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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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
- Draft15 pagesEnglish languagesale 15% off
- Draft15 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.
- Draft65 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
- Draft60 pagesEnglish languagesale 15% off
- Draft60 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
- Draft44 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
- Standard12 pagesFrench languagesale 15% off
- Draft11 pagesEnglish 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
- Draft44 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
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
- Draft42 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
- Draft26 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
- Draft35 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 pagesFrench languagesale 15% off
- Standard12 pagesFrench languagesale 15% off
- Draft11 pagesEnglish 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
- Draft35 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
- Draft42 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
- Draft26 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.
- Standard52 pagesEnglish languagesale 15% off
- Standard54 pagesFrench languagesale 15% off
- Draft52 pagesEnglish 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.
- Standard35 pagesEnglish languagesale 15% off
- Standard38 pagesFrench languagesale 15% off
- Standard39 pagesEnglish, Spanish and Russian languagesale 15% off
- Draft35 pagesEnglish languagesale 15% off
- Draft38 pagesFrench 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
- Draft35 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
- Draft35 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.
- Standard37 pagesEnglish languagesale 15% off
- Standard39 pagesFrench languagesale 15% off
- Standard39 pagesEnglish, Spanish and Russian languagesale 15% off
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.
- Standard26 pagesEnglish languagesale 15% off
- Standard29 pagesFrench languagesale 15% off
- Standard29 pagesSpanish 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 report30 pagesEnglish languagesale 15% off
- Technical report32 pagesFrench languagesale 15% off
- Technical report32 pagesSpanish languagesale 15% off
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.
- Standard21 pagesEnglish languagesale 15% off
- Standard22 pagesFrench languagesale 15% off
- Standard22 pagesSpanish languagesale 15% off
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.
- Technical report9 pagesEnglish languagesale 15% off
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.
- Standard74 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
- Standard148 pagesEnglish and French languagesale 15% off
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.
- Standard23 pagesEnglish languagesale 15% off
- Standard25 pagesFrench languagesale 15% off
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.
- Standard25 pagesEnglish languagesale 15% off
- Standard27 pagesFrench languagesale 15% off
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
- Standard45 pagesEnglish languagesale 10% offe-Library read for1 day
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.
- Standard20 pagesEnglish languagesale 15% off
- Standard21 pagesFrench languagesale 15% off
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.
- Standard50 pagesEnglish languagesale 10% offe-Library read for1 day
This Technical Specification applies to the structuring and management of a strategic intelligence system intended to inform decisions in the planning and the deployment of innovation.
This Technical Specification defines:
- the various terms relating to strategic intelligence and its management;
- the key tasks in the strategic intelligence system;
- the strategic intelligence system process (management, implementation and support).
This Technical Specification does not concern:
- information validation and data protection;
- the decision-making process.
- Technical specification18 pagesEnglish languagesale 10% offe-Library read for1 day
- Draft18 pagesEnglish languagesale 10% offe-Library read for1 day
This Technical Specification provides guidance for managing the process of originating new ideas from which innovations may be developed.
It is applicable to all types of organization including manufacturing and services industries, the voluntary sector, governmental and social enterprise but with a particular focus on small- and medium-sized enterprises (SMEs).
The guidance in this TS covers issues to be considered by those responsible for managing innovation, in particular during the creative phase, and the sourcing of ideas from within and outside the organization.
This document is one of six parts that support Part 1 of the series, CEN/TS 16555-1, Innovation management — Part 1: Innovation management system.
- Technical specification14 pagesEnglish languagesale 10% offe-Library read for1 day
- Draft14 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
- Draft34 pagesEnglish languagesale 10% offe-Library read for1 day
This Technical Specification sets out guidance for an approach to innovation thinking. Innovation thinking can be used at all levels within the organization.
This part provides guidance on how to integrate the core values of innovation thinking into any organization. It provides an approach to balancing the risks and the business viability appropriate to the selected opportunity or problem. It provides top management with an approach for the evaluation of possible outcomes and the determination of the “best fit” for the organization's current strategy.
It is suitable for all types and sizes of organizations including SMEs and is intended for broad application. However, those who are responsible for implementing and managing innovation within such organizations may find this document particularly useful.
- Technical specification16 pagesEnglish languagesale 10% offe-Library read for1 day
- Draft16 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
- Draft34 pagesEnglish languagesale 10% offe-Library read for1 day
This Technical Specification applies to the structuring and management of a strategic intelligence system intended to inform decisions in the planning and the deployment of innovation.
This Technical Specification defines:
- the various terms relating to strategic intelligence and its management;
- the key tasks in the strategic intelligence system;
- the strategic intelligence system process (management, implementation and support).
This Technical Specification does not concern:
- information validation and data protection;
- the decision-making process.
- Technical specification18 pagesEnglish languagesale 10% offe-Library read for1 day
- Draft18 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.
- Standard102 pagesEnglish languagesale 10% offe-Library read for1 day
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.
- Standard35 pagesEnglish languagesale 10% offe-Library read for1 day
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 16601-10-01 provides means for identifying and structuring all of the activities and information required in a project review. It identifies the information outputs and activities necessary to complete the process. It also provides a check-list of activities and information required for each of the project reviews identified in the ECSS Management Standards. This standard may be tailored for the specific characteristics and constraints of a space project, in conformance with ECSS-S-ST-00.
- Standard26 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.
- Standard42 pagesEnglish languagesale 10% offe-Library read for1 day
This European Standard defines language for optimising performance and productivity by using Value Management.
This European Standard defines terms in Value Management (VM).
This European Standard aims to:
— Promote and define common language for Optimising Performance and Productivity by using Value Management;
— Define the main terms of the “Value Management (VM), Value Analysis (VA), Function Analysis (FA)” field;
— Define terms for important methods and tools;
— Establish a single source for generic terms;
— Create accessible language for international communication;
— Publish useful definitions for specialists and non specialists;
— Clarify differences which may exist in language where a word in common use is used to signify a specific meaning in Value Management;
— Reduce the risk of inconsistency between standards applied internationally.
he risk of inconsistency between standards applied internationally.
- Standard19 pagesEnglish languagesale 10% offe-Library read for1 day
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
- Standard93 pagesEnglish and French languagesale 15% off