Perhaps it would be nice define broad contours of a "Project". In contemporary project management studies two issues crop up; one is for business and the other for development. These two have many issues in common including competency and processes while there are many diverging issues including outcomes of project based interventions. In business project manger may deal with the efficiency, productivity, costs etc. whereas in development, project manager may deal with the idea of fostering business models with the support of and involving poor; looking for funding agencies.

A project is rarely just one idea, but instead is a collection of objectives based upon:

1. Discovery, Research, Exploration

2. Filling a need by:

        a. Creating a totally new solution, process, service, or product.

        b. Modifying or enhancing an existing activity or product

        c. re-tooling

        d. Rediscovering a new use for an existing something.      

        e. Provisioning or protecting resources or assets.

        f. Improving processes, production, or performance of something.

        g. supporting a preexisting something in better or new ways

        h. expanding market share or reducing risks in markets

3. Creating a need (developing a new market or sub-market).

So it looks like you are proposing that one or more ideas are key to a given project.

To preserve the integrity of those key ideas as that pertains to project management is a matter of utilizing known PM tools effectively. We have to develop the ideas to maturity before we can say that they have integrity, and by the time we have that done we have identified what is significant and definitive about those ideas - so we have an idea how to preserve and protect those ideas. We have to discover that requirements are not "gathered" as if they are lying around waiting to be scooped up. Instead, requirements are extracted from people - key stakeholders - using socially effective investigative methods (asking questions in ways which inspire honest, detailed responses).

We preserve integrity of ideas by assessing several information vectors relative to those ideas. Impetus, Objectives, Risks, Alternatives, Threats, Strengths, Buy-In, Resources, Inputs, Outputs, Deliverables, Temporal constraints, Context, Relationships, People, Money and Markets. Then we need commitment and authority - a project charter must be backed with integrity.

We maintain integrity by scheduling in milestones and reviews. A steering committee is sometimes useful. And honesty is needed. We need to know when information vectors change or new information is discovered, and have an action plan ready for emergencies. That plan must include just how much we are willing to compromise any given requirement in the event of compromise. We do this before enacting after-planning stage of the project, while our conception of these ideas is relatively strong and idealized.

I need further clarification of what you mean by "enact at full capacity".

And then I must include the following phrasing as a live example of how to protect ideas:

©All Rights Reserved

Please cite the author when using these ideas.

Enjoy!   

George Szynal ([email protected])

Please  let me share a simple technique I have applied successfully in the writing of project proposals.

Project plans are written to address needs according to the level necessity.

Having 3 pressing needs means 3 project plans, within which new ideas are journaled  hoping for future use.

You can hence, research for information, concentrate on the more important and then focus one with the highest projected output.  for satisfaction.

Concepts such as idea management may be problematic.   These problems restrict their usefulness, but may not necessary mean that they are useless.   The concept may be too broad, too faddish, to contradictory.   It has strong managerialist connotation that may be highly problematic.   It may suggest the further instrumentalisation  of the surrounding, thus promoting a view of human agency as an instrument and as a mean, rather than as an agent, guided by conscience and practical reason, and as an end in itself.

Such aspects include the recognition that collective memory is a social construction shaped in social processes, a cultural rather than cognitive phenomenon, and possible to manage and thus influence through various forms of persuasion.

Attached herein.

@StephenPoon

Yes, and much of our mind activities are relatively unconscious, or we are numb to them consciously.

There are many unguarded pathways into any given or collective mind.