Managing Innovative Projects and Programs Using the ISO 56000 Standards for Guidance and Implementation

It has been estimated that over 75% of the innovative projects that begin through the Innovation Management System (IMS) are either failures or they failed to produce the desired results. The biggest wastes most medium- to large-size organizations face are the waste of money, time, reputation, opportunity, and income that these failures are costing them. Following this book’s recommendations could reduce this failurecost by as much as 70%. The purpose of this book is to provide a step-by-step procedure on how to process a medium- or large-size project, program, or product using an already-established IMS that considers the guidance given in ISO 56002:2019 – Innovation Management Systems Standard. Often the most complicated, complex, difficult, and challenging system used in an organization is the IMS. At the same time, it usually is the most important system because it is the one that generates most of the value-adding products for the organization, and it involves most of the key functions within the organization. The opportunity for failure in time and the impact on the organization is critical and often means the difference between success and bankruptcy. Throughout this book, the authors detail the high-impact inputs and activities that are required to process individual projects/programs/products through the innovation cycle. Although this book was prepared to address how medium to large projects, programs, and products proceed through the cycle, it also provides the framework that can be used for small organizations and simple innovation activities. Basically, the major difference between large- and small-impact innovation projects is that the small projects can accept more risks, require less formal documentation, use simpler communication systems, and require fewer resources. It’s important to remember that the authors are addressing an existing IMS rather than trying to create an entirely new one. Currently, this is the only book geared for professionals responsible for managing innovative projects and programs using ISO 56002:2019 – Innovation Management – Innovation Management System – Guidance to provide a comprehensive management strategy and step-by-step plan and ISO 56004 Innovation Management Assessment –Guidance. It provides a comprehensive analysis of what is required from the time an opportunity is recognized to the time the customer is using the innovative product. The book also introduces a new Process modeling cloud service that allows you to drill down 5 levels from the system level to the job description level and includes free access to many of the book’s best practice Process models.

Table of Contents Dedication * LIST OF FIGURES AND TABLES ABOUT THE AUTHORS Preface * Introduction * ISO 56002:2019 – Innovation Management Systems Standard * Understanding an IMS Hierarchy * Twelve Process Groupings * Summary * Chapter 1. Introduction to Project Innovation Cycle (PIC) * Introduction to Project Innovation * Today’s Dilemma * Addressing the "Unaddressable" * Factors Affecting Innovation * The Five Types of Innovation * The Three Subcategories of Innovation * Conclusions Related to Types of Innovations * Common Creativity Innovation Killers * Your Creative and Innovative Powers * The 10 S’s * Clauses 1, 2 and 3 * Knowledge Management System * Chapter 2. ISO-56002:2019 * Introduction * TIME * ISO 56002:2019 Standard * Clause 4.0 – Context of the Organization * Clause 5.0 – Leadership * Clause 6.0 – Planning * Clause 7.0 – Support * Clause 8.0 – OPERATIONS * Clause 9.0 – Performance Evaluation * CLause 10.0 – Improvement * More Detailed View of Section 8. Operational * Clause 8.1 Operational Planning and Control * Collaboration and Partnership * Clause 8.2. Managing Innovation Initiatives * Subclause 8.2.1 Managing Each Innovative Initiatives * Subclause 8.2.2. Identify how to Implement Each Innovative Initiative * Clause 8.3 Innovation Processes * Subclause 8.3.1 IMS Overview: * Building Blocks of the TIME Pyramid * The Advantages of a Good IMS * A Word of Caution * IMS Summary * Chapter 3. Assessing the IMS: A Discussion of 56004:2019 * Assessment Approaches * Assessment Objectives * The Breath and the Extent of the Assessment * Assessment Focus * Expertise Involved in Assessment * Data Collection and Data Collection Tools * Data Type * Reference and Comparison * Data Interpretation * Innovation Management Outputs, Format and Reports * Section 5.2.1. Performance Criteria for Innovation Management * Chapter 4. The PIC Cast Members * The Cast of Players * Research and Development (R&D) * Product Engineering * Manufacturing Engineering * Marketing * Executive Project Sponsor * Project Team Leader * Team Leaders * Project Manager * Innovation Project Team * Team Ground Rules * Chapter 5. The PIC Overview * ISO 56002:2019 Innovation Processes Cycle * PIC Phases * PIC Tollgates * Five Tollgates Summary * Introduction to PIC Three Phases * Six Levels of Documentation * How to Apply the Six Levels of Documentation to Innovation * Level 0 – Organizational * Level I – Systems * Level II – Phase Levels are Divided into Process Groupings * Level III – Process Groupings are Divided into Processes * Level IV – Process levels are Divided into Activities * Level V – Activities are Divided into Tasks * Activity Block Diagrams * Chapter 6. Phase I. Creation * Introduction * Process Grouping 1. Opportunity Identification. * Inputs to Process Grouping - Opportunity Identification * Process Grouping 1– Opportunity Identification Activity Block Diagram * Tollgate I * Process Grouping 2. Opportunity Development * Objective of Process Grouping 2 - Opportunity Development * Process Grouping 2. Opportunity Development Activity Block Diagram for Apparent and/or Minor Opportunities * Process Grouping 2. Opportunity Development - Activity Block Diagram for Major Opportunities * Process Grouping 2 - Opportunity Development - Activity Block Diagram for New Paradigms and Discovery Opportunities * Process Grouping 3. Value Proposition * Inputs to Process Grouping 3 – Value Proposition * Process Grouping 3 – Value Proposition and Tollgate II Activity Block Diagram * Tollgate II – Concept Approval * Process Grouping 4 – Concept Validation * Process Grouping 4. Concept Validation Activity Block Diagram * Summary of Phase I – Creation * Chapter 7. Phase II. Preparation and Producing * Introduction * Tollgate III – Project Approval * Tollgate III - Activity Block Diagram * Tollgate III – Project Approval Supports the Business Case Analysis * Process Grouping 5 - Business Case Analysis * Inputs to Process Grouping 5- Business Case Analysis: * Business Case Validation * Document Performance and Project Resource Requirements for each Project/Program * Business Cases that do not Require Additional Resources * Criteria to Rank Business Cases * Results of Business Case Approval * Process Grouping 5. Business Case Analysis - Activity Block Diagram * Summary of Process Grouping 5. Business Case Analysis and Tollgate III * Process Grouping 6 - Resource Management * Inputs to Process Grouping 6. Resource Management * Process Grouping 6 - Human Resource Staffing Activity Block Diagram * Process Grouping 6. Facilities Resource Management Activity Block Diagram * Floor Space Resource Management Activity Block Diagram * Equipment Resource Management Activity Block Diagram * Process Grouping 6 – Facilities Setup Resource Management Activity Block Diagram * Process Grouping 6. Financial Resources Management Activity Block Diagram * Process Grouping 7 – Documentation * Six Document Management Systems * Process Grouping 7 – Part 1. Product Specifications Documentation Activity Block Diagram * Process Grouping 7 – Part 2 Project Management Plan and Facilities Planning Documentation Activity Block Diagram * Process Grouping 7 - Part 3. Suppliers and Contractors Documentation Activity Block Diagram * Process Grouping 7 - Part 4. Production Set up Documentation Activity Block Diagram * Process Grouping 7 - Part 5. Producing Output Controls Documentation Activity Block Diagram * Process Grouping 7 - Part 6. Marketing and Sales Documentation Activity Block Diagram * Summary Process Grouping 7– Documentation * Process Grouping 8 – Production * Process Grouping 8 – Production Activity Block Diagram * Tollgate IV –Customer Ship Approval * Tollgate IV – Customer Ship Approval Activity Block Diagram * Summary Process Grouping 8 – Production * Chapter 8. Phase III. Delivery * Introduction * Process Grouping 9. Marketing, Sales and Delivery * Process Grouping 9. Marketing, Sales & Delivery-Activity Block Diagram * Summary of Process Grouping 9 – Marketing, Sales & Delivery * Process Grouping 10 – After-Sales Service Activities * Process Grouping. After-Sales Services Activity Block Diagram * Process Grouping 11 – Performance Analysis * Tollgate V – Project Evaluation * Typical Improvement Methodology Results * Top Five Positive/Negative Innovation Change Impacts * Process Grouping 11 – Performance Analysis Activity Block Diagram * Summary * Process Grouping 12. Transformation * Process Grouping 12 – Transformation Activity Block Diagram * Summary * Chapter 9 – Special Mention Tools and Methodologies * Introduction * Area Activity Analysis (AAA) – A Key 2020’s Tool Put on the Back Burner * Introduction * Benefits of AAA * Features of AAA * Background * AAA Methodology * Phase I—Preparation for AAA * Phase II—Develop Area Mission Statement * Phase III—Define Area Activities * Phase IV—Develop Customer Relationships * Phase V—Analyze the Activity’s Efficiency * Phase VI—Develop Supplier Partnerships * Phase VII—Performance Improvement * Summary * Benchmarking for Better Innovation. * Introduction * Benchmarking cycle time * Evaluating Competitive Products * Benchmarking Code of Conduct * Benchmarking Protocol * Examples * Software: * References * Design for X * Introduction * User * How to Use the Tool * Knowledge Management System * Design Guidelines: * Design Analysis Tools: * Design for X Procedure: * Summary * References: * Knowledge Management Excellence * What is Knowledge? * Implementing a KMS * Starting and Implementing a KMS * KMS Maturity Grid * Risk Management * Introduction * Risk management framework * Ways of dealing with Risk * Risk Management Framework: ISO 3100 Guidelines * The Risk Assessment Process * Surveys * Designing a Survey Questions * Appendix A. The Enhance Solutions Platform™ for Innovation Management * Appendix B. List of the most used and/or most effective Innovative Tools and Methodologies in alphabetical order *

Dr. Sid Ahmed Benraouane is a thought leader with more than 20 years of experience in multiple sectors, regions, and industries. He is the Chair of the United States ISO Working Group on Innovation Management System Standard (ISO 56002:2019) and a member of the ISO/SC 42 Joint Committee in charge of developing set of international standards on Artificial Intelligence. Dr. Benraouane advises senior government leaders and executive teams in the MENA region on issues related to exponential technologies, innovation, and digital transformation. He is a speaker at the World Government Summit (UAE) and BAIDEC/MEMTEC conference (Bahrain), and Big Data and Cloud Show (KSA), World Mobility and Autonomous Driving Show (UAE), and Artificial Intelligence Summit (Mauritius). Dr. Benraouane’s latest publication is a contribution on Artificial Intelligence and Robotics in which he addresses the US national AI strategy, published by Taylor & Francis. Dr. Benraouane is a Certified Chief Innovation Officer from the Global Innovation Institute and holds a Ph.D. from the University of Minnesota. Currently, he advises Dubai Government and teaches at Carlson School of Management, University of Minnesota, USA. Dr. H. James Harrington, Chief Executive Officer Harrington Management Systems. In the book, Tech Trending, Dr. Harrington was referred to as "the quintessential tech trender." The New York Times referred to him as having a "…knack for synthesis and an open mind about packaging his knowledge and experience in new ways – characteristics that may matter more as prerequisites for new-economy success than technical wizardry….". The author, Tom Peters, stated, "I fervently hope that Harrington’s readers will not only benefit from the thoroughness of his effort but will also ‘smell’ the fundamental nature of the challenge for change that he mounts." William Clinton, Past President of the U.S., appointed Dr. Harrington to serve as an Ambassador of Good Will. It has been said about him, "He writes the books that other consultants use." Harrington Management Systems (formerly Harrington Institute) was featured on a half-hour TV program, Heartbeat of America, which focuses on outstanding small businesses that make America strong. The host, William Shatner, stated: "You (Dr. Harrington) manage an entrepreneurial company that moves America forward. You are obviously successful." Present Responsibilities: Dr. H. James Harrington now serves as the Chief Executive Officer for the Harrington Management Systems. He also serves as the Chairman of the Board for a number of businesses. Dr. Harrington also serves as the chairman of the Walter L Hurd foundation. Dr. Harrington is recognized as one of the world leaders in applying performance improvement methodologies to business processes. He has an excellent record of coming into an organization, working as its CEO or COO, resulting in a major improvement in its financial and quality performance. Previous Experience: In February 2002 Dr. Harrington retired as the COO of Systemcorp A.L.G., the leading supplier of knowledge management and project management software solutions when Systemcorp was purchased by IBM. Prior to this, he served as a Principal and one of the leaders in the Process Innovation Group at Ernst & Young; he retired from Ernst & Young when it was purchased by Cap Gemini. Dr. Harrington joined Ernst & Young when Ernst & Young purchased Harrington, Hurd & Rieker, a consulting firm that Dr. Harrington started. Before that Dr. Harrington was with IBM for over 40 years as a Senior Engineer and Project Manager. Dr. Harrington is past Chairman and past President of the prestigious International Academy for Quality and of the American Society for Quality Control. He is also an active member of the Global Knowledge Economics Council. Credentials: Dr. H James Harrington was given a lifetime achievement award for his work in process improvement and in innovation by the International Association of Innovation Professionals. H. James Harrington was elected to the honorary level of the International Academy for Quality, which is the highest level of recognition in the quality profession. H. James Harrington is a government-registered Quality Engineer, a Certified Quality and Reliability Engineer by the American Society for Quality Control, and a Permanent Certified Professional Manager by the Institute of Certified Professional Managers. He is a certified Master Six Sigma Black Belt and received the title of Six Sigma Grand Master. H. James Harrington has an MBA and Ph.D. in Engineering Management and a BS in Electrical Engineering. Additionally, in 2013 Harrington received an Honorary Degree of Doctor of Philosophy (Ph.D,) from the Sudan Academy of Sciences. H. James Harrington’s contributions to performance improvement around the world have brought him many honors. He was appointed the honorary advisor to the China Quality Control Association, and was elected to the