@article {876,
	title = {Editorial: Innovation Tools and Techniques (March 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {03/2015},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {innovation, lean, living labs, management, processes, project management, risk, signalling, smart cities, systems engineering, techniques, technology entrepreneurship, tools},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/876},
	url = {http://timreview.ca/article/876},
	author = {Chris McPhee and Brendan Galbraith and Nadia Noori}
}
@article {878,
	title = {A Method and Tool to Support the Management of Systems Engineering Projects},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {03/2015},
	pages = {18-28},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Too many industrial projects still fail, mainly due to the managerial techniques used. Indeed, organizational processes are more or less specifically mentioned in systems engineering standards, but in practice, project managers tend to rely more on their own standards, which sometimes set forth practices that do not align with those of the systems engineering domain, hence the reported discrepancies that very often lead to project failure. Thus, we argue that, to improve the companies{\textquoteright} competitiveness when developing new products, cooperation between processes related to system development and project management is key to achieving performance and success. This article presents arguments that tend to support this assertion and introduces an ongoing project to develop both a method and tool that aim to integrate both domains.},
	keywords = {collaborative engineering, decision support, engineering processes, project management, system design, systems engineering, systems engineering standards},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/878},
	url = {http://timreview.ca/article/878},
	author = {Claude Baron and Philippe Esteban and Rui Xue and Daniel Esteve and Michel Malbert}
}
@article {904,
	title = {Secure by Design: Cybersecurity Extensions to Project Management Maturity Models for Critical Infrastructure Projects},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {06/2015},
	pages = {26-34},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Many systems that comprise our critical infrastructures {\textendash} including electricity, transportation, healthcare, and financial systems {\textendash} are designed and deployed as information technology (IT) projects using project management practices. IT projects provide a one-time opportunity to securely "design in" cybersecurity to the IT components of critical infrastructures. The project management maturity models used by organizations today to assess the quality and rigour of IT project management practices do not explicitly consider cybersecurity. This article makes three contributions to address this gap. First, it develops the argument that cybersecurity can and should be a concern of IT project managers and assessed in the same way as other project management capabilities. Second, it examines three widely used cybersecurity maturity models {\textendash} i) the National Institute of Science and Technology (NIST) framework for improving critical infrastructure cybersecurity, ii) the United States Department of Energy{\textquoteright}s Cybersecurity Capability Maturity Model (C2M2), and iii) the CERT Resilience Management Model (CERT RMM) from the Carnegie Mellon Software Engineering Institute {\textendash} to identify six cybersecurity themes that are salient to IT project management. Third, it proposes a set of cybersecurity extensions to PjM3, a widely-deployed project management maturity model. The extensions take the form of a five-level cybersecurity capability perspective that augments the seven standard perspectives of the PjM3 by explicitly assessing project management capabilities that impact the six themes where IT project management and cybersecurity intersect. This article will be relevant to IT project managers, the top management teams of organizations that design and deploy IT systems for critical infrastructures, and managers at organizations that provide and maintain critical infrastructures.},
	keywords = {C2M2, capability maturity models, CERT RMM, critical infrastructures, cybersecurity, NIST, P3M3, PjM3, project management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/904},
	url = {http://timreview.ca/article/904},
	author = {Jay Payette and Esther Anegbe and Erika Caceres and Steven Muegge}
}
@article {829,
	title = {Challenging the Stage-Gate Model in Crowdsourcing: The Case of Fiat Mio in Brazil},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {09/2014},
	pages = {28-35},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A large crowdsourcing project managed by Fiat Brazil involved more than 17,000 participants from 160 different nationalities over 15 months. Fiat promoted a dialogue with an enthusiastic community by linking car experts, professionals, and lay people, through which more than 11,000 ideas were selected and developed to create a concept car using a collaborative process. Through an in-depth case study of this crowdsourcing project, we propose a new approach {\textendash} the accordion model {\textendash} which uses project management to help maximize the beneficial inputs of the crowd. Whereas the stage-gate process relies on a {\textquotedblleft}funnel{\textquotedblright} of articulated sequences expressing a progressive reduction from an initial stock of potential ideas and concepts, in this article, we suggest that crowdsourced projects are more akin to a process that articulates a succession of broadening and funnelling periods that represent information requests and deliveries. We use the metaphorical terminology of {\textquotedblleft}the sacred and the profane{\textquotedblright} to illustrate the interaction of sophisticated and ordinary ideas between the {\textquotedblleft}sacred{\textquotedblright} experts from Fiat and the {\textquotedblleft}profane{\textquotedblright} lay people associated with the project. Lessons learned from the Fiat Mio case suggest how both organizations and Internet users may benefit from successful crowdsourcing projects.},
	keywords = {automobile industry, Brazil, crowdsourcing, Fiat, marketing, Open innovation, project management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/829},
	url = {http://timreview.ca/article/829},
	author = {Fabio Prado Saldanha and Patrick Cohendet and Marlei Pozzebon}
}
