| Description |
1 online resource : illustrations (black and white) |
| Series |
The management handbooks for results series |
| Contents |
<P>Table of Contents </P><B><P></B><B>Dedication </B>* <B><P>LIST OF FIGURES AND TABLES</P><P>ABOUT THE AUTHORS</P><P></B><B>Preface </B>*</P><P><B>Introduction</B> *</P><P><B>ISO 56002:2019 -- Innovation Management Systems Standard</B> *</P><I><P></I><I>Understanding an IMS Hierarchy </I>*</P><P><B>Twelve Process Groupings</B> *</P><P><B>Summary</B> *</P><B><P></B><B>Chapter 1. Introduction to Project Innovation Cycle (PIC) </B>*</P><P><B>Introduction to Project Innovation</B> *</P><P><B>Today's Dilemma</B> *</P><P><B>Addressing the "Unaddressable"</B> *</P><P><B>Factors Affecting Innovation</B> *</P><P><B>The Five Types of Innovation</B> *</P><I><P></I><I>The Three Subcategories of Innovation </I>*</P><P><B>Conclusions Related to Types of Innovations</B> *</P><P><B>Common Creativity Innovation Killers</B> *</P><P><B>Your Creative and Innovative Powers</B> *</P><I><P></I><I>The 10 S's </I>*</P><I><P></I><I>Clauses 1, 2 and 3 </I>*</P><I><P></I><I>Knowledge Management System </I>*</P><B><P></B><B>Chapter 2. ISO-56002:2019 </B>*</P><P><B>Introduction</B> *</P><P><B>TIME</B> *</P><P><B>ISO 56002:2019 Standard</B> *</P><I><P></I><I>Clause 4.0 -- Context of the Organization </I>*</P><I><P></I><I>Clause 5.0 -- Leadership </I>*</P><I><P></I><I>Clause 6.0 -- Planning </I>*</P><I><P></I><I>Clause 7.0 -- Support </I>*</P><I><P></I><I>Clause 8.0 -- OPERATIONS </I>*</P><I><P></I><I>Clause 9.0 -- Performance Evaluation </I>*</P><I><P></I><I>CLause 10.0 -- Improvement </I>*</P><P><B>More Detailed View of Section 8. Operational</B> *</P><I><P></I><I>Clause 8.1 Operational Planning and Control </I>*</P><P>Collaboration and Partnership *</P><I><P></I><I>Clause 8.2. Managing Innovation Initiatives </I>*</P><P>Subclause 8.2.1 Managing Each Innovative Initiatives *</P><P>Subclause 8.2.2. Identify how to Implement Each Innovative Initiative *</P><I><P></I><I>Clause 8.3 Innovation Processes </I>*</P><P>Subclause 8.3.1 IMS Overview: *</P><P><B>Building Blocks of the TIME Pyramid</B> *</P><P><B>The Advantages of a Good IMS</B> *</P><P><B>A Word of Caution</B> *</P><P><B>IMS Summary</B> *</P><B><P></B><B>Chapter 3. Assessing the IMS: A Discussion of 56004:2019 </B>*</P><P><B>Assessment Approaches</B> *</P><I><P></I><I>Assessment Objectives </I>*</P><I><P></I><I>The Breath and the Extent of the Assessment </I>*</P><I><P></I><I>Assessment Focus </I>*</P><I><P></I><I>Expertise Involved in Assessment </I>*</P><I><P></I><I>Data Collection and Data Collection Tools </I>*</P><I><P></I><I>Data Type </I>*</P><I><P></I><I>Reference and Comparison </I>*</P><I><P></I><I>Data Interpretation </I>*</P><I><P></I><I>Innovation Management Outputs, Format and Reports </I>*</P><P><B>Section 5.2.1. Performance Criteria for Innovation Management</B> *</P><B><P></B><B>Chapter 4. The PIC Cast Members </B>*</P><P><B>The Cast of Players</B> *</P><I><P></I><I>Research and Development (R&D) </I>*</P><I><P></I><I>Product Engineering </I>*</P><I><P></I><I>Manufacturing Engineering </I>*</P><I><P></I><I>Marketing </I>*</P><I><P></I><I>Executive Project Sponsor </I>*</P><I><P></I><I>Project Team Leader </I>*</P><I><P></I><I>Team Leaders </I>*</P><I><P></I><I>Project Manager </I>*</P><I><P></I><I>Innovation Project Team </I>*</P><P><B>Team Ground Rules</B> *</P><B><P></B><B>Chapter 5. The PIC Overview </B>*</P><P><B>ISO 56002:2019 Innovation Processes Cycle</B> *</P><P><B>PIC Phases</B> *</P><P><B>PIC Tollgates</B> *</P><I><P></I><I>Five Tollgates Summary </I>*</P><P><B>Introduction to PIC Three Phases</B> *</P><P><B>Six Levels of Documentation</B> *</P><I><P></I><I>How to Apply the Six Levels of Documentation to Innovation </I>*</P><P>Level 0 -- Organizational *</P><P>Level I -- Systems *</P><P>Level II -- Phase Levels are Divided into Process Groupings *</P><P>Level III -- Process Groupings are Divided into Processes *</P><P>Level IV -- Process levels are Divided into Activities *</P><P>Level V -- Activities are Divided into Tasks *</P><P><B>Activity Block Diagrams</B> *</P><B><P></B><B>Chapter 6. Phase I. Creation </B>*</P><P><B>Introduction</B> *</P><P><B>Process Grouping 1. Opportunity Identification.</B> *</P><I><P></I><I>Inputs to Process Grouping -- Opportunity Identification </I>*</P><I><P></I><I>Process Grouping 1- Opportunity Identification Activity Block Diagram </I>*</P><P><B>Tollgate I</B> *</P><P><B>Process Grouping 2. Opportunity Development</B> *</P><I><P></I><I>Objective of Process Grouping 2 -- Opportunity Development </I>*</P><I><P></I><I>Process Grouping 2. Opportunity Development Activity Block Diagram for Apparent and/or Minor Opportunities </I>*</P><I><P></I><I>Process Grouping 2. Opportunity Development -- Activity Block Diagram for Major Opportunities </I>*</P><I><P></I><I>Process Grouping 2 -- Opportunity Development -- Activity Block Diagram for New Paradigms and Discovery Opportunities </I>*</P><P><B>Process Grouping 3. Value Proposition</B> *</P><I><P></I><I>Inputs to Process Grouping 3 -- Value Proposition </I>*</P><I><P></I><I>Process Grouping 3 -- Value Proposition and Tollgate II Activity Block Diagram </I>*</P><P><B>Tollgate II -- Concept Approval</B> *</P><P><B>Process Grouping 4 -- Concept Validation</B> *</P><I><P></I><I>Process Grouping 4. Concept Validation Activity Block Diagram </I>*</P><P><B>Summary of Phase I -- Creation</B> *</P><B><P></B><B>Chapter 7. Phase II. Preparation and Producing </B>*</P><P><B>Introduction</B> *</P><P><B>Tollgate III -- Project Approval</B> *</P><I><P></I><I>Tollgate III -- Activity Block Diagram </I>*</P><I><P></I><I>Tollgate III -- Project Approval Supports the Business Case Analysis </I>*</P><P><B>Process Grouping 5 -- Business Case Analysis</B> *</P><I><P></I><I>Inputs to Process Grouping 5- Business Case Analysis: </I>*</P><I><P></I><I>Business Case Validation </I>*</P><I><P></I><I>Document Performance and Project Resource Requirements for each Project/Program </I>*</P><I><P></I><I>Business Cases that do not Require Additional Resources </I>*</P><P>Criteria to Rank Business Cases *</P><P>Results of Business Case Approval *</P><I><P></I><I>Process Grouping 5. Business Case Analysis -- Activity Block Diagram </I>*</P><I><P></I><I>Summary of Process Grouping 5. Business Case Analysis and Tollgate III </I>*</P><P><B>Process Grouping 6 -- Resource Management</B> *</P><I><P></I><I>Inputs to Process Grouping 6. Resource Management </I>*</P><I><P></I><I>Process Grouping 6 -- Human Resource Staffing Activity Block Diagram </I>*</P><I><P></I><I>Process Grouping 6. Facil |
| Summary |
It has been estimated that over 75% of the innovative projects that begin through the Innovation Management System (IMS) are either failures or they failed to produce the desired results. The biggest wastes most medium- to large-size organizations face are the waste of money, time, reputation, opportunity, and income that these failures are costing them. Following this book's recommendations could reduce this failure cost by as much as 70%. The purpose of this book is to provide a step-by-step procedure on how to process a medium- or large-size project, program, or product using an already-established IMS that considers the guidance given in ISO 56002:2019 - Innovation Management Systems Standard. Often the most complicated, complex, difficult, and challenging system used in an organization is the IMS. At the same time, it usually is the most important system because it is the one that generates most of the value-adding products for the organization, and it involves most of the key functions within the organization. The opportunity for failure in time and the impact on the organization is critical and often means the difference between success and bankruptcy. Throughout this book, the authors detail the high-impact inputs and activities that are required to process individual projects/programs/products through the innovation cycle. Although this book was prepared to address how medium to large projects, programs, and products proceed through the cycle, it also provides the framework that can be used for small organizations and simple innovation activities. Basically, the major difference between large- and small-impact innovation projects is that the small projects can accept more risks, require less formal documentation, use simpler communication systems, and require fewer resources. It's important to remember that the authors are addressing an existing IMS rather than trying to create an entirely new one. Currently, this is the only book geared for professionals responsible for managing innovative projects and programs using ISO 56002:2019 - Innovation Management - Innovation Management System - Guidance to provide a comprehensive management strategy and step-by-step plan and ISO 56004 Innovation Management Assessment -Guidance. It provides a comprehensive analysis of what is required from the time an opportunity is recognized to the time the customer is using the innovative product. The book also introduces a new Process modeling cloud service that allows you to drill down 5 levels from the system level to the job description level and includes free access to many of the book's best practice Process models |
| Notes |
Description based on CIP data; resource not viewed |
| Subject |
Technological innovations -- Management
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Quality control -- Standards.
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Quality control -- Standards
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Technological innovations -- Management
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| Form |
Electronic book
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| Author |
Benraouane, Sid Ahmed, author
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| ISBN |
9781000615487 |
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1000615480 |
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9781000615463 |
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1000615464 |
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9781003305866 |
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1003305865 |
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