Innovation Project Management Research Articles

PROCESSING, ANALYSIS & ANALYTICS OF BIG DATA FOR THE INNOVATIVE MANAGEMENT

The changes that have taken place in the economy of Ukraine in recent years as a result of the consistent impact of global macroeconomic, epidemiological and military factors of the current deep crisis have actualized for organizations, enterprises and corporations the urgent need to maximize their effectiveness, the key component of which is the innovative management of their complex projects. The primary scientific and practical results presented in the article regarding the specifics of the methodology and technologies of deep intellectual analysis and analytics of Big structured and semi-structured Data in innovative project management must be taken into account during crisis reengineering of the management systems of domestic private and public organizations, enterprises and corporations. Moreover, the obtained results are relevant and applicable for not only local organizations, enterprises and corporations, but for international on emerging markets in the context of future global and regional macroeconomic and possible epidemical crisis phenomena.

АУДИТ ІННОВАЦІЙ В БУХГАЛТЕРСЬКОМУ ОБЛІКУ ТА ТЕХНОЛОГІЯХ УПРАВЛІННЯ

Formulation of the problem. Іnnovations introduced into accounting and management practices require adequate auditing to ensure their reliability and compliance with standards. However, existing approaches to the audit of innovations in accounting and management technologies may be insufficient or unadapted to modern requirements and realities of the market environment. The purpose of the study is to consider and analyze modern approaches to auditing innovations in accounting and the use of advanced management technologies to support innovation processes in enterprises. The object of the research is auditing methods and approaches used to assess the effectiveness and risks of innovative processes and products in accounting. Research methods: logical and meaningful method, methods of comparison, systematization, induction and deduction, analysis and synthesis, coefficient method. The main research hypothesis. The implementation of innovation audits in accounting and the use of advanced management technologies contributes to the improvement of the efficiency of management of innovation processes and ensures an increase in the competitiveness of the enterprise. Presenting main material. The article examines the formation and development of the market of business incubators in Kyrgyzstan. The types of services provided by business incubators were considered in detail, the structure of business incubators was characterized taking into account their types and types, the main industry markets in which they grow small innovative companies were described. An audit of articles on the dynamics of industry specialization of residents in business incubators and the main mechanism for placing residents in business incubators was conducted. Originality and practical significance. The study seeks to reveal the importance of the interaction between these two aspects and show how they can interact to support innovative processes and strategies in enterprises. By revealing methods and approaches to innovation audits and the use of advanced management technologies, this article provides practical recommendations for improving the efficiency of innovation project management, improving financial reporting and reducing risks. Conclusions and prospects for further research. The application of an integrated approach to the audit of innovations and the use of advanced management technologies can contribute to increasing the competitiveness and success of the enterprise in the conditions of constant changes in the market. The presence of proper innovation audit processes and the use of advanced management technologies is a necessary condition for achieving stable and successful development of the enterprise in the conditions of the modern economic environment.

Improving project management skills by integrating a boardgame into educational paths

The increasing demand for practical project management skills makes crucial the adoption of innovative educational approaches. This study presents an experiment carefully designed to assess the effectiveness of an innovative project management educational boardgame named PMBoG. Two samples from a class of university students, enrolled in a bachelor's degree management course, participated in the experiment. One sample joined PMBoG sessions playing with and against other colleagues, the other sample did not participate in the sessions. After game sessions, both groups took a project management test to evaluate their capacity to make decisions or countermeasures based on classical project management issues. The test also included a questionnaire about game evaluations and peer feedback. Preliminary analysis using multiple statistical tests (t-test, ANOVA, Tuckey and Effect Size) indicates that participants in the experimental group demonstrated statistically significant higher performance compared to those who did not participate in the game sessions. The results suggest that the adoption of PMBoG positively impacts on increase of students' project management competencies. The study underscores the importance of incorporating experience-based and student-centered education tools in project management education, enhancing students' readiness for real-world project scenarios.

Creative principles for managing innovation projects in BANI environment

In the dynamic landscape of innovation, where environments are increasingly characterized as Brittle, Accelerating, Nonlinear, and Incomprehensible (BANI), traditional project management approaches fall short of addressing the complexities and uncertainties that arise. This abstract explores a set of creative principles tailored for the effective management of innovation projects within BANI environments. Drawing inspiration from agile frameworks, design thinking, and open innovation, these principles aim to navigate the brittleness, acceleration, nonlinearity, and incomprehensibility inherent in such contexts. Adaptive leadership, rapid prototyping, and scenario planning emerge as key components, fostering a culture of continuous learning and cross-functional collaboration. Emphasizing innovation metrics beyond traditional KPIs, the abstract advocates for an ecosystem thinking approach to holistically comprehend the intricate interplay of factors within BANI environments. By integrating these creative principles, organizations can position themselves to not only adapt to the challenges presented by BANI but to thrive amid uncertainty, turning it into a catalyst for innovative growth. The world of innovation is facing unprecedented challenges. The acronym BANI – Brittle, Anxious, Nonlinear, and Incomprehensible – aptly captures the current environment characterized by fragile systems and interconnectedness. A single event can trigger cascading disruptions across industries and continents. Heightened uncertainty and anxiety. Rapid change and unforeseen events create constant pressure and require agility in decisionmaking. Non-linear trajectories and emergent phenomena. Traditional planning becomes obsolete in a world where cause and effect are blurry and unexpected outcomes arise. An incomprehensible information landscape. The sheer volume and complexity of data make it difficult to discern truth and make informed decisions. By embracing these creative principles, we can transform innovation projects from rigid endeavours into dynamic journeys of exploration and discovery. In the face of the BANI environment, embracing creativity, learning from failures, and pivoting quickly are the keys to unlocking ground breaking ideas and shaping a better future.

Syncretic project management in the era of artificial intelligence explosion

As the technological landscape rapidly evolves, the convergence of innovation and artificial intelligence (AI) presents unprecedented opportunities and challenges for project management. This paper introduces a comprehensive mathematical model for the syncretic management of innovative projects in the age of the AI explosion. Syncretism in this context refers to the seamless integration of diverse elements, including interdisciplinary collaboration, AI technologies, and adaptive methodologies, to optimize project outcomes. The proposed model encompasses various facets of project management, innovation, and AI integration. It delineates stages of project lifecycle management, emphasizing resource allocation, risk assessment, and adaptive strategies. In the innovation management domain, the model incorporates methodologies for idea generation, technology scouting, and open innovation, recognizing AI's role in shaping the innovative landscape. A crucial aspect of the model lies in the integration of AI technologies throughout the project. This includes identifying relevant use cases, managing data effectively, selecting appropriate AI models, and establishing decision support systems. The syncretic approach emphasizes cross-functional collaboration, fostering an environment where different disciplines seamlessly contribute to project success. Resource optimization is a key focus, leveraging AI to allocate resources efficiently, predict maintenance needs, and enhance overall project performance. Ethical and legal considerations are embedded within the model to ensure responsible AI usage, and the paper outlines mechanisms for ongoing training and development to equip teams with the necessary skills. The model's effectiveness is evaluated through the lens of monitoring and evaluation, with defined key performance indicators, continuous monitoring, and feedback loops for iterative improvements. Communication and collaboration are underscored, utilizing modern tools to facilitate stakeholder engagement and effective teamwork. This paper contributes to the evolving discourse on project management by providing a robust framework that adapts to the dynamic nature of AI and innovation. It serves as a guide for project managers, interdisciplinary teams, and decision-makers navigating the challenges and opportunities presented by the syncretic management of innovative projects in the era of the AI explosion.

Formation of leadership in the management of nuclear safety projects

This article examines the concept of syncretic innovation project management and its importance in today's business environment. Syncretic management is defined as an approach that combines different methods, tools and knowledge to achieve success in innovative projects. The article examines key aspects of syncretic management, such as knowledge integration, the use of different methodologies, the formation of cross-functional teams, the involvement of external resources, and many others. The influence of syncretic management on the effectiveness of innovative projects is studied and its role in promoting the sustainable development of organizations is emphasized. The article also provides examples of successful implement ation of syncretic management in various areas of business and emphasizes the relevance of this approach in the modern world of innovation. Creating value in project management is a fundamental goal for organizations seeking to achieve their strategic goals and meet stakeholder expectations. This article examines the concept of value creation through the lens of consistent project management, also known as the waterfall approach. Sequential project management is a structured methodology that divides projects into distinct phases, emphasizing careful planning, risk mitigation, quality assurance, and clear documentation. Creating value through consistent project management involves achieving a balance between structured planning and adaptability. The choice of project management methodology depends on the nature of the project and the readiness of the organization for a structured, consistent approach. Ultimately, the pursuit of value through project management is a continuous journey led by project professionals and organizations committed to delivering successful projects that meet strategic goals and stakeholder expectations.

Syncretic management of innovative projects in the age of ai explosion

As the technological landscape rapidly evolves, the convergence of innovation and artificial intelligence (AI) presents unprecedented opportunities and challenges for project management. This paper introduces a comprehensive mathematical model for the syncretic management of innovative projects in the age of the AI explosion. Syncretism in this context refers to the seamless integration of diverse elements, including interdisciplinary collaboration, AI technologies, and adaptive methodologies, to optimize project outcomes. The proposed model encompasses various facets of project management, innovation, and AI integration. It delineates stages of project lifecycle management, emphasizing resource allocation, risk assessment, and adaptive strategies. In the innovation management domain, the model incorporates methodologies for idea generation, technology scouting, and open innovation, recognizing AI's role in shaping the innovative landscape. A crucial aspect of the model lies in the integration of AI technologies throughout the project. This includes identifying relevant use cases, managing data effectively, selecting appropriate AI models, and establishing decision support systems. The syncretic approach emphasizes cross-functional collaboration, fostering an environment where different disciplines seamlessly contribute to project success. Resource optimization is a key focus, leveraging AI to allocate resources efficiently, predict maintenance needs, and enhance overall project performance. Ethical and legal considerations are embedded within the model to ensure responsible AI usage, and the paper outlines mechanisms for ongoing training and development to equip teams with the necessary skills. The model's effectiveness is evaluated through the lens of monitoring and evaluation, with defined key performance indicators, continuous monitoring, and feedback loops for iterative improvements. Communication and collaboration are underscored, utilizing modern tools to facilitate stakeholder engagement and effective teamwork. This paper contributes to the evolving discourse on project management by providing a robust framework that adapts to the dynamic nature of AI and innovation. It serves as a guide for project managers, interdisciplinary teams, and decision-makers navigating the challenges and opportunities presented by the syncretic management of innovative projects in the era of the AI explosion.

Agile-as-a-tool and agile-as-a-culture: a comprehensive review of agile approaches adopting contingency and configuration theories

AbstractToday’s world requires new approaches to innovation that leverage continuous testing and pivoting. Speed and the ability to respond to exogenous shocks are becoming increasingly important in both theory and practice. Following the introduction of the Agile Manifesto in 2001, a wide range of industries have adopted agile approaches, which differ from other ways of managing innovation projects by promoting flexibility and the rapid development of new solutions. Despite the proliferation of agile approaches across industries, the literature lacks a systematic understanding of their underlying elements. Therefore, we conduct a systematic literature review using a text mining technique to longitudinally explore the evolutionary dynamics of the field. Analyzing the results through the dichotomous lens of contingency and configuration theories, we show that the agile literature can be systematized into two perspectives: agile-as-a-tool in the contingency perspective, and agile-as-a-culture in the configuration perspective. Our review reveals underexplored intersections in the field of innovation and provides interesting insights into these two perspectives. We also propose a research agenda to shed light on these emerging perspectives in the agile innovation and management literature.

Algorithm of innovation project risk management

Aim. To develop a risk management algorithm that can be used in risk management of innovations.Objectives. On the basis of the current international standards of risk management and scientific publications to study the existing practice of risk management, highlighting the main elements of the risk management process into a single generalized risk management algorithm; based on the results of the first task, as well as taking into account the identified features of the process of innovation implementation, to develop an algorithm for risk management of innovation projects.Methods. The work is based on the study of scientific publications in the field of risk management and analysis of international standards on risk management in order to adapt them to the peculiarities of innovation management.Results. The problem of risk management of innovation projects is one of the most difficult in project management because of the significant degree of uncertainty inherent in innovation. The article reflects the problem of investors’ acceptance of increased risk during the realization of an innovation project. The peculiarity of risk management of innovations is the need to accept increased risk, and in return the opportunity to present a new product or technology to the market. Taking into account the considered peculiarities, an algorithmic approach to risk management of innovation projects is given. The practical significance of the study lies in the possibility of applying the developed algorithm of innovation project risk management by economic entities, which will improve the quality of corporate risk management and increase the efficiency of resource utilization. The authors point out the necessity of selecting a project with positive NPV (discounted cash flow, DCF) and accepting the increased risk of the innovation project in the process of innovation management.Conclusions. The authors have created a comprehensive methodological approach to innovation project risk management in the form of a sequence of actions algorithm. The purpose of its application is to increase the efficiency of risk management and to achieve a successful result of innovation implementation.

Toward an enhanced methodology to mitigate challenges of applying participatory action research in managing innovation projects

PurposeThis research aims to examine the challenges of recruiting participatory action research (PAR) in managing innovation projects. An enhanced methodology based on PAR was developed to mitigate the challenges related to recruiting PAR in managing innovation projects. The proposed methodology was evaluated by comparing it to established methodologies/frameworks such as Scrum, Design Thinking (DT) and The Lean Startup (TLS). The evaluation aimed to determine the advantages and limitations of the proposed methodology in managing innovation projects.Design/methodology/approachThe proposed enhanced methodology consists of eight steps, ranging from developing an understanding of the industry and business structure to learning and knowledge management. In addition, the enhanced methodology uses other techniques, such as Force field analysis and 12 boundary questions.FindingsThe research findings indicate that using the proposed methodology can improve the formalization of collaboration in PAR, enabling the organization to respond better to market changes. It helps define the project scope more clearly, encouraging innovation, addressing communication barriers and considering different worldviews and practical issues. Based on the findings, the proposed enhanced methodology could complement other methodologies/frameworks such as Scrum, DT and TLS.Research limitations/implicationsThe current research adds to the existing literature by identifying the challenges of recruiting PAR in managing innovation projects. A deductive reasoning process was utilized because there is no comprehensive research concerning the challenges of recruiting PAR in managing innovation projects. On the other hand, the PAR 4-phase cycle has been reviewed and enhanced to manage innovation projects.Practical implicationsThe proposed methodology was used in a new product development project. The case study was done on one of the payment service provider companies that design, develop and deploy a digital product for marketing, installation, repair and maintenance of electronic funds transfer at point of sale devices.Originality/valueNo research has yet sought to identify the challenges of using PAR in innovation project management (IPM). Identifying the challenges associated with applying PAR in the IPM and providing an enhanced methodology to mitigate the challenges could fill a gap in IPM studies.

Project coordination success factors in European Union-funded research, development and innovation projects under the Horizon 2020 and Horizon Europe programmes

Success factors for managing European Union-funded research, development and innovation projects is rather uncharted territory and scarce publications exist, even though considering that the H2020 funding was nearly €80 billion, and Horizon Europe is €95,5 billion. Managing these types of projects has been referred to as ‘managing the unmanageable’, which indicates importance of our study. The aim of this study was to gather input via survey from both project coordinators and partners by assessing factors in five categories of good practices, skills, characteristics and tools of project management, and coordination for successful project implementation. A total of 118 persons replied to the survey who have experience from Horizon 2020 or Horizon Europe funded project(s). Over 80 factors were assessed and rated by the participants. Via standard statistical analysis, a top three lists were created for the different categories from both project partners and coordinators perspectives. A combination of 15 top success factors was formed. Furthermore, to emphasise the practicality of the results, an overarching framework was formed where we propose three prioritised key success factors that research, development, and innovation project management of should focus on. The three key success factors are communication, trust, and collaboration. Communication and trust are further traced down to the coordinator and consortium levels. Active communication and good listening skills are key. Mutual trust is built through high motivation, competence, and active approach to dedicated project activities and roles. Efficient collaboration is reached by nourishing inclusivity and culture, creating a productive environment, and good administrative practices.

The Erosion of Competencies in Managing Innovation Projects due to the Impact of Ubiquitous Artificial Intelligence Systems

The rapid advancement of artificial intelligence (AI) systems has had a profound impact on various aspects of business and technology. One area greatly influenced by AI is innovation project management, which plays a critical role in driving organizational growth and success. The purpose of the paper examines the erosion of competencies in innovation project management as a consequence of the increasing reliance on AI systems. The object is innovation project management relying on the expertise, experience, and decision-making capabilities of human managers. However, the introduction of AI systems in project management processes has brought about significant changes. AI-powered tools and algorithms can automate tasks, analyse vast amounts of data, and provide valuable insights and recommendations. While this presents numerous benefits, it also raises concerns about the diminishing role of human competencies in managing innovation projects. AI systems require vast amounts of training data to operate effectively. In the process, they might overlook or undervalue the tacit knowledge and domain expertise possessed by human project managers. The results emphasize the need for project managers to develop new competencies, such as understanding AI capabilities, interpreting AI-generated insights, and effectively integrating AI systems into project workflows. To mitigate the erosion of competencies, organizations should invest in training programs that equip project managers with the necessary skills to work alongside AI systems. Recognizing these challenges and proactively addressing them through training, collaboration, and a balanced approach to human-AI interaction is crucial for organizations seeking to leverage AI while maintaining a high level of project management expertise.

Holistic approach to the management of innovative projects in agriculture: book review

This work presents a review of the actual monograph “Economic bases of management of innovative projects of enterprises of agrarian sector: theory and practice” prepared by Professor, DrS, PhD Lesia Kucher. The main provisions of the monograph and its contribution to the development of the modern system of scientific knowledge on the theory, methodology and practice of managing innovative projects of enterprises in the agricultural sector are revealed.

A Systematic Review of the Aspects and Benefits Agile Project Management Innovation

Agile Project Management (APM) has developed throughout industries for years. Many companies chose APM for their initiatives. APM has been shown to help those who use it. Many APM adopters innovated and tailored the methodology. Innovation improved project agility. Innovation includes life cycle and development approach selection, processes, involvement, tools, methodologies, and artifacts. This study performed a Kitchenham-based systematic literature review in three steps: planning, conducting, and reporting systematic review. The 23 articles were chosen from ACM Digital Library, EBSCOhost, IEEE Xplore, Sage Journals, ScienceDirect, and Semantic Scholar. Journal articles or conference papers were possible. The findings of this study showed that PMBOK 7th Edition could map all previous studies into related innovation aspects. Then, the review demonstrated that each innovation improved the PMBOK 7th Edition performance domain. Finally, this study showed that organization-driven innovation could benefit the organization.

Innovative Risk Management: Identification, Assessment and Management of Risks in the Context of Innovative Project Management

"The article aims to solve the critical problem of risk management in the context of innovative projects, which affects the competitiveness and sustainability of organizations in the modern business environment. The purpose of the article is to highlight and develop an innovative approach to risk management in innovative projects to improve their success. The article examines the theoretical foundations of risk management in the context of innovative projects, including concepts, principles, and methods of risk management. The article identifies and analyzes the key risks that arise in the process of implementing innovative projects, including technological, financial, market and organizational risks. The article proposes the development of risk assessment methods and tools in the context of innovative projects, which may include the use of analytical methods, models, and approaches to assess the probability of risk occurrence and their potential impact on projects. The article offers effective methods of risk management in innovative projects the development of proactive measures to prevent risks, the determination of control points, the implementation of backup plans, and the development of a risk monitoring and control system. The article provides practical recommendations and examples of implementing innovative risk management in the real field of innovative project management. The authors examine various aspects of risk management and offer practical recommendations for managing them effectively. The results of the study will contribute to the improvement of risk management practices in organizations engaged in innovative activities and contribute to ensuring sustainable development and competitiveness."

Management models of innovative projects and program products in the field of water transport and environmental protection activities in the post-war period

The beginning of the full-scale russian invasion of Ukraine caused significant human, economic and political losses, as well as destruction of infrastructure. Nevertheless, in the future (during the post-war economic recovery) all the resulting losses must be compensated and restored. Thus, the formation of management models for the implementation of innovative projects, in particular programs for the recovery and development of Ukraine in its post-war conditions, remains relevant. The goal of the work was to build a model that would allow in the future to ensure the highest efficiency of management during the implementation of innovative projects in the post-war period, to describe the possibilities of its use in practice. The main methods used during the research were analysis, modeling and abstraction. Thus, within the framework of the study, a conceptual model of management for the implementation of innovative projects and programs in the post-war period was built. An analysis of the modern theoretical base of management of innovative projects was also performed, and the problem of substantiation of product parameters of innovative strategic development programs and projects was singled out. Network models were described, their features and possibilities of use to provide a clearer picture of the works of the environmental project, more effective management of resources in it. The work emphasizes that infrastructure projects are often divided into two phases: creation and operation; in addition, the importance of environmental protection infrastructure projects for efficient transportation of goods and passengers and their impact on the economy, ecology, and competitiveness of the transport system are described. This study allows for a more detailed understanding of the features of managing the phases of the implementation of infrastructure projects, especially in the conditions of the post-war period, and also brings new knowledge to management in terms of building large-scale investment programs. Obtaining maximum benefits from participation in innovative projects of freight transportation by water transport, taking into account the component of international mechanisms of balanced post-war development of Ukraine, which provides for high productivity, fair distribution of opportunities and results of profits from activities in logistics centers, hubs, ports in the paradigm of uncertainty of crises and post-war economic infrastructure restoration.

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The article is aimed at solving the important problem of risk management in the context of innovative projects, which affects the competitiveness and sustainability of organizations in the modern business environment. The purpose of the article is to highlight and develop an innovative approach to risk management in innovative projects to improve their success. The article examines the theoretical foundations of risk management in the context of innovative projects, including concepts, principles, and methods of risk management. The article identifies and analyzes the key risks that arise in the process of implementing innovative projects, including technological, financial, market and organizational risks. The article proposes the development of risk assessment methods and tools in the context of innovative projects, which may include the use of analytical methods, models, and approaches to assess the probability of risk occurrence and their potential impact on projects. The article offers effective methods of risk management in innovative projects the development of proactive measures to prevent risks, the determination of control points, the implementation of backup plans, and the development of a risk monitoring and control system. The article provides practical recommendations and examples of the implementation of innovative risk management in the real field of innovative project management. The authors examine various aspects of risk management and offer practical recommendations for managing them effectively. The results of the study will contribute to the improvement of risk management practices in organizations engaged in innovative activities and contribute to ensuring sustainable development and competitiveness.

THE METHOD OF FORMING THE CREATIVE TEAM OF IT PROJECT

The specificity of project team formation is determined by the development of project management concepts, changes in society and in production. Management processes that are related to the human factor are a constant subject of interest for scientists. For effective management of IT projects, qualified people with certain competencies are needed, who create the core of the team in order to fulfill the assigned tasks. The future of the project will depend on how efficiently and "correctly" the team will be formed. The work offers the author's vision of the team formation procedure based on competence, psychological and quantitative criteria, taking into account the features of IT projects with a high degree of innovation, which require flexible management tools and self-managed, self-organizing teams. The task of forming a minimally viable IT project team is proposed to be solved by expanding the range of competencies of each member of the project team under the condition of minimizing its quantitative composition. The minimum complete team model of Raymond M. Belbin (idea generator, critic, and executor) was adopted as the basis for the formation of the IT project team. The application of a creative approach to the management of innovative IT projects, namely the design thinking technique, requires the allocation of an additional role - an empath. The generalized method of forming an IT project team with a high degree of innovation, which will use design thinking technology as a leading technology for software product development, is presented in the form of an algorithm.

Problems of selection and usage of innovative tools for international projects management in the context of foreign economic relations expanding

Introduction. Today, international project management trends are reflected in the increasing importance and significance of resource and process planning, as a well-thought-out and well-founded plan that can take into account all potential risks and challenges makes it possible to respond to them in a timely manner in the process of implementing a business idea. The most important factors that influence the choice of innovative management tools by the management of international projects are their understanding of the functionality of this tool, the appropriateness of its application in the project, and the cost of such an innovation. Having studied the works of scientists, it can be argued that such innovative tools are currently reengineering, benchmarking, outsourcing, crowdsourcing and the ICO or initial coin offering technology The purpose of the paper is to highlight the problems of selection and usage of innovative tools for international projects management at company in the context of foreign economic relations expanding and development of recommendations for their solution. Results. As a result of the research, the current problems of the selection and use of innovative international project management tools of company in the conditions of the expansion of foreign economic relations were identified, such as traditional international project management tools characterized by low efficiency in the conditions of the expansion of foreign economic relations and the dependence of financing on international projects from one investor narrows the possibilities of using innovative international project management tools in the conditions of expanding foreign economic relations. As a result of the study, recommended ways to solve problems were given, namely, the use of a crowdsourcing platform to search for and analyze information and technologies for the implementation of international projects of company and the implementation of ICO technology to attract investors to finance international projects. Conclusion. The use of innovative management tools will help the company better implement its project strategy, but too few tools or their incorrect selection, which do not correspond to the expected result of the implementation of the business idea, can negatively affect the company's activities. The involvement of additional tools and their combination with each other allow to analyze projects in more detail and to use less risky solutions by the management of the enterprise. Implementation of these tools allows the company to save basic resources, such as time and money, and effectively implement international projects.

In favor or against: The influence of skeptical stakeholders in urban innovation projects for green transformation

Skeptical stakeholder involvement – collaborating with stakeholders who may harbor negative attitudes - is a complex, uncertain process that poses substantial challenges for innovation project management. Developing complex innovations like those in urban spaces requires engagement with knowledge, behavioral shifts, and resources from both public and private stakeholders. As a result, these stakeholders might oppose the project's objectives, thereby exerting a significant influence on the project. However, scant attention has been directed toward investigating the role of skeptical stakeholder involvement. The goal of this research is to address this research gap by examining the underexplored impact of skeptical stakeholder involvement on the project front end, thereby underscoring the importance of innovativeness and implementation intention as outcomes during these initial project stages. The study draws on a unique combination of text mining, text analysis, and survey data derived from 107 publicly funded urban innovation projects in Germany. These projects encompass diverse innovation types and technologies that may affect nearly all stakeholders within a given city district, thus making the context an ideal empirical terrain for investigation. The study's findings reveal that (i) skeptical stakeholder involvement positively influences innovativeness and implementation intention, and (ii) a robust reservoir of project management resources, coupled with moderate levels of formal management, facilitates the integration of skeptical stakeholders. The study advances current literature on project stakeholder management and project front-end dynamics by highlighting the positive influences of skeptical stakeholder involvement. Consequently, these outcomes contribute to the broader literature on sustainable urban transformation and enhance our understanding of stakeholder management mechanisms in the realm of urban innovation projects.