Innovation Scorecard: Theoretical Background and Principles

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F00216305%3A26510%2F19%3APU134283" target="_blank" >RIV/00216305:26510/19:PU134283 - isvavai.cz</a>

Výsledek na webu

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DOI - Digital Object Identifier

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Jazyk výsledku

angličtina

Název v původním jazyce

Innovation Scorecard: Theoretical Background and Principles

Popis výsledku v původním jazyce

The concept of Innovation Scorecard was introduced and further developed within an original primary research project conducted in the Czech Republic during the period 2013-2015. This conceptual performance measurement and management control framework was specifically designed for innovation work activities. In its current form, the scorecard system has a user-friendly interface and supports go/no-go decision making within innovation projects. It provides guidelines how to focus attention on what is important to be done and how to measure in-and outputs. Resource optimisation forms an essential part of an innovation scorecard. It appears that the informed use of evaluation metrics as guideposts for increased managerial attention. The identification of problems may assist management in their efforts to prevent drop-and- go-errors’ during innovation activities. This paper is the result of a number of core Innovation Scorecard implementation practices. The initiative is supported by the Czech Agency in the Czech Republic and consists of a three-year roll-out project that commenced in 2019 and will finish at the end of 2021. The purpose of this paper is to present the theoretical background and principles of the Innovation Scorecard as well as the adoption of fit for intended purpose modifications to make it suitable for alignment for use within the IT industry. Agile management practices have become a de facto standard within the IT industry in recent years. The biggest advantage of the agile approach is its flexibility and ability to react fast to changes. This approach is dynamic and provides quick access to solutions, especially in software development environments. At first glance it appears that the immeasurable can actually be measured. A combination of a dynamic change process such as innovation scorecard and a significant project management control system such as agile can achieve things that are greater than their combined parts. Innovation Scorecard implemen

Název v anglickém jazyce

Innovation Scorecard: Theoretical Background and Principles

Popis výsledku anglicky

The concept of Innovation Scorecard was introduced and further developed within an original primary research project conducted in the Czech Republic during the period 2013-2015. This conceptual performance measurement and management control framework was specifically designed for innovation work activities. In its current form, the scorecard system has a user-friendly interface and supports go/no-go decision making within innovation projects. It provides guidelines how to focus attention on what is important to be done and how to measure in-and outputs. Resource optimisation forms an essential part of an innovation scorecard. It appears that the informed use of evaluation metrics as guideposts for increased managerial attention. The identification of problems may assist management in their efforts to prevent drop-and- go-errors’ during innovation activities. This paper is the result of a number of core Innovation Scorecard implementation practices. The initiative is supported by the Czech Agency in the Czech Republic and consists of a three-year roll-out project that commenced in 2019 and will finish at the end of 2021. The purpose of this paper is to present the theoretical background and principles of the Innovation Scorecard as well as the adoption of fit for intended purpose modifications to make it suitable for alignment for use within the IT industry. Agile management practices have become a de facto standard within the IT industry in recent years. The biggest advantage of the agile approach is its flexibility and ability to react fast to changes. This approach is dynamic and provides quick access to solutions, especially in software development environments. At first glance it appears that the immeasurable can actually be measured. A combination of a dynamic change process such as innovation scorecard and a significant project management control system such as agile can achieve things that are greater than their combined parts. Innovation Scorecard implemen

Druh

D - Stať ve sborníku

CEP obor

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OECD FORD obor

50204 - Business and management

Projekt

<a href="/cs/project/TL02000007" target="_blank" >TL02000007: Innovation Scorecard: Controllingový rámec inovačních projektů pro IT odvětví</a><br>

Návaznosti

P - Projekt vyzkumu a vyvoje financovany z verejnych zdroju (s odkazem do CEP)

Rok uplatnění

2019

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název statě ve sborníku

PROCEEDINGS ProMAC2019: Accelerating Startups and Innovation through Project Management

ISBN

978-4-902378-69-6

ISSN

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e-ISSN

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Počet stran výsledku

10

Strana od-do

505-514

Název nakladatele

Neuveden

Místo vydání

Neuveden

Místo konání akce

Yangon

Datum konání akce

12. 11. 2019

Typ akce podle státní příslušnosti

WRD - Celosvětová akce

Kód UT WoS článku

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