Model for systematically managing innovation in projects

Purpose A comprehensive literature review revealed the absence of a holistic and practical model to help project personnel (those who work on the project) systematically harness innovation. Consequently, innovation often occurs incidentally rather than by design, limiting its potential benefits. Research indicates that innovation can lead to additional outcomes that are often difficult to achieve through traditional project management methodologies. This study addresses the gap by developing an easy-to-use model to promote innovation and improve project outcomes. Design/methodology/approach The research followed a structured approach: identifying key innovation enablers, creating a model (first for construction, then generalized) and validating it using Australian case studies from various industries. This paper specifically examines the model’s broader applicability through internal validation (expert interviews, literature) and external validation (case studies). Findings Findings strongly support the model’s effectiveness across different project types. It offers a clear, practical way to systematically manage innovation at the project level. Originality/value The model integrates seamlessly with existing methodologies without requiring significant extra cost or effort. It enables project teams to proactively foster innovation, which enhances performance. Based on extensive review, to the best of the authors’ knowledge, this is the first comprehensive and widely applicable model of its kind. The study also introduces the new concept of “project innovation management” and a definition for project-level innovation, filling an important terminological gap.