. The solution should bring Benefits not only to customers but also to other Stakeholders, including social and environmental Benefits that support the corporate social responsibility.

The Crystallized Opportunity is achieved when the solution is clearly defined and fine-tuned for the target Customer’s experience to address their Pain/Need/Desire(s). The chapter concludes by mentioning the link with ISO 56007, highlighting the importance of delivering Benefits to Stakeholders to obtain “acceptance by interested parties” that ISO 56007 sees as one selection criterion.

Raphael H Cohen

10. The Effort Model Can Be the Top Model in Your Life

What Does It Entail?

Abstract

This chapter focuses on the effort required to deliver the customer experience. The effort is defined by the Scope of the project, the required Activity Chain and the Resource model. The Activity Chain describes all the activities that are necessary to successfully implement the project and obtain the desired results. A suitable Activity Chain requires good mastery of the Industry Key Activity Ingredients and the principles of success in choosing a successful business model. This chapter emphasizes the importance of sustainable profitability, a compelling proposition to the target market, real and easily communicable Benefits, and the need for competitive advantages. The chapter also highlights the significance of making strategic trade-offs, aligning objectives with available resources, and the role of the Resource model in generating resources to satisfy Stakeholders’ Aspirations.

Since ISO 56007 focuses on project selection criteria and resource investment compatibility, the content of this chapter can be used to implement ISO 56007 by providing insights into the Effort model and analyzing possible options for generating resources to satisfy Stakeholders’ Aspirations.

Raphael H Cohen

11. The KISsing Game

KISs Are What Define Your Success

Abstract

ISO 56007 mentions the importance of the definition of success in concept selection criteria but does not explain how to state such definition of success. The IpOp Model offers a concrete definition of the ‘Definition of Success’: it requires to define what success means for a project and how it can be measured through Key Indicators of Success (KISs). KISs define the purpose of a project while KPIs measure the means to deliver the purpose. It also highlights the need to define measurable Objectives and milestones based on the chosen KISs to monitor progress. In the IpOp Model the Definition of Success is the table that outlines the target Objectives over time for each Key Indicators of Success. Since this table expresses the measurable end-purpose/final outcome of the project, the Definition of Success helps Decision-makers understand what is in it for them. Serving as a contract between the project team and Decision-makers, the Definition of Success should give them enough reasons to allocate the necessary Resources to the project.

The IpOp Model furthermore stresses the need to also express the Definition of Failure (the minimum objectives for the project to continue). The Key Indicators of Failure, also known as Opportunity Terminators, can lead to project termination if certain thresholds are not met within a specific time period. While the Definition of Success expresses the ambition of the project (best case scenario), the Definition of Failure expresses the minimum below which the project should be stopped. The Definition of Success and Failure form an explicit contract between stakeholders, and particularly Investors, expressing not only what the project will deliver but also the minimum expectations. This contributes to stakeholders’ alignment at the pre-project stage.

Raphael H Cohen

12. Factoring in the Factors

Or More Bluntly: The Difference Between Success and… Failure

Abstract

This chapter discusses the importance of analyzing Factors in order to identify relevant Tactical Moves for a given Opportunity. It explains that Factors are parameters that have a positive or negative impact on the success of a project, both internal and external to the company. The IpOp Model is presented as a bottom-up approach that focuses on Factors that directly affect the Opportunity itself, rather than factors—like the SWOT—that impact the organization as a whole.

ISO 56007 addresses the acceptability of factors that hinder or boost implementation, but it does not provide specific guidance on how to handle these project selection criteria. This chapter provides insights on how to identify such Factors and emphasizes the need for a systematic assessment with a scale for rating their importance and probability of occurrence.

Raphael H Cohen

13. Your Stakeholders Control You

Neglecting Stakeholders’ Expectations Can Be Fatal

Abstract

ISO 56007 recognizes the critical role of interested parties by including the “interested parties alignment” as one of the “key decision areas” for selecting concepts. Since ISO 56007 only mentions three concerns for this alignment (overall acceptance, Collateral effects, and sustainability & durability), this chapter provides clues for a more comprehensive analysis. Instead of “interested parties” the IpOp Model focuses on Stakeholders, a limited group of interested parties to whom the project team is accountable, as they play a crucial role in the success of a project. This nuance means that the IpOp Model ignores “interested parties” to whom the team in not accountable.

As ignoring the Stakeholders’ concerns and preoccupations can have very significant consequences for the project’s success, this chapter discusses the importance of considering the Aspirations, Resistances, and Constraints of Stakeholders, particularly Investors, when evaluating and implementing a project. Proper mapping of Stakeholders’ Aspirations and Resistances helps in identifying Tactical Moves and Developing systematic Action Plans. This chapter furthermore emphasizes the need to understand Investors’ Secision Criteria, which are derived from their Resistances, Aspirations, and Constraints and align the project with their goals and objectives. The chapter also introduces the concept of Investor Benchmarking based on the Investor Decision Criteria, which involves comparing the proposed project with other opportunities competing for the Investors’ resources. The Investor Benchmarking is a powerful and efficient way to verify the fit with the Investor’s guiding principles. Since it is based on the Investor Decision Criteria it also helps in presenting the project in a more compelling manner. Overall, this chapter provides valuable insights for entrepreneurs and intrapreneurs in effectively navigating the complexities of project implementation.

Raphael H Cohen

14. The Time to Move Has Come

The Path to the Definition of Success Is Paved with Tactical Moves

Abstract

This chapter discusses the importance of selecting the right Tactical Moves to implement an Action Plan that achieves the Definition of Success. Tactical Moves are the actions that bridge the gap between the current situation and the desired outcome. It emphasizes the need for a structured selection methodology to evaluate the benefits, drawbacks, and impact of each Tactical Move. The IpOp Model provides indeed a rational process for qualifying Tactical Moves based on their ability to ultimately achieve the Definition of Success. The chapter also highlights the various advantages gained from specific Tactical Moves, such as Customer intimacy, brand value enhancement, and development of partnerships. Additionally, it mentions the importance of building Barriers to Entry to protect against competition. It also stresses the need to consider Collateral Damages that are triggered by Tactical Moves and which adversaly affect key Stakeholders. The content of this chapter can be used to implement ISO 56007 by providing guidance on managing opportunities and ideas, specifically in the context of Action Plans and Tactical Moves.

Raphael H Cohen

15. Moving According to Plan!

Moves Do Not Mean Much Until They Are Integrated into a Coherent Plan

Abstract

This chapter discusses the importance of having two Action Plans in managing projects, concepts, and opportunities. It emphasizes the need to reduce Unknowns before launching any project while highlighting the critical role of the IpOp Model in identifying Unknowns/uncertainties as early as possible, as recommended by ISO 56007.

The content of this chapter can be used to understand the selection criteria mentioned in ISO 56007, such as reducing uncertainties and feasibility of the Action Plan. It also highlights the importance of risk analysis, which aligns partially with ISO 56007’s consideration of risk exposure. This chapter also mentions the significance of having a champion and a driven team that has the required skills to deliver the Definition of Success. Additionally, it emphasizes the need for senior management support and alignment with corporate procedures, which are crucial aspects of ISO 56007. By applying the concepts and principles discussed in this chapter, organizations can effectively implement ISO 56007 and improve their management of projects, concepts, opportunities, and ideas.

Raphael H Cohen

16. Resources Speak

Can You Afford to Implement the Plan? Resources Are the Language of Business and Cannot Be Ignored

Abstract

This chapter reminds the concept of the “magic triangle,” highlighting the interdependence of Resources, Action Plans, and the ultimate Definition of Success. It focuses on the need for proper evaluation of Resources and investment requirements to reduce Unknowns as well as to achieve the desired Definition of Success. Resources include not only financial aspects but also knowledge, skills, time, equipment, and networks. Having a qualified and highly motivated team is also critical. To optimize team interactions, this chapter recommends using the engaged team charter (ETC.) to optimize team interactions.

This chapter emphasizes the importance of securing early enough the necessary Investment for implementing not only the Action Plan for reducing Unknowns but also the Plan for delivering the Definition of Success. The project team should thus seek Resources from the right people and build a sufficiently large network. If the required Resources/Investment cannot be obtained, it is imperative to adjust both Action plans and the Sefinition of Success (and Failure) that the new plan can realistically deliver. Since ISO 56007 states that resource investment requirements and innovation capability building are two of the selection criteria, the content of this chapter can be used to refine the understanding and operationalization of these selection criteria.

Raphael H Cohen

17. The Big Picture Is on the Canvas

Capturing the Essence on Three Pages

Abstract

ISO 56007 mentions portfolio management on several occasions but does not provide specific guidance on how to do it. However, the IpOp Model Canvas captures the key elements of a project and can be used to manage a portfolio of projects. Because of the complexity of projects and the limitations of one-page executive summaries, one-page executive summaries are not sufficient for decision-making. The IpOp Model Canvas consists of three pages that provide a comprehensive overview of the project, including information on the Customer adoption, organizational adoption, and critical Unknowns. While the three-page canvas is not sufficient for making decisions, it can be used for information purposes and comparing projects. The chapter also mentions the IpOp Opportunity Case, which is a document that should be used for decision-making and is described in Chap. 20.

Raphael H Cohen

18. To IpOp or Not to IpOp?

Pros and Cons of the IpOp Model

Abstract

To help readers evaluate the pros and cons of using the IpOp Model, this chapter discusses the benefits and limitations of the IpOp Model for managing projects, concepts, opportunities, and ideas. This chapter also introduces IpOp Tools^TM, which is the first computer-aided software that guides users at the pre-project stage in maturing their project, idea, or opportunity. It helps them to identify more Unknowns/uncertainties but it also automatically prints a standardized concept/Opportunity Case, which is aligned with the template included in ISO 56007 annex. Thanks to IpOp Tools^TM, project teams no longer waste time writing a business plan.

The chapter emphasizes the importance of gathering relevant information and understanding the concepts underlying the IpOp Model for successful implementation of ISO 56007 recommendations. As the IpOp Tools^TM software captures all the information regarding each project, concept, idea, or Opportunity, it serves as the first and only knowledge management software comprehensively handling the pre-project stage. This chapter discusses the benefits of using the IpOp Model and Tools for start-ups, incubators, and large organizations. By using the IpOp Model and IpOp Tools^TM, organizations and incubators can standardize project presentations and improve their chances of success in accordance with ISO 56007 guidelines. By using the IpOp Model and IpOp Tools^TM , organizations can standardize project presentations and improve their chances of success in accordance with ISO 56007 guidelines.

Raphael H Cohen

19. Climbing the Decision-Making Tree

Ignoring Decision-Makers’ Criteria Is Suicidal

Abstract

Since selection is an essential component of ISO 56007 and with the understanding that rational Decision-makers prefer evidence-based approaches and factual information, the standard emphasizes the need to define and publish project selection criteria. By publishing their customized version of the IpOp Decision Tree organizations encourage bottom-up innovation, promote fully analyzed projects and concept, and filter out poor ideas. The only example of proven Decision Tree displayed in the annex of ISO 56007 is the IpOp Decision Tree. This chapter presents the IpOp Decision Tree and its benefits in the context of project evaluation and decision-making. The IpOp Decision Tree is a universal tool that helps project teams verify that their project, concept, or Opportunity truly addresses the unavoidable concerns of demanding Decision-makers. Knowing the 11 questions that any experienced Decision-maker should at least ask allows innovators and promoters to prepare accordingly at the pre-project stage in order to produce a compelling case for their idea or to determine that it is not worth pursuing. Heads of innovation as well as PMO’s (project management offices) can also use the IpOp Decision Tree as a robust filtering mechanism to reduce the number of projects in their portfolio. Since using the IpOp Decision tree contributes to optimize the use of Resources in any organization, it fully supports the implementation of the best practices recommended by ISO 56007.

Raphael H Cohen

20. Is Your Presentation Sexy Enough?

The Art of Convincing Stakeholders

Abstract

ISO 56007 suggests the two-document approach as a valid alternative to the traditional business plan for presenting concepts to decision-makers innovators. The two-document approach corresponds to the approach that the IpOp Model has been advocating since 2006: one concept/Opportunity Case that gives decision-makers all the essential information they need to allocate Resources to projects except the Implementation plan that is presented in a separate document, only when Decision-makers are convinced by the merits of the project. As an example of concept case, ISO 56007 presents in its annex almost the same IpOp Model template that is described in this chapter. By mastering the IpOp Model and its key parameters, robust concept/Opportunity Cases can be developed according to ISO 56007 recommendations. By leveraging the Decision-makers drivers and psychology, the IpOp Model template uses a storyline designed to build trust, mindshare, and buy-in. This chapter provides insights into how the IpOp Model can help to provide relevant information for each component of the concept/Opportunity Case. This chapter also provides a table illustrating how the IpOp Model can be used to develop a business plan.

Raphael H Cohen

21. Bodies Matter

The Art of Pre-project Governance

Abstract

ISO 56007 stresses the importance of selection and portfolio management in managing opportunities and ideas but it does not describe how to do it. To avoid wasting resources, organizations should establish a well-thought pre-project stage governance. This chapter explains how it can be done by providing best governance practices for managing ideas and opportunities, including the choice of a list of official selection criteria, publishing the criteria for transparency, using the criteria for all resource allocation decisions, and ensuring projects are screened against the criteria. Additional best practices also include creating a team of experts to coach applicants, keeping a non-earmarked budget for worthy projects outside the official budgeting pipeline, deploying the use of standardized Opportunity Case templates, training people to produce these Opportunity Cases, and establishing an evaluation board to analyze and recommend projects to Decision-makers. The chapter also recommends periodic monitoring and comparison of project results with the Definition of Success and the Definition of Failure. Overall this chapter emphasizes the role of different corporate bodies in the decision-making governance and suggests tools and methods for effective pre-project management.

Raphael H Cohen

22. Managing Management

Management by Opportunity: The Practice for Institutionalizing Innovation

Abstract

Both ISO 56007 and ISO 56002 provide a summary of the parameters that contribute to innovation within an organization, including culture, leadership, and other enablers. With the understanding that innovation is crucial for organizational growth and survival, and that the challenge lies in stimulating innovation without wasting resources or losing focus, this chapter introduces the concept of Management by Opportunity (MbOp) as a practice that focuses on identifying and implementing implementable innovation that delivers value to the organization. The four components of MbOp for fostering innovation are: genuine commitment by senior management, employees’ motivation to innovate, an environment that supports intrapreneurship, and finally the provision of easy-to-use innovation enablers, such as the IpOp Model and intrapreneurship education. It concludes by discussing the benefits of MbOp, including increased job satisfaction, motivation, and measurable results.

Raphael H Cohen

Backmatter

Title: Pre-Project Excellence
Author: Raphael H Cohen
Publisher: Springer Nature Switzerland
Electronic ISBN: 978-3-031-61774-4
Print ISBN: 978-3-031-61773-7
DOI: https://doi.org/10.1007/978-3-031-61774-4