02201nas a2200205   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520155900279653002201838653001501860653002401875653001501899653002001914100002501934856003601959       2013                        eng d  a1927-032100aTime to Innovate: Reflections and Recommendations on Time Management for Innovation Managers0 aTime to Innovate Reflections and Recommendations on Time Managem  aOttawabTalent First Networkc09/2013  a13-190 v33 aEffective time management is a critical success factor for most projects; however, it is particularly challenging for projects involving substantial innovation. For most projects, time (i.e., the schedule) becomes a management "red flag" that signals when something goes wrong or gets out of control. The challenge for projects involving significant innovation is that one or more critical activities may be of an unknown duration or involve factors outside the normal design process and require "red flagging" from the outset. Managers of innovation projects have to distinguish between those activities or work packets that are a part of “business as usual” and those that involve innovation. They must identify and quantify the schedule risks and develop strategies to mitigate them. For example, one strategy to manage time-related risk is to decouple the innovation value as perceived by the customer (innovation output) from the technology innovation that is needed to deliver the product value in a cost-effective manner (innovation input). This strategy should take into account the likely consequences of longer-than-anticipated innovation time. Two common risks associated with poor time management for innovation are running out of financial runway to reach sustainable revenue and missing a critical market window. In this article, the author reflects on almost 30 years of experience in the Canadian innovation system across several industry sectors and provides some practical recommendations on time management for innovation managers.10acommercialization10ainnovation10aproduct development10atechnology10atime management1 aCrawhall, Robert, J.  uhttp://timreview.ca/article/72301820nas a2200229   4500008004100000022001400041245006900055210006900124260004200193300001000235490000600245520112200251653002401373653003801397653001601435653001501451653002401466653002701490100001801517700001901535856003601554       2013                        eng d  a1927-032100aUsing Boundary Management for More Effective Product Development0 aUsing Boundary Management for More Effective Product Development  aOttawabTalent First Networkc10/2013  a30-350 v33 aTwenty years ago, most companies developed their own products in a single location and brought them to market themselves. Today, original equipment manufacturers (OEMs) are enlisting partners on a global scale as subsystem designers and producers in order to create and deliver new products into the market more rapidly and more frequently. This is especially true for large, complex products from the aerospace, telecommunications, electronics, and software industries. To assure the delivery of information across organizational boundaries, new coordination mechanisms need to be adopted (boundary management). In this article, best practices are described on how OEMs and partners self-organize and use agile, cooperative techniques to maintain daily communication among numerous internal and partner engineers to better coordinate product design and system integration. This article focuses on examples from the aerospace industry; however; these tactics can be applied in any organization to innovate at faster rates, to make delivery times more predictable, and to realize shorter product development timelines.10aboundary management10acollaborative product development10aoutsourcing10apartnering10aproduct development10areview-approve process1 aThomson, John1 aThomson, Vince  uhttp://timreview.ca/article/734