03.100.40 - Research and development
ICS 03.100.40 Details
Research and development
Forschung und Entwicklung
Recherche et développement
Raziskave in razvoj
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IEC 60300-1:2024 provides guidance on:
- the meaning and significance of dependability from a business, technical and financial perspective;
- achieving dependability through suitable adaptation of organizational management systems such as those described in ISO 9001 (quality management) and ISO 55001 (asset management);
- the activities that are integrated into management systems and life cycle processes in order to achieve dependable systems, products and services;
- planning and implementing dependability activities throughout the life cycle to achieve and assure required outcomes, taking into account factors such as costs, safety, the environment, customer goodwill, brand and reputation.
This document is applicable to any type of system, both new and existing, to mass produced industrial or consumer products, to components and to services. This document addresses all elements of systems, products and services including hardware, software, data, processes, procedures, facilities, materials, and personnel required for operations and support.
- Standard151 pagesEnglish and French languagesale 15% off
General
The purpose of this document is to provide effective support to any person or entity wishing to improve its effectiveness in its activities in the definition, development and/or the realization of any action or project.
Function Analysis involves and relies upon a way of thinking, based on a continuous process, with a dedicated team that encourages the search for the goal and the need to be fulfilled, before looking for ways to achieve it that applies at any level and in any process.
Function Analysis (FA) firstly, defines the objective in a concise and clearly expressed way, independent of any solution, and secondly, provides support and assistance in the process to effectively achieve the defined need. FA activities supports enhanced teamwork, assists in gaining a consensus agreement and collaboration in the collective pursuit of the chosen goal.
Function Analysis was linked to Value Analysis, Value Engineering and Value Management. Today Function Analysis has become a stand-alone method and is used by many disciplines such, for example, as concurrent or simultaneous engineering, systems engineering and risk management. The practice of Function Analysis shall meet specific requirements to ensure the validity of the expected results and ensure their use in the intended usage context. Function Analysis is a fundamental component in assisting in the optimum performance of organizations, allowing the pursuit of opportunities while identifying and significantly reducing threats throughout the life cycle and beyond.
This document separately establishes the process requirements applicable to deliverables expected from the Function Analysis. Firstly, Functional Need Analysis and secondly the Technical Function Analysis. The Technical Function Analysis (with the product related functions) has to endeavour to fulfil all the user related functions identified from the Functional Need Analysis.
0.2 Function Analysis at the heart of Management
For any management activity it is imperative to differentiate systematically the two distinct areas, in one area, the goal to be achieved (the objective), and in the other area, the way to achieve it (the means and resources, the process or the solution).
Function Analysis, with its two distinct areas, provides an effective and strong methodological support at any level and in any field, when dealing with challenges of whatever complexity. It could be used for example, in strategy planning, business and project management, product and market development, or in any process of problem solving. It provides you with the opportunity to improve the performance of your organization.
It is important to have in mind, for any project or action, that the quality of the result or answer will be at best as good as the question or the quality of the definition of the proposed action.
For example, Function Analysis is fundamental, in many ways a formal requirement of any Value Management approach, Value Analysis or Value Engineering action.
0.3 Contributions for the different users of the standard
The Function Analysis approach can assist the different users in clarifying, understanding and helping to define and resolve problems of any nature in an organization. Function Analysis assists in interrogating and challenging in two areas, firstly by clarifying the goal to be achieved and need to be met (Functional Need Analysis), and secondly, searching, researching and establishing the best solution to the identified need and goal (Technical Function Analysis).
The benefits from effectively applying Functional Need Analysis include:
- the identification or description, in a concise language, without any ambiguity, the need to be satisfied for a given study subject (the aim to be reached);
- the assurance of improved communication between everyone in the team involved in the project, within a common vision, free from unnecessary specialist jargon.
The benefits of the Technical Function [...]
- Standard57 pagesEnglish languagesale 10% offe-Library read for1 day
This document presents Function Analysis (FA) and specifies requirements for Function Analysis and its deliverables. It presents the two distinct areas of application, namely, Functional Need Analysis (FNA) relating to understanding the need, setting goals and Technical Function Analysis (TFA) relating to selecting and developing a solution. It specifies requirements for the basic characteristics of the deliverables within FNA and TFA and expands requirements, guidance and recommendations about FA expressed in the Functional Performance Specification Standard (EN 16271) and in the Value Management Standard (EN 12973).
This document provides an essential reference and support for any person wishing to improve the efficiency, effectiveness and overall performance of their organization. It aims to support sustainable development in an organization. FA offers an opportunity to enhance skills of people involved.
In order to present the conditions for implementation and development of FA deliverables, this document:
• introduces the interests and fields of application and presents a variety of situations in which FA is used in support of projects of all types and sizes;
• specifies essential conditions for successful FA, including roles and responsibilities of the people involved, monitoring the performance of the FA team, processes for validation and verification and supply of valid and verified deliverables; and
• specifies requirements for FA and the basic characteristics of FA deliverables whilst outlining methods, and tools for the realization of the deliverables.
FA is progressed using the following:
• FNA: support for the process of identifying and understanding the need, defining objectives, and setting the goal to be achieved;
• TFA: support for design or research processes and evaluation of solutions; and
• Iteratively focusing on the FNA and TFA by revisiting the identified need, balancing capabilities of available technologies, resources and constraints, achieving the most desirable outcome.
In the area of FNA, this document sets out FNA requirements for the deliverables to establish the Functional Need Expression (FNE). The FNE can serve as a basis for establishing an understanding of the expressed need, the complete list of User Related Functions (URFs), constraints and interfaces. These deliverables serve as a basis for identifying, organizing, characterizing and prioritizing functions and function interfaces. These deliverables can also support preliminary risk and reliability studies, economic studies, impact assessments and development of Functional Performance Specifications (FPSs).
In the area of TFA, this document sets out requirements for TFA deliverables which aim to satisfy the need, expressed in the FNE. The TFA deliverables are focused on analysing existing and potential solutions, identifying a complete list of the Product Related Functions (PRFs) to meet the FNE; evaluating concepts and making a choice for a solution then optimizing the Product Function Architecture (PFA) to identify the “best” solution.
- Standard57 pagesEnglish languagesale 10% offe-Library read for1 day
Meaningful measurements that lead to timely learning, corrective actions and improvements are key to support the management of innovation activities in an organization to ensure its survival and beneficial evolution (i.e. enhanced competitiveness for businesses and/or enhanced effectiveness and relevance for public-oriented organizations).
This proposed Tools and Methods standard is complementary to the ISO56002 Innovation Management System standard. It will provide guidance for the definition, implementation, evaluation and further improvement of the measurements necessary to manage effectively innovation operations in an organization.
Specifically, this standard will guide:
- The planning for the alignment of innovation measurements to the organization’s strategy, operational objectives and innovation management system;
- The selection of indicators to measure the progress of innovation activities and performance of the innovation portfolio.
- The design of ways to measure each indicator (via quantitative or qualitative metrics) in a clear and actionable way;
- The choice of frequency and expected performance targets for innovation measurements;
- The provision of necessary support to undertake innovation measurements efficiently and manage their evolution: funding, people, infrastructure, legal aspects, documentation and communications;
- The evaluation of measurement results, taking corrective action, learning and communicating;
- The review and update of the organization’s innovation measurements in terms of effectiveness in achieving intended innovation results and minimizing risks.
The guidelines to innovation measurements provided by this standard will be useful for all types of organizations (irrespective of sector and size) and all types of innovations (independent of time horizons).
This standard provides guidance at a general level. While it gives some examples of measurements in use, it does not prescribe any specific tools, methods for innovation measurements or metrics.
- Standard85 pagesEnglish languagesale 10% offe-Library read for1 day
This document provides guidance for the definition, implementation, evaluation, and improvement of the measurements necessary to effectively manage innovation activities in an organization. It establishes the fundamentals of innovation operation measurements and guides their application towards four areas:
— measurements for establishing and launching innovation initiatives;
— measurements for innovation processes;
— measurements for innovation initiatives;
— measurements of innovation portfolios.
This document is applicable to:
— organizations that are seeking to define and implement an innovation operations measurement approach;
— organizations and interested parties seeking to improve the areas of accountability, transparency, and evidence-based assessment of innovation operations;
— customers, investors, and other interested parties, seeking confidence in the organization’s innovation operations management and its results;
— providers of training in innovation operations and measurements, including assessment of and consultancy for achieving results;
— experts in innovation operations evaluation and impact assessment, favoring the use of a harmonized international guidance standard;
— innovation policy makers and program managers who are looking to obtain evidence of progress and desired outcomes of innovation activities supported through public policies and programs.
All of the guidance provided within this document is generic and intended to be applicable to:
— all types of organizations regardless of sector or size, whether they be private, public, not-for-profit, governmental or societal;
— all types of innovations (e.g. product, service, process, model, and method) ranging from incremental to radical;
— all types of time horizons, from short-term to long-term evaluation and measurement.
- Standard85 pagesEnglish languagesale 10% offe-Library read for1 day
This document provides guidance for the definition, implementation, evaluation, and improvement of the measurements necessary to effectively manage innovation activities in an organization. It establishes the fundamentals of innovation operation measurements and guides their application towards four areas: — measurements for establishing and launching innovation initiatives; — measurements for innovation processes; — measurements for innovation initiatives; — measurements of innovation portfolios. This document is applicable to: — organizations that are seeking to define and implement an innovation operations measurement approach; — organizations and interested parties seeking to improve the areas of accountability, transparency, and evidence-based assessment of innovation operations; — customers, investors, and other interested parties, seeking confidence in the organization’s innovation operations management and its results; — providers of training in innovation operations and measurements, including assessment of and consultancy for achieving results; — experts in innovation operations evaluation and impact assessment, favoring the use of a harmonized international guidance standard; — innovation policy makers and program managers who are looking to obtain evidence of progress and desired outcomes of innovation activities supported through public policies and programs. All of the guidance provided within this document is generic and intended to be applicable to: — all types of organizations regardless of sector or size, whether they be private, public, not-for-profit, governmental or societal; — all types of innovations (e.g. product, service, process, model, and method) ranging from incremental to radical; — all types of time horizons, from short-term to long-term evaluation and measurement.
- Standard73 pagesEnglish languagesale 15% off
- Standard78 pagesFrench languagesale 15% off
This document provides guidance on managing opportunities and ideas by:
— explaining the reasons for and the value of managing ideas effectively;
— describing how to prepare for front end innovation activities;
— addressing people and organization issues, including innovation leadership, culture and strategy;
— detailing innovation activities and their interrelationships;
— outlining activity and process evaluation considerations that are important for innovation success.
A sub-set of processes are addressed as described in ISO 56002, i.e. identifying opportunities, creating
concepts, and validating them. The activities within these processes, when managed together, bring
forward viable innovation concepts for development. Developing these innovation concepts into
solutions and deploying these solutions is addressed by ISO 56002 and is outside the scope of this
guidance document.
This document provides guidance for any innovation type along the continuum from incremental to
radical innovation, as defined in ISO 56000.
This guidance is intended for:
— any user involved in innovation, whether for an organization or individual;
— any organization type or scale;
— any understanding of value creation and realization, whether for profit, social impact, changes in
strategic direction, or any other purpose.
This document can help organizations to systematically manage their opportunities and ideas to realize
greater value from front end innovation activities to arrive at go/no–go decisions for development.
There is no one method or set of tools for use in all situations. Choice is impacted by a range of related
considerations to be addressed in this document.
- Standard70 pagesEnglish languagesale 10% offe-Library read for1 day
This document provides descriptions, context, and examples for selected concepts of innovation management defined in ISO 56000, chosen to provide understanding of the most essential concepts in innovation management. This document does not explain “how to” innovate or manage innovation, but it enables understanding of the language and concepts used in communication related to innovation and innovation management. Descriptions, examples, and infographics are used throughout this document, both to illustrate concepts and to differentiate between concepts. The examples have been chosen from a variety of industries and sectors with a focus on different types of innovations and are non-exhaustive. The document is intended to be used by: a) organizations implementing an innovation management system, or performing innovation management assessments; b) organizations that need to improve their ability to effectively manage innovation activities; c) users, customers, and other interested parties (internal and external) seeking to ground and improve communication through a common understanding of the vocabulary used in innovation management; d) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems; e) developers of innovation management and related standards. This document uses examples to make concepts more comprehensible and is intended to be used as: — An introduction: Interested parties can be onboarded to the documents published as part of the ISO 56000 family of standards, bridging the gaps between alternative views, beliefs, and conceptions of innovation and the science and practice of innovation management. — A guideline: This document presents key technical definitions and concepts in a descriptive format suited to broad and non-technical audiences and can be used to provide basic understanding to organizations, academia, media, and other interested parties as the agreed upon standards become available to the world.
- Technical specification15 pagesEnglish languagesale 15% off
This document provides guidance on managing opportunities and ideas by:
— explaining the reasons for and the value of managing ideas effectively;
— describing how to prepare for front end innovation activities;
— addressing people and organization issues, including innovation leadership, culture and strategy;
— detailing innovation activities and their interrelationships;
— outlining activity and process evaluation considerations that are important for innovation success.
A sub-set of processes are addressed as described in ISO 56002, i.e. identifying opportunities, creating concepts, and validating them. The activities within these processes, when managed together, bring forward viable innovation concepts for development. Developing these innovation concepts into solutions and deploying these solutions is addressed by ISO 56002 and is outside the scope of this guidance document.
This document provides guidance for any innovation type along the continuum from incremental to radical innovation, as defined in ISO 56000.
This guidance is intended for:
— any user involved in innovation, whether for an organization or individual;
— any organization type or scale;
— any understanding of value creation and realization, whether for profit, social impact, changes in strategic direction, or any other purpose.
This document can help organizations to systematically manage their opportunities and ideas to realize greater value from front end innovation activities to arrive at go/no–go decisions for development. There is no one method or set of tools for use in all situations. Choice is impacted by a range of related considerations to be addressed in this document.
- Standard70 pagesEnglish languagesale 10% offe-Library read for1 day
This document provides guidance on managing opportunities and ideas by: — explaining the reasons for and the value of managing ideas effectively; — describing how to prepare for front end innovation activities; — addressing people and organization issues, including innovation leadership, culture and strategy; — detailing innovation activities and their interrelationships; — outlining activity and process evaluation considerations that are important for innovation success. A sub-set of processes are addressed as described in ISO 56002, i.e. identifying opportunities, creating concepts, and validating them. The activities within these processes, when managed together, bring forward viable innovation concepts for development. Developing these innovation concepts into solutions and deploying these solutions is addressed by ISO 56002 and is outside the scope of this guidance document. This document provides guidance for any innovation type along the continuum from incremental to radical innovation, as defined in ISO 56000. This guidance is intended for: — any user involved in innovation, whether for an organization or individual; — any organization type or scale; — any understanding of value creation and realization, whether for profit, social impact, changes in strategic direction, or any other purpose. This document can help organizations to systematically manage their opportunities and ideas to realize greater value from front end innovation activities to arrive at go/no–go decisions for development. There is no one method or set of tools for use in all situations. Choice is impacted by a range of related considerations to be addressed in this document.
- Standard60 pagesEnglish languagesale 15% off
This part of IEC 60300 gives guidance on specifying dependability requirements and collating
these requirements in a specification, together with a list of the means of assuring the
achievement of the dependability requirements.
The guidance provided includes:
• specifying quantitative and qualitative reliability, maintainability, supportability and
availability requirements;
• advising acquirers on how to ensure that the requirements can be fulfilled by suppliers;
• advising suppliers to help them meet the acquirer's requirements.
Other obligations, such as legislation and governmental regulations, can also place
requirements on items, in addition to any requirements derived in accordance with this
document.
Whilst mainly addressing system and equipment level dependability, many of the techniques
described in the various dependability related IEC standards can also be applied to products or
at the component level. The term "item" is used throughout this document.
This guidance is given in a basic project context where an acquirer obtains an item from a
supplier. It can be modified and adapted to other situations as needed.
NOTE 1 This document does not directly consider safety and environment specifications although much of the
guidance in this document could also be applied to them.
NOTE 2 This document does not cover items with special multi-stakeholder long-term arrangements (e.g. services
provided through Public-Private Partnership procurements) and how dependability is specified in such arrangements.
NOTE 3 The guidance in this document can be applied to some aspects of the specification of requirements relating
to software but specific guidance can be found in IEC 62628 [5] and the different parts of the IEC 61508 series [6].
- Standard59 pagesEnglish languagesale 10% offe-Library read for1 day
Efficient management of IP is key to support the process of innovation, is essential for organizations' growth and protection, and is their engine for competitiveness.
This document proposes guidelines for supporting the role of IP within innovation management. It aims to address the following issues concerning IP management at strategic and operational levels:
— Creating an IP strategy to support innovation in an organization;
— Establishing systematic IP management within the innovation processes;
— Applying consistent IP tools and methods in support of efficient IP management.
This document can be used for any type of innovation activities and initiatives.
- Standard47 pagesEnglish languagesale 10% offe-Library read for1 day
IEC 60300-3-4:2022 gives guidance on specifying dependability requirements and collating these requirements in a specification, together with a list of the means of assuring the achievement of the dependability requirements. The guidance provided includes: • specifying quantitative and qualitative reliability, maintainability, supportability and availability requirements; • advising acquirers on how to ensure that the requirements can be fulfilled by suppliers; • advising suppliers to help them meet the acquirer's requirements. Other obligations, such as legislation and governmental regulations, can also place requirements on items, in addition to any requirements derived in accordance with this document.
- Standard59 pagesEnglish languagesale 10% offe-Library read for1 day
IEC 60300-3-4:2022 gives guidance on specifying dependability requirements and collating these requirements in a specification, together with a list of the means of assuring the achievement of the dependability requirements.
The guidance provided includes:
• specifying quantitative and qualitative reliability, maintainability, supportability and availability requirements;
• advising acquirers on how to ensure that the requirements can be fulfilled by suppliers;
• advising suppliers to help them meet the acquirer's requirements.
Other obligations, such as legislation and governmental regulations, can also place requirements on items, in addition to any requirements derived in accordance with this document.
- Standard112 pagesEnglish and French languagesale 15% off
This document provides guidelines for supporting strategic intelligence within innovation management. It aims at addressing the following areas concerning strategic intelligence at strategic and operational levels: — creating a strategic intelligence management strategy to support innovation in an organization; — establishing strategic intelligence management in support of the innovation activities and initiatives within the innovation management system and the related innovation processes; — applying strategic intelligence tools and methods in support of the innovation activities and initiatives within the innovation management system and the related innovation processes. Strategic intelligence is transversal and cross-sectorial by nature. It is not limited to innovation activities and can apply to all areas where knowledge is required for strategic decision-making and consequent actions. This document is not applicable to: — certification; — data protection.
- Standard11 pagesEnglish languagesale 15% off
- Standard11 pagesEnglish languagesale 15% off
- Standard12 pagesFrench languagesale 15% off
- Standard12 pagesSpanish languagesale 15% off
Efficient management of IP is key to support the process of innovation, is essential for organizations' growth and protection, and is their engine for competitiveness.
This document proposes guidelines for supporting the role of IP within innovation management. It aims to address the following issues concerning IP management at strategic and operational levels:
— Creating an IP strategy to support innovation in an organization;
— Establishing systematic IP management within the innovation processes;
— Applying consistent IP tools and methods in support of efficient IP management.
This document can be used for any type of innovation activities and initiatives.
- Standard47 pagesEnglish languagesale 10% offe-Library read for1 day
This document provides guidelines to develop long-term strategies (roadmaps) for innovating responsibly, thereby helping organizations to achieve socially desirable outcomes from their innovation processes.
These roadmaps encourage a “responsibility-by-design” approach that integrates considerations of technical, ethical, social, environmental, and economic aspects all along the research, development, and design process leading to an innovation.
The document aims at all organizations and agents involved in planning and performing research and innovation and technological development.
The focus is on innovation enabled by transformative technologies.
This document has been designed to be consistent with, and to support, as much as possible, existing management system standards and management/governance standards (e.g. EN ISO 9001). Particular attention has been given to social responsibility (i.e. EN ISO 26000).
This document has been designed to be consistent with, and to support, as much as possible, existing management system standards and management/governance standards (e.g. EN ISO 9001). Particular attention has been given to social responsibility (i.e. EN ISO 26000).
- Standardization document59 pagesEnglish languagesale 10% offe-Library read for1 day
- Technical report59 pagesEnglish languagesale 10% offe-Library read for1 day
This document provides guidelines to develop long-term strategies (roadmaps) for innovating responsibly, thereby helping organizations to achieve socially desirable outcomes from their innovation processes.
These roadmaps encourage a “responsibility-by-design” approach that integrates considerations of technical, ethical, social, environmental, and economic aspects all along the research, development, and design process leading to an innovation.
The document aims at all organizations and agents involved in planning and performing research and innovation and technological development.
The focus is on innovation enabled by transformative technologies.
This document has been designed to be consistent with, and to support, as much as possible, existing management system standards and management/governance standards (e.g. EN ISO 9001). Particular attention has been given to social responsibility (i.e. EN ISO 26000).
This document has been designed to be consistent with, and to support, as much as possible, existing management system standards and management/governance standards (e.g. EN ISO 9001). Particular attention has been given to social responsibility (i.e. EN ISO 26000).
- Standardization document59 pagesEnglish languagesale 10% offe-Library read for1 day
- Technical report59 pagesEnglish languagesale 10% offe-Library read for1 day
This document provides a guidance for innovation partnerships. It describes the innovation partnership framework (see Clause 4 to Clause 8) and the sample corresponding tools (see Annex A to Annex E) to
— decide whether to enter an innovation partnership,
— identify, evaluate and select partners,
— align the perceptions of value and challenges of the partnership,
— manage the partner interactions.
The guidance provided by this document is relevant for any type of partnerships and collaborations and it is intended to be applicable to any organizations, regardless of its type, size, product/service provided, such as:
a) start-ups collaborating with larger organizations;
b) SMEs or larger organizations;
c) private sector entities with public or academic entities;
d) public, academic or not-for-profit organizations.
Innovation partnerships start with a gap analysis, followed by the identification, and engagement, of potential innovation partners and the governance of their interaction.
NOTE The essence of an innovation partnership is for all parties to mutually benefit from working together in the context of an opportunity for innovation.
This document is not applicable to organizations seeking innovation by merger or acquisition.
- Standard29 pagesEnglish languagesale 10% offe-Library read for1 day
1.1 This document provides the vocabulary, fundamental concepts and principles of innovation management and its systematic implementation. It is applicable to:
a) organizations implementing an innovation management system or performing innovation management assessments;
b) organizations that need to improve their ability to effectively manage innovation activities;
c) users, customers and other relevant interested parties (e.g. suppliers, partners, funding organizations, investors, universities and public authorities) seeking confidence in the innovation capabilities of an organization;
d) organizations and interested parties seeking to improve communication through a common understanding of the vocabulary used in innovation management;
e) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems;
f) developers of innovation management and related standards.
1.2 This document is intended to be applicable to:
a) all types of organizations, regardless of type, sector, maturity-level or size;
b) all types of innovations, e.g. product, service, process, model and method, ranging from incremental to radical;
c) all types of approaches, e.g. internal and open innovation, user-, market-, technology- and design-driven innovation activities.
This document specifies the terms and definitions applicable to all innovation management and innovation management system standards developed by ISO/TC 279.
- Standard45 pagesEnglish languagesale 10% offe-Library read for1 day
1.1 This document provides guidance for the establishment, implementation, maintenance, and continual improvement of an innovation management system for use in all established organizations. It is applicable to:
a) organizations seeking sustained success by developing and demonstrating their ability to effectively manage innovation activities to achieve the intended outcomes;
b) users, customers, and other interested parties, seeking confidence in the innovation capabilities of an organization;
c) organizations and interested parties seeking to improve communication through a common understanding of what constitutes an innovation management system;
d) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems;
e) policy makers, aiming for higher effectiveness of support programs targeting the innovation capabilities and competitiveness of organizations and the development of society.
1.2 All the guidance within this document is generic and intended to be applicable to:
a) all types of organizations, regardless of type, sector, or size. The focus is on established organizations, with the understanding that both temporary organizations and start-ups can also benefit by applying these guidelines in all or in part;
b) all types of innovations, e.g. product, service, process, model, and method, ranging from incremental to radical;
c) all types of approaches, e.g. internal and open innovation, user-, market-, technology-, and design-driven innovation activities.
It does not describe detailed activities within the organization, but rather provides guidance at a general level. It does not prescribe any requirements or specific tools or methods for innovation activities.
- Standard38 pagesEnglish languagesale 10% offe-Library read for1 day
IEC 62853:2018 provides guidance in relation to a set of requirements placed upon system life cycles in order for an open system to achieve open systems dependability. This document elaborates on IEC 60300-1 by providing details of the changes needed to accommodate the characteristics of open systems. It defines process views based on ISO/IEC/IEEE 15288:2015, which identifies the set of system life cycle processes. This document is applicable to life cycles of products, systems, processes or services involving hardware, software and human aspects or any integrated combinations of these elements. For open systems, security is especially important since the systems are particularly exposed to attack. This document can be used to improve the dependability of open systems and to provide assurance that the process views specific to open systems achieve their expected outcomes. It helps an organization define the activities and tasks that need to be undertaken to achieve dependability objectives in an open system, including dependability related communication, dependability assessment and evaluation of dependability throughout system life cycles. Keywords: dependability of open systems
- Standard74 pagesEnglish languagesale 10% offe-Library read for1 day
This document specifies the organizational context and underlying concepts for undertaking project, programme and portfolio management. It also provides guidance for organizations to adopt or improve project, programme and portfolio management using the standards prepared by ISO/TC 258. This document is applicable to most organizations, including public and private organizations and it is not dependent on the size and type of the organization. It is also applicable to any project, programme and portfolio, regardless of complexity, size or duration. Further guidance on project, programme and portfolio management, and the governance thereof, is given in ISO 21502, ISO 21503, ISO 21504 and ISO 21505.
- Standard12 pagesEnglish languagesale 15% off
- Standard12 pagesEnglish languagesale 15% off
- Standard12 pagesEnglish languagesale 15% off
- Standard12 pagesEnglish languagesale 15% off
- Standard12 pagesFrench languagesale 15% off
- Standard12 pagesFrench languagesale 15% off
- Standard12 pagesFrench languagesale 15% off
- Standard12 pagesFrench languagesale 15% off
1.1 This document provides guidance for the establishment, implementation, maintenance, and continual improvement of an innovation management system for use in all established organizations. It is applicable to:
a) organizations seeking sustained success by developing and demonstrating their ability to effectively manage innovation activities to achieve the intended outcomes;
b) users, customers, and other interested parties, seeking confidence in the innovation capabilities of an organization;
c) organizations and interested parties seeking to improve communication through a common understanding of what constitutes an innovation management system;
d) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems;
e) policy makers, aiming for higher effectiveness of support programs targeting the innovation capabilities and competitiveness of organizations and the development of society.
1.2 All the guidance within this document is generic and intended to be applicable to:
a) all types of organizations, regardless of type, sector, or size. The focus is on established organizations, with the understanding that both temporary organizations and start-ups can also benefit by applying these guidelines in all or in part;
b) all types of innovations, e.g. product, service, process, model, and method, ranging from incremental to radical;
c) all types of approaches, e.g. internal and open innovation, user-, market-, technology-, and design-driven innovation activities.
It does not describe detailed activities within the organization, but rather provides guidance at a general level. It does not prescribe any requirements or specific tools or methods for innovation activities.
- Standard38 pagesEnglish languagesale 10% offe-Library read for1 day
1.1 This document provides the vocabulary, fundamental concepts and principles of innovation management and its systematic implementation. It is applicable to:
a) organizations implementing an innovation management system or performing innovation management assessments;
b) organizations that need to improve their ability to effectively manage innovation activities;
c) users, customers and other relevant interested parties (e.g. suppliers, partners, funding organizations, investors, universities and public authorities) seeking confidence in the innovation capabilities of an organization;
d) organizations and interested parties seeking to improve communication through a common understanding of the vocabulary used in innovation management;
e) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems;
f) developers of innovation management and related standards.
1.2 This document is intended to be applicable to:
a) all types of organizations, regardless of type, sector, maturity-level or size;
b) all types of innovations, e.g. product, service, process, model and method, ranging from incremental to radical;
c) all types of approaches, e.g. internal and open innovation, user-, market-, technology- and design-driven innovation activities.
This document specifies the terms and definitions applicable to all innovation management and innovation management system standards developed by ISO/TC 279.
- Standard45 pagesEnglish languagesale 10% offe-Library read for1 day
This document provides a guidance for innovation partnerships. It describes the innovation partnership framework (see Clause 4 to Clause 8) and the sample corresponding tools (see Annex A to Annex E) to
— decide whether to enter an innovation partnership,
— identify, evaluate and select partners,
— align the perceptions of value and challenges of the partnership,
— manage the partner interactions.
The guidance provided by this document is relevant for any type of partnerships and collaborations and it is intended to be applicable to any organizations, regardless of its type, size, product/service provided, such as:
a) start-ups collaborating with larger organizations;
b) SMEs or larger organizations;
c) private sector entities with public or academic entities;
d) public, academic or not-for-profit organizations.
Innovation partnerships start with a gap analysis, followed by the identification, and engagement, of potential innovation partners and the governance of their interaction.
NOTE The essence of an innovation partnership is for all parties to mutually benefit from working together in the context of an opportunity for innovation.
This document is not applicable to organizations seeking innovation by merger or acquisition.
- Standard29 pagesEnglish languagesale 10% offe-Library read for1 day
This document gives guidelines for project management. It is applicable to any organization, including public, private and charitable, as well as to any type of project, regardless of purpose, delivery approaches, life cycle model used, complexity, size, cost or duration. NOTE Delivery approach can be any method or process suited to the type of outputs, such as predictive, incremental, iterative, adaptive or hybrid, including agile approaches. This document provides high-level descriptions of practices that are considered to work well and produce good results within the context of project management. This document does not provide guidance on the management of programmes or portfolios. Topics relating to general management are addressed only within the context of project management.
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- Standard54 pagesFrench languagesale 15% off
Efficient management of IP is key to support the process of innovation, is essential for organizations' growth and protection, and is their engine for competitiveness. This document proposes guidelines for supporting the role of IP within innovation management. It aims to address the following issues concerning IP management at strategic and operational levels: — Creating an IP strategy to support innovation in an organization; — Establishing systematic IP management within the innovation processes; — Applying consistent IP tools and methods in support of efficient IP management. This document can be used for any type of innovation activities and initiatives.
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- Standard38 pagesFrench languagesale 15% off
- Standard38 pagesFrench languagesale 15% off
- Standard39 pagesEnglish, Spanish and Russian languagesale 15% off
This document will help the user understand why it is beneficial to carry out an Innovation Management Assessment (IMA), what to assess, how to carry out the IMA, and thus maximize the resulting benefits, which are universally applicable to:
— organizations seeking sustained success in their innovation activities;
— organizations performing IMAs;
— users and other interested parties (e.g. customers, suppliers, partners, funding organizations, universities and public authorities) seeking confidence in an organization's ability to manage innovation effectively;
— interested parties seeking to improve communication through a common understanding of Innovation Management (IM), via an assessment;
— providers of training, assessment, or advice in IM;
— developers of related standards;
— academics interested in research related to IMA.
Further, this document is intended to be applicable to:
— all types of organizations, regardless of sector, age, size, or country;
— all approaches to IM regardless of their level of sophistication, and complexity;
— all modalities of managing innovation whether centralized or decentralized;
— all ways to innovate, e.g. internal, collaborative, open, user-, market- or technology-driven innovation;
— all types of innovation such as product, service, process, business model, organizational innovation from incremental to radical.
- Technical report38 pagesEnglish languagesale 10% offe-Library read for1 day
This document will help the user understand why it is beneficial to carry out an Innovation Management Assessment (IMA), what to assess, how to carry out the IMA, and thus maximize the resulting benefits, which are universally applicable to:
— organizations seeking sustained success in their innovation activities;
— organizations performing IMAs;
— users and other interested parties (e.g. customers, suppliers, partners, funding organizations, universities and public authorities) seeking confidence in an organization's ability to manage innovation effectively;
— interested parties seeking to improve communication through a common understanding of Innovation Management (IM), via an assessment;
— providers of training, assessment, or advice in IM;
— developers of related standards;
— academics interested in research related to IMA.
Further, this document is intended to be applicable to:
— all types of organizations, regardless of sector, age, size, or country;
— all approaches to IM regardless of their level of sophistication, and complexity;
— all modalities of managing innovation whether centralized or decentralized;
— all ways to innovate, e.g. internal, collaborative, open, user-, market- or technology-driven innovation;
— all types of innovation such as product, service, process, business model, organizational innovation from incremental to radical.
- Technical report38 pagesEnglish languagesale 10% offe-Library read for1 day
This document aims to:
a) guide and give ideas for leaders, managers, and teams to plan the deployment of Value Management approaches and effective application of Value Management core / specific methods;
b) help organizations improve performance, productivity, profitability and effectiveness;
c) address Value Management at the managerial level;
d) support people in strengthening value culture;
e) give guidance for strengthening Value Management and Value Management methods at different levels within the organization;
f) identify the conditions for effective Value Management;
g) give guidance for value-based decision-making;
h) stimulate and support innovation; and
i) establish a basis for developing training and certifying procedures for individual competences in Value Management.
Figure 1 presents the envisaged organization of documents relative to the Value Management field and the standards available at the CEN level for all users of this document.
(figure not reproduced)
Figure 1 - Documents in relation to Value Management
A system for certification of individual professional competence is maintained by the National Value Associations in Europe. The qualification "Professional in Value Management" (PVM) is recognized across Europe by National Value Associations as an indicator of competence. This qualification is also recognized in other countries outside Europe.
- Standard69 pagesEnglish languagesale 10% offe-Library read for1 day
1.1 This document provides the vocabulary, fundamental concepts and principles of innovation management and its systematic implementation. It is applicable to: a) organizations implementing an innovation management system or performing innovation management assessments; b) organizations that need to improve their ability to effectively manage innovation activities; c) users, customers and other relevant interested parties (e.g. suppliers, partners, funding organizations, investors, universities and public authorities) seeking confidence in the innovation capabilities of an organization; d) organizations and interested parties seeking to improve communication through a common understanding of the vocabulary used in innovation management; e) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems; f) developers of innovation management and related standards. 1.2 This document is intended to be applicable to: a) all types of organizations, regardless of type, sector, maturity-level or size; b) all types of innovations, e.g. product, service, process, model and method, ranging from incremental to radical; c) all types of approaches, e.g. internal and open innovation, user-, market-, technology- and design-driven innovation activities. This document specifies the terms and definitions applicable to all innovation management and innovation management system standards developed by ISO/TC 279.
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- Standard37 pagesEnglish languagesale 15% off
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- Standard39 pagesFrench languagesale 15% off
- Standard39 pagesEnglish, Spanish and Russian languagesale 15% off
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This draft standard aims at:
a) guiding and giving ideas for leaders, managers, and teams to plan deployment of value management approaches and effective application of value management methods;
b) helping organizations improve performance, productivity, profitability and effectiveness;
c) addressing value management at the managerial level;
d) supporting people in strengthening value culture;
e) giving guidance for strengthening implementation and practice of value management and value management methods at different levels within the organization;
f) identifying the conditions for effective value management;
g) giving guidance and set requirements for improving value based decision making and organizational governance in strategy, tactics and operations; this includes consideration of subjects such as: strategic analysis; positioning in the market; operational activity identifying and responding to strategic intelligence;
h) stimulating and supporting innovation; and
i) establishing a basis for developing training and certifying procedures for individual competences in value management.
Figure 1 presents the envisaged organization of documents relative to the value management field and the standards available at the CEN level for all users of this standard.
A system for certification of individual professional competence is maintained by the National Value Associations in Europe. The qualification "Professional in Value Management" (PVM) is recognized across Europe by National Value Associations as an indicator of competence. This qualification is also recognized in other countries outside Europe.
- Standard69 pagesEnglish languagesale 10% offe-Library read for1 day
1.1 This document provides guidance for the establishment, implementation, maintenance, and continual improvement of an innovation management system for use in all established organizations. It is applicable to: a) organizations seeking sustained success by developing and demonstrating their ability to effectively manage innovation activities to achieve the intended outcomes; b) users, customers, and other interested parties, seeking confidence in the innovation capabilities of an organization; c) organizations and interested parties seeking to improve communication through a common understanding of what constitutes an innovation management system; d) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems; e) policy makers, aiming for higher effectiveness of support programs targeting the innovation capabilities and competitiveness of organizations and the development of society. 1.2 All the guidance within this document is generic and intended to be applicable to: a) all types of organizations, regardless of type, sector, or size. The focus is on established organizations, with the understanding that both temporary organizations and start-ups can also benefit by applying these guidelines in all or in part; b) all types of innovations, e.g. product, service, process, model, and method, ranging from incremental to radical; c) all types of approaches, e.g. internal and open innovation, user-, market-, technology-, and design-driven innovation activities. It does not describe detailed activities within the organization, but rather provides guidance at a general level. It does not prescribe any requirements or specific tools or methods for innovation activities.
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- Standard29 pagesSpanish languagesale 15% off
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This document will help the user understand why it is beneficial to carry out an Innovation Management Assessment (IMA), what to assess, how to carry out the IMA, and thus maximize the resulting benefits, which are universally applicable to: — organizations seeking sustained success in their innovation activities; — organizations performing IMAs; — users and other interested parties (e.g. customers, suppliers, partners, funding organizations, universities and public authorities) seeking confidence in an organization's ability to manage innovation effectively; — interested parties seeking to improve communication through a common understanding of Innovation Management (IM), via an assessment; — providers of training, assessment, or advice in IM; — developers of related standards; — academics interested in research related to IMA. Further, this document is intended to be applicable to: — all types of organizations, regardless of sector, age, size, or country; — all approaches to IM regardless of their level of sophistication, and complexity; — all modalities of managing innovation whether centralized or decentralized; — all ways to innovate, e.g. internal, collaborative, open, user-, market- or technology-driven innovation; — all types of innovation such as product, service, process, business model, organizational innovation from incremental to radical.
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- Technical report30 pagesEnglish languagesale 15% off
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- Technical report31 pagesSpanish languagesale 15% off
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This document provides a guidance for innovation partnerships. It describes the innovation partnership framework (see Clause 4 to Clause 8) and the sample corresponding tools (see Annex A to Annex E) to — decide whether to enter an innovation partnership, — identify, evaluate and select partners, — align the perceptions of value and challenges of the partnership, — manage the partner interactions. The guidance provided by this document is relevant for any type of partnerships and collaborations and it is intended to be applicable to any organizations, regardless of its type, size, product/service provided, such as: a) start-ups collaborating with larger organizations; b) SMEs or larger organizations; c) private sector entities with public or academic entities; d) public, academic or not-for-profit organizations. Innovation partnerships start with a gap analysis, followed by the identification, and engagement, of potential innovation partners and the governance of their interaction. NOTE The essence of an innovation partnership is for all parties to mutually benefit from working together in the context of an opportunity for innovation. This document is not applicable to organizations seeking innovation by merger or acquisition.
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This document defines terms used in the field of project, programme and portfolio management. It can be used by any type of organization, including public or private, and any size or sector, as well as any type of project, programme or portfolio in terms of complexity, size or duration.
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This document provides guidance in relation to a set of requirements placed upon system life
cycles in order for an open system to achieve open systems dependability.
This document elaborates on IEC 60300-1 by providing details of the changes needed to
accommodate the characteristics of open systems. It defines process views based on
ISO/IEC/IEEE 15288:2015, which identifies the set of system life cycle processes.
This document is applicable to life cycles of products, systems, processes or services involving
hardware, software and human aspects or any integrated combinations of these elements.
For open systems, security is especially important since the systems are particularly exposed to
attack.
This document can be used to improve the dependability of open systems and to provide
assurance that the process views specific to open systems achieve their expected outcomes. It
helps an organization define the activities and tasks that need to be undertaken to achieve
dependability objectives in an open system, including dependability related communication,
dependability assessment and evaluation of dependability throughout system life cycles.
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IEC 62853:2018 provides guidance in relation to a set of requirements placed upon system life cycles in order for an open system to achieve open systems dependability. This document elaborates on IEC 60300-1 by providing details of the changes needed to accommodate the characteristics of open systems. It defines process views based on ISO/IEC/IEEE 15288:2015, which identifies the set of system life cycle processes. This document is applicable to life cycles of products, systems, processes or services involving hardware, software and human aspects or any integrated combinations of these elements. For open systems, security is especially important since the systems are particularly exposed to attack. This document can be used to improve the dependability of open systems and to provide assurance that the process views specific to open systems achieve their expected outcomes. It helps an organization define the activities and tasks that need to be undertaken to achieve dependability objectives in an open system, including dependability related communication, dependability assessment and evaluation of dependability throughout system life cycles.
Keywords: dependability of open systems
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This document provides guidance for work breakdown structures for organizations undertaking project or programme management. It is applicable to any type of organization including public or private and any size of organization or sector, as well as any type of project and programme in terms of complexity, size or duration. This document provides relevant terms and definitions, concepts, characteristics, benefits, uses, integration and relationships related to work breakdown structures. It does not provide guidance on the use of processes, methods or tools in the practice of developing and using a work breakdown structure. Annexes A and B provide examples of work breakdown structures and relationships to other breakdown structures.
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ISO 21508:2018 provides guidance for practices of earned value management in project and programme management. It is applicable to any type of organization including public or private and any size or sector, as well as any type of project or programme in terms of complexity, size or duration. ISO 21508:2018 provides the following: a) terms and definitions; b) descriptions of the purpose and benefits of earned value management; c) the integration and relationship with project or programme management; d) an overview of the processes and process descriptions; e) basic requirements for an earned value management system; f) use of an earned value management system. ISO 21508:2018 does not provide guidance on the use of specific processes, methods or tools in the practice of earned value management. Annexes A, B and C describe cost, schedule and performance analysis, commonly used formulae with associated interpretations, and the integration of earned value with other project or programme management processes.
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IEC 60300-1:2014 establishes a framework for dependability management. It provides guidance on dependability management of products, systems, processes or services involving hardware, software and human aspects or any integrated combinations of these elements. It presents guidance on planning and implementation of dependability activities and technical processes throughout the life cycle taking into account other requirements such as those relating to safety and the environment. This standard gives guidelines for management and their technical personnel to assist them to optimize dependability. This third edition cancels and replaces the second edition published in 2003 and constitutes a technical revision. This edition includes the following significant technical changes with respect to the previous edition: - an updating of definitions to reflect IEC 60050-191:2014; - an enhanced description of dependability and its attributes; - a more generic approach to dependability management; - revised guidelines for application of dependability management; - a more generic approach to the life cycle; - a framework for dependability standards. Keywords: dependability management
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ISO 21505:2017 describes the context in which the governance of projects, programmes and portfolios is conducted and provides guidance for the governance of projects, programmes and portfolios. ISO 21505:2017 can also be used for assessment, assurance or verification of the governance function for projects, programmes or portfolios. ISO 21505:2017 is intended for governing bodies and executive and senior management who influence, impact or make decisions regarding the governance of projects, programmes and portfolios. It is also intended to provide guidance to those who direct projects, programmes and portfolios, such as sponsors, steering committees, portfolio owners and the project management office. It also can be used by project, programme and portfolio managers, as well as stakeholders involved in the development and implementation of projects, programmes and portfolios. Other audiences who can have an interest in this topic include those advising, informing, assisting or working within projects, programmes and portfolios.
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Based on the following considerations:
reminder of Systems Engineering and its scope of application,
positioning of SE management in Programme Management and in relation to Systems Engineering
technical activities,
identification of interfaces between SE management and the other disciplines linked to
Programme Management,
the purpose of this standard is:
to help the acquirer and the Organization to establish management requirements for SE activities,
to help the supplier to construct the elements of the management plan (explain how to reply in
particular to the management requirements).
This standard applies to the various levels of the product tree for the products that can be considered
as systems:
in the general case of an supplier which, with the help of one or more suppliers, develops a system
on behalf of an acquirer,
in the case of an integrated team (sharing of SE roles, responsibilities and risks).
NOTE ISO/IEC/IEEE 24765:2010 integrated team should include organisation discipline and functions which
have a stake in the success of the work products.
This standard constitutes a guide illustrating the requirements and possible responses for SE
management. It can be used as a check-list which should be adapted or completed according to the
specific context of each project.
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This Technical Specification provides guidance to assist an organization to identify, capture, and safeguard intellectual property, in order to:
- provide organizations with an overview of the fundamental principles of intellectual property management, in the context of the innovation process;
- promote best practices in intellectual property matters that result in efficiently acquiring intellectual property, while increasing the organizations’ ability to effectively address intellectual property owned by third parties.
This Technical Specification is applicable to all types of organization, including the public sector. Special consideration has been given to the needs of SMEs.
- Technical specification33 pagesEnglish languagesale 10% offe-Library read for1 day
This Technical Specification provides guidance to assist an organization to identify, capture, and safeguard intellectual property, in order to:
- provide organizations with an overview of the fundamental principles of intellectual property management, in the context of the innovation process;
- promote best practices in intellectual property matters that result in efficiently acquiring intellectual property, while increasing the organizations’ ability to effectively address intellectual property owned by third parties.
This Technical Specification is applicable to all types of organization, including the public sector. Special consideration has been given to the needs of SMEs.
- Technical specification33 pagesEnglish languagesale 10% offe-Library read for1 day
The scope of EN 16601-40 is to describe the processes and provide the requirements for managing the information/documentation and configuration of products within a space programme or project. The requirements specified herein apply to, and affect the supplier and customer at all levels. This standard may be tailored for the specific characteristics and constraints of a space project in conformance with ECSS-S-ST-00.
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EN 16602-40-02 details the hazard analysis requirements of ECSS-Q-ST-40; it defines the principles, process, implementation, and requirements of hazard analysis. It is applicable to all European space projects where during any project phase there exists the potential for hazards to personnel or the general public, space flight systems, ground support equipment, facilities, public or private property or the environment. This standard may be tailored for the specific characteristics and constrains of a space project in conformance with ECSS-S-ST-00.
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The requirements specified herein apply to, and affect the customer and supplier at all levels. This standard may be tailored for the specific characteristics and constraints of a space project in conformance with ECSS-S-ST-00.
- Standard84 pagesEnglish languagesale 10% offe-Library read for1 day
EN 16601-80 defines the principles and requirements for integrated risk management on a space project; it explains what is needed to implement a project-integrated risk management policy by any project actor, at any level (i.e. customer, first level supplier, or lower level suppliers). This Standard contains a summary of the general risk management process, which is subdivided into four (4) basic steps and nine (9) tasks. The risk management process requires information exchange among all project domains, and provides visibility over risks, with a ranking according to their criticality for the project; these risks are monitored and controlled according to the rules defined for the domains to which they belong. The fields of application of this Standard are all the activities of all the space project phases. A definition of project phasing is given in ECSS-M-ST-10. This standard may be tailored for the specific characteristics and constraints of a space project in conformance with ECSS-S-ST-00.
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