Develop yourself inInnovation Management Industrial and incorporate into your professional practice the latest advances in this important area for the market" 

All management begins with an intention, a defined objective that must be developed taking into account different processes and stages for its fulfillment. The differentiation of the professional lies in the ideas and the way they are executed. In the business sector, for the management of productive and administrative systems, it is essential to generate critical and innovative thinking, an up-to-date profile with the mastery of new tools and knowledge that make a competent leader efficient. 

Contemplate the competitive strengths of the company, for the development of new ideas through individual and group work mechanisms. It is possible through the promotion of creative culture, to manage innovation in an organization, to deepen in the key principles of Industry 4.0, the technologies on which they are based and the potential of all of them in their application to the different productive sectors. 

To reach this stage, this up-to-date program will develop all the knowledge related to Industrial Innovation Management, deepening in methodologies and new processes that will make you understand how creativity and innovation have become the engines of today's economy. Mastering the Design Thinking methodology as the main tool for creativity and innovation in the XXI century company and knowing the R&D&I management systems, is part of the objectives that the student will achieve at the end of this training. 

Therefore, professionals in the field of business management will be able to generate value from different perspectives and positions, such as general, financial or commercial management, providing progressive solutions in contexts of innovation and internationalization. It should be noted that the learning process is completely online and lasts 12 months, under a  relearning methodology, which allows the professional to train without sacrificing activities of their daily life, obtaining the quality and flexibility they need. 

Innovation Management Industrialis the key to processes in business environments for value generation and wealth creation"

This Professional master’s degree in Innovation Management Industrial contains the most complete and up-to-date scientific program on the market. Its most notable features are:

• The development of case studies presented by experts in Industrial Engineering 
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice 
• Practical exercises where self-assessment can be used to improve learning
• Its special emphasis on innovative methodologies  
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments 
• Content that is accessible from any fixed or portable device with an Internet connection 

This degree will provide you with the most up-to-date knowledge in product design and innovation management. Enroll now and graduate in 12 months"

The program’s teaching staff includes professionals from the sector who contribute their work experience to this training program, as well as renowned specialists from leading societies and prestigious universities.  
The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide immersive training programmed to train in real situations.  

This program is designed around Problem-Based Learning, whereby the professional must try to solve the different professional practice situations that arise during the academic year. For this purpose, the student will be assisted by an innovative interactive video system created by renowned and experienced experts.     

Master the Innovation strategies in the Public and Private Sector and the future trends related to business innovation"

TECH offers you an innovative study methodology 100% online, based on relearning that provides you with fast and efficient learning"

This Professional master’s degree in Innovation Management Industrial has been structured in 10 specialized modules, through which the student will be able to delve into the fundamental aspects of industrial innovation, as well as develop skills in the use of methodologies, techniques and tools that promote creative and innovative thinking within business management and its processes. Thanks to the variety of multimedia resources and the Relearning methodology, the contents are understood quickly and dynamically, with a variety of audiovisual and written formats available for consultation from the first day. 

The most up-to-date contents related to innovation and entrepreneurship are available in this Professional master’s degree" 

Module 1. Innovation

1.1. Innovation 

1.1.1. Innovation and Misconceptions 
1.1.2. Basic Premises of Innovation 
1.1.3. Redefining Innovation 
1.1.4. Most Common Mistakes  

1.1.4.1. Falling into the Trap of Consistency and Commitment 
1.1.4.2. Confusing Technical Problems with Innovation Problems 
1.1.4.3. Develop Tactical Solutions to Strategic Problems and vice versa.

1.2. Innovative Thoughts and Culture 

1.2.1 The Talent Needed to Innovate 

1.2.1.1. The Myth of the Expert 
1.2.1.2. Variety is the Key to Success 
1.2.1.3. The Talent of Innovative Businesses 
1.2.1.4. Ideal Profile of a Business Innovation Manager  

1.2.2. Collaborative Culture  

1.2.2.1. Without Collaboration There Is No Innovation 
1.2.2.2. Towards a Collaborative Culture 
1.2.2.3. Values

1.2.3. Models for Seeding a Culture of Innovation 

1.3. Soft Skills as a Driver of Innovation  

1.3.1. The Soft Skills Revolution 

1.3.1.1. The 4.0 Revolution 
1.3.1.2. The Soft Revolution 
1.3.1.3. Soft Skills 
1.3.1.4. Soft Skills Vs. Hard Skills

1.3.2. Soft Skills

1.3.2.1. Soft Skills as a Driver of Innovation 
1.3.2.2. Developing Soft Skills to Innovate in Yourself 
1.3.2.3. Development of Soft Skills for Business Innovation 

1.4. Innovation Ecosystems 

1.4.1. The Innovative Ecosystem

1.4.1.1. The Triple and Quadruple Helix 
1.4.1.2. Protagonists of Innovative Ecosystems 
1.4.1.3. Building an Innovative Ecosystem for a Business 

1.4.2. Open Innovation 

1.4.2.1.  Benefits and Weaknesses of the Different Models 
1.4.2.2. When and How Much to Open Innovation 
1.4.2.3. Examples  

1.4.3. Main Collaborative Innovation Tools 

1.4.3.1. Analog Tools 
1.4.3.2. Digital Tools 
1.4.3.3. Business Selection Process 

1.5. Business Innovation Systems

1.5.1. Innovation Systems 

1.5.1.1. The Importance of the Size 
1.5.1.2. The Innovation System, a Tailor-Made Suit for our Organization 
1.5.1.3. Types of Innovation Systems 

1.5.2. Innovation Cycle  

1.5.2.1.  The Scientific Method 
1.5.2.2. Phases of the Innovation Cycle 
1.5.2.3. Failure Management 

1.5.3. Fundamental Elements of a System 

1.5.3.1.  Knowledge Management 
1.5.3.2. Measuring Innovation 
1.5.3.3. Financing Innovation 

1.6. Identification of Problems and Opportunities for Innovation

1.6.1. Identifying Problems

1.6.1.1. Operational and Strategic Issues 
1.6.1.2. Classification of Problems 
1.6.1.3. How to Prepare a Problem Maps  

1.6.2. Prioritizing Problems 

1.6.2.1. Ruling out Technical Problems 
1.6.2.2. The Prioritization Matrix 
1.6.2.3. Group Exercises 

1.6.3. Dissecting Problems and Defining Challenges  

1.6.3.1. Problems vs. Challenges 
1.6.3.2. Dissection of Problems 
1.6.3.3. Definition of Challenges 
1.6.3.4. Challenge Sizing (Potential Return) 

1.7. Development of Innovative Solutions 

1.7.1. Design of Innovative Solutions

1.7.1.1. Creativity Techniques 
1.7.1.2. Building blocks to Innovate 
1.7.1.3. Creativity Training 

1.7.2. Risk Identification

1.7.2.1. Generation Risks 
1.7.2.2. Market Risks 
1.7.2.3. Financial Risks 
1.7.2.4. Prioritization Matrix of Hypothetical Solutions

1.7.3. Iterative Experimentation and Validation

1.7.3.1. Reasoning for Experimenting and Not Surveying 
1.7.3.2. Design of Tests and Experiments by Type of Risk 
1.7.3.3. Measurement of Results, Analysis, Conclusions and Iteration

1.8. Innovation Strategies in the Public Sector  

1.8.1 Public Innovation Strategies and Tactics 

1.8.1.1. Public Policies for the Promotion of Innovation 
1.8.1.2. Public Actions to Promote Innovation 
1.8.1.3. Tax or Financial Benefits 

1.8.2. Regional Innovation Systems and Plans

1.8.2.1. Regional Innovation Diagnosis 
1.8.2.2. Focus of a Regional Innovation Plan or System 
1.8.2.3. Design of Regional Innovation Systems and Plans 

1.8.3. Public Entities for the Promotion of Innovation

1.8.3.1. Others 
1.8.3.2. Public Research Centers 
1.8.3.3. Public Innovation Parks 
1.8.3.4. Innovative Public Businesses 

1.9. Innovative and Intelligent Sustainable Urban Developments (Smart Cities)  

1.9.1. Fostering Innovation in Sustainable and Intelligent Development 

1.9.1.1. Innovation as a Driver of Sustainable Development 
1.9.1.2. National Sustainable Development Strategies 
1.9.1.3. Impacts Sought 

1.9.2. The Innovation of Smart Cities 

1.9.2.1. Smart Cities 
1.9.2.2. Innovation in Cities Development 
1.9.2.3. Fostering the Innovative Ecosystem in Cities 
1.9.2.4. Public-Private Cooperation 

1.9.3. The Innovation of Smart Regions 

1.9.3.1. Innovation in Region Development 
1.9.3.2. Fostering the Innovative Ecosystem in Regions 
1.9.3.3. The Impact of Smart Regions 

1.10. Public Financing of Innovation

1.10.1. Financiación pública de la innovación 

1.10.2.1. Reasons for Financing 
1.10.1.2. Objectives of Innovation Financing 
1.10.1.3. Benefits of Financing Innovation 

1.10.2. Public Financing of Innovation

1.10.1.1.Public Funding 
1.10.2.2. Sources of European Financing  
1.10.2.3. Impact of Publicly Financed Projects  

Module 2. Entrepreneurial Innovation and Initiative  

2.1. Introduction to Entrepreneurship Research 

2.1.1. Entrepreneurship 
2.1.2. Strengths and Weaknesses of a Business Plan 

2.2. Introduction to Innovation Research 

2.2.1. Historical Overview of Entrepreneurial Innovation 
2.2.2. Technology Transfer Processes 

2.3. Creativity 

2.3.1. The Theoretical Framework of Ideation and Creation 
2.3.2. Creativity and Innovation 
2.3.3. Creative Businesses 
2.3.4. Creative Tools 
2.3.5. Selection of Ideas 

2.4. Agile Ventures 

2.4.1. The Lean Startup Model 
2.4.2. Development of Products and Services with Agile 
2.4.3. DevOps in ICT Ventures 

2.5. Innovation Management 

2.5.1. Analysis of the Types of Innovation 
2.5.2. Drivers of Innovation 
2.5.3. Scope of Innovation 
2.5.4. Comparative Analysis of Innovation Cases 
2.5.5. R&D Management 

2.6. Entrepreneurial Context: Information Society 

2.6.1. The Entrepreneur and their Time 
2.6.2. Opportunities and Challenges of Contemporary Entrepreneurship 

2.7. Globalization 

2.7.1. Globalization. 
2.7.2. Advocate and Detractors 
2.7.3. Influence on The Entrepreneurial Project 
2.7.4. Economic Analysis of International Environments 

2.8. Project Management 

2.8.1. The Business Plan. 
2.8.2. Conventional Project Management 
2.8.3. Agile Project Management 

2.9. Intrapreneurship 

2.9.1. Intrapreneurship Specificities 
2.9.2. Comparative Analysis of Intrapreneurship Cases 

2.10. Future Tendencies 

2.10.1. New Entrepreneurship Niches 
2.10.2. Social Entrepreneurship 
2.10.3. Entrepreneurship by Seniors 

Module 3. Business Creation   

3.1. Entrepreneurial Spirit 

3.1.1. Entrepreneur 
3.1.2. Entrepreneur Characteristics 
3.1.3. Types of Entrepreneurs 

3.2. Entrepreneurship and Teamwork 

3.2.1. Teamwork 
3.2.2. Characteristics of Teamwork 
3.2.3. Advantages and Disadvantages of Teamwork 

3.3. Creation of a Company 

3.3.1. Being an Entrepreneur 
3.3.2. Company Concept and Model 
3.3.3. Stages of the Business Creation Process 

3.4. Basic Components of a Company 

3.4.1. Different Approaches 
3.4.2. The 8 Components of a Company

3.4.2.1. Customers: 
3.4.2.2. Environment. 
3.4.2.3. Technology 
3.4.2.4. Material Resources 
3.4.2.5. Human resources. 
3.4.2.6. Finances 
3.4.2.7. Enterprise Networks 
3.4.2.8. Opportunity 

3.5. Value proposition 

3.5.1. Value Proposition 
3.5.2. Ideas Generation 
3.5.3. General Recommendations for Value Propositions 

3.6. Support Tools for the Entrepreneur 

3.6.1. Lean Start-up 
3.6.2. Design Thinking 
3.6.3. Open Innovation 

3.7. Lean Start-ups 

3.7.1. Lean Start-up 
3.7.2. Lean Start-up Methodology 
3.7.3. Phases a Start-up Goes Through 

3.8. Business Approach Sequence 

3.8.1. Validate Hypotheses 
3.8.2. MVP: Minimum Viable Products  
3.8.3. Measure: Lean Analytics 
3.8.4. Pivot or Persevere 

3.9. Innovate 

3.9.1. Innovation 
3.9.2. The Ability to Innovate, Creativity and Growth 
3.9.3. Innovation Cycle 

3.10. Creativity 

3.10.1. Creativity as a Skill 
3.10.2. Creativity Process 
3.10.3. Types of Creativity 

Module 4. Product Design and Innovation Management 

4.1. QFD in Product Design and Development (Quality Function Deployment)  

4.1.1. From the Voice of the Customer to Technical Requirements  
4.1.2. The House of Quality. Phases for its Development  
4.1.3. Advantages and Limitations  

4.2. Design Thinking   

4.2.1. Design, Need, Technology and Strategy  
4.2.2. Stages of the Process 
4.2.3. Tools and Technique Used   

4.3. Concurrent Engineering 

4.3.1. Concurrent Engineering Fundamentals  
4.3.2. Concurrent Engineering Methods  
4.3.4. Tools Used  

4.4. Programming Planning and Definition  

4.4.1. Requirements. Quality Management  
4.4.2. Development Phases. Time Management  
4.4.3. Materials, Feasibility, Processes. Cost Management  
4.4.4. Project Team. Human Resource Management  
4.4.5. Information. Communication Management  
4.4.6. Risk Analysis Risk Management  

4.5. Products Design (CAD) and Development  

4.5.1. Information Management PLM. Product Life Cycle  
4.5.2. Product Failure Modes and Effects  
4.5.3. CAD Construction. Review  
4.5.4. Product and Manufacturing Drawings  
4.5.5. Design Verification  

4.6. Prototypes Its Development   

4.6.1. Rapid Prototyping  
4.6.2. Control Plan  
4.6.3. Experiment Design  
4.6.4. Analysis of Measurement Systems  

4.7. Production Process. Design and Development.   

4.7.1. Modes and Effects of Process Failure  
4.7.2. Design and Construction of Manufacturing Tooling  
4.7.3. Design and Construction of Checking Fixtures (Gauges)  
4.7.4. Adjustment Phase  
4.7.5. Production Start-up  
4.7.6. Initial Evaluation of the Process  

4.8. Product and Process. Your Validation  

4.8.1. Evaluation of Measurement Systems  
4.8.2. Validation Tests  
4.8.3. Statistical Process Control (SPC)  
4.8.4. Product Certification   

4.9. The Management of Change. Improvement and Corrective Actions   

4.9.1. Type of Change  
4.9.2. Variability Analysis, Improvement  
4.9.3. Lessons Learned and Proven Practices  
4.9.4. Process of Change 

4.10. Innovation and Technology Transfer  

4.10.1. Intellectual Property  
4.10.2. Innovation  
4.10.3. Technology Transfer 

Module 5. 4.0 Industry 

5.1. Definitions of 4.0 Industry 

5.1.1. Features 

5.2. Benefits of the 4.0 Industry 

5.2.1. Key Factors 
5.2.2. Main Advantages 

5.3. Industrial Revolutions and Vision of Future 

5.3.1. Industrial Revolutions 
5.3.2. Keys Factors in Each Revolution 
5.3.3. Technological Principles a Basis for Possible New Revolutions 

5.4. The Digital Transformation of the Industry 

5.4.1. Characteristics of the Digitization of the Industry 
5.4.2. Disruptive Technologies 
5.4.3. Applications in Industry 

5.5. Forth Industrial Revolution Key Principles of Industry 4.0 

5.5.1. Definitions 
5.5.2. Key Principles and Applications 

5.6. 4.0 Industry and Industrial Internet 

5.6.1. Origin of IIoT 
5.6.2. Operation 
5.6.3. Steps to Follow for its Implementation 
5.6.4. Benefits 

5.7. Smart Factory Principles 

5.7.1. Smart Factory 
5.7.2. Elements That Define a Smart Factory 
5.7.3. Steps to Deploy a Smart Factory 

5.8. Status of the 4.0 Industry 

5.8.1. Status of the 4.0 Industry in Different Sectors 
5.8.2. Barriers to the Implementation of 4.0 Industry 

5.9. Challenges and Risks 

5.9.1. DAFO Analysis 
5.9.2. Challenges 

5.10. Role of Technological Capabilities and the Human Factor 

5.10.1. Disruptive Technologies in Industry 4.0 
5.10.2. The Importance of the Human Factor Key Factor 

Module 6. Future Thinking How to Transform Today from Tomorrow?

6.1. Methodology Futures Thinking  

6.1.1. Futures Thinking  
6.1.2. Benefits of using this Methodology  
6.1.3. The Role of the "Futurist" in the Creative Enterprise  

6.2. Signs of Change  

6.2.1. The Sign of Change  
6.2.2. Identification of the Signs of Change  
6.2.3. Interpretation of the Signs  

6.3. Types of Futures  

6.3.1. Journey to the Past  
6.3.2. The Four Types of Futures  
6.3.3. Application of the Methodology Futures Thinking in the Workplace   

6.4. Future Forecasting  

6.4.1. Searching for Drivers  
6.4.2. How to Create a Forecast for the Future  
6.4.3. How to Design a Future Scenario  

6.5. Mental Stimulation Techniques  

6.5.1. Past, Future and Empathy  
6.5.2. Facts vs. Experience  
6.5.3. Alternative Routes  

6.6. Collaborative Forecasting  

6.6.1. The Future as a Game  
6.6.2. Future Wheel  
6.6.3. The Future from Different Approaches  

6.7. Epic Victories  

6.7.1. From Discovery to the Innovation Proposal  
6.7.2. The Epic Victory  
6.7.3. Fairness in the Game of the Future  

6.8. Preferred Futures  

6.8.1. The Preferred Future  
6.8.2. Techniques  
6.8.3. Working Backwards from the Future  

6.9. From Prediction to Action  

6.9.1. Images of the Future  
6.9.2. Artifacts of the Future  
6.9.3. Roadmap  

6.10. ODS. A Global and Multidisciplinary Vision of the Future ODS  

6.10.1. Sustainable Development as a Global Goal  
6.10.2. Human Management in Nature  
6.10.3. Social Sustainability

Module 7. Innovative Methodologies: Desing Thinking 

7.1. Design Thinking: People-Centered Innovation 

7.1.1. Understand the Fundamental Principles of Design Thinking 
7.1.2. Objectives and Limitations 
7.1.3. Benefits Within the Current Context 

7.2. Design Thinking Phases 

7.2.1. Understand the Development Flow of this Methodology 
7.2.2. Challenges in Each Phase of a Project 
7.2.3. Errors and Malpractice 

7.3. Research Methodologies in Design Thinking I 

7.3.1. Methods I 
7.3.2. Objectives, Benefits and Limitations I 
7.3.3. Practical Application I 

7.4. Research Methodologies in Design Thinking II 

7.4.1. Methodology II 
7.4.2. Objectives, Benefits and Limitations II 
7.4.3. Practical Application II 

7.5. The Customer Journey 

7.5.1. The Customer Journey 
7.5.2. Objectives, Benefits and Use Cases 
7.5.3. Practical Application 

7.6. Workflow in Design Thinking I: Immersion 

7.6.1. Objectives 
7.6.2. Procedure 
7.6.3. Challenges and Good Practices 

7.7. Workflow in Design Thinking II: Ideation 

7.7.1. Objectives 
7.7.2. Procedure 
7.7.3. Challenges and Good Practices 

7.8. Workflow in Design Thinking III: Implementation 

7.8.1. Objectives 
7.8.2. Procedure 
7.8.3. Challenges and Good Practices 

7.9. Workflow in Design Thinking IV: Testing and Closing Up 

7.9.1. Objectives 
7.9.2. Procedure 
7.9.3. Challenges and Precautions Prior to Solution Implementation 

7.10. Good and Malpractices in Design Thinking 

7.10.1. Risks and Common Mistakes in Design Thinking Practice 
7.10.2. Cases in Which This Methodology Should Not Be Applied 
7.10.3. Final Recommendations and Checklist 

Module 8. Innovation, E-Logistics, and Technology in the Supply Chain   

9.1. 360º Strategy 

9.1.1. Brand Awareness 
9.1.2. Content Mapping and Customer Journey 
9.1.3. Always on Strategy  

9.2. Rebranding 

9.2.1. Rebranding 
9.2.2. When to Apply a Rebranding Strategy? 
9.2.3. How to Apply a Rebranding Strategy? 

9.3. HR Marketing 

9.3.1. Recruitment Marketing 
9.3.2. Phases of HR Marketing 
9.3.3. Communication Strategy 

9.4. Relationship Marketing 

9.4.1. Relationship Marketing 
9.4.2. Inbound Marketing 
9.4.3. Tools 

9.5. Innovation Ecosystems and Communities 

9.5.1. Innovation Ecosystems 
9.5.2. Types of Profiles 
9.5.3. Keys for Having an Internal and External Community 

9.6. Social Selling 

9.6.1. Social Selling 
9.6.2. How to Apply a Social Selling Strategy? 
9.6.3. Applications Based on Social Selling 

9.7. Experience Marketing 

9.7.1. Experience Marketing 
9.7.2. Objectives in an Experience Marketing Campaign 
9.7.3. Use of Technology in Experience Marketing 

9.8. Branded Content and Native Publicity 

9.8.1. Branded Content and Debranding 
9.8.2. Content Marketing vs. Brand Journalism 
9.8.3. Native Publicity 

9.9. Real Time Marketing 

9.9.1. Real Time Marketing 
9.9.2. Preparation of a Real-Time Marketing Campaign 
9.9.3. Personalization as a Key Concept 
9.9.4. Corporate Social Responsibility 

9.10. Key Performance Indicators (KPI) in the Digital Era 

9.10.1. Organizational Indicators 
9.10.2. Innovation Indicators 
9.10.3. Marketing Indicators  

Module 10. Certification and Audits R&D&I 

10.1. Creative Thinking: Innovation  

10.1.1. Innovation in the Technology Business  
10.1.2. Techniques to Promote Creativity  
10.1.3. Process of Conception of Innovative Ideas  

10.2. Process Engineering and Product Engineering  

10.2.1. Innovation Strategies  
10.2.2. Open Innovation  
10.2.3. Innovative Organization and Culture  
10.2.4. Multifunctional Teams  

10.3. Launch and Industrialization of New Products  

10.3.1. Design of New Products  
10.3.2. Efficient Design  
10.3.3. Industrialisation of New Products  
10.3.4. Manufacture and Assembly  

10.4. Research, Development and Innovation R&D&I Management Systems  

10.4.1. Requirements of a Research, Development and Innovation Management System R&D&I  
10.4.2. Line of Action, Activity, Process and Procedure  
10.4.3. Recommended Framework for Research, Development and Innovation (R&D&I) Management  

10.5. Auditing and Certification of Research, Development and Innovation R&D&I  

10.5.1. Basic Principles of Research, Development and Innovation (R&D&I) Audits  
10.5.2. Phases of a Research, Development and Innovation (R&D&I) Audit  
10.5.3. Certifications in the Field of Research, Development and Innovation R&D&I  
10.5.4. Certification of Research, Development and Innovation Management System R&D&I

10.6. Tools for Research, Development and Innovation (R&D&I) Management  

10.6.1. Cause-Effect Diagram for Research, Development and Innovation R&D&I  
10.6.2. Weighted Selection for Research, Development and Innovation R&D&I  
10.6.3. Pareto Diagram for Research, Development and Innovation R&D&I  
10.6.4. Matrix of Priorities for Research, Development and Innovation R&D&I  

10.7. Benchmarking Applied to Research, Development and Innovation R&D&I  

10.7.1. Types of Benchmarking 
10.7.2. The Benchmarking Process in Research, Development and Innovation R&D&I 
10.7.3. Methodology of the Benchmarking Process applied to Research, Development and Innovation R&D&I
10.7.4. Benchmarking Measurement

10.8. Re-Engineering for the Radical Innovation of the Business Processes in the Company 

10.8.1. Origins and Evolution of Process Re-Engineering
10.8.2. Objectives of Re-Engineering  
10.8.3. Correct Approach to Re-Engineering  

10.9. Management and Administration of R&D&I Research, Development and Innovation Projects.  

10.9.1. Elements of a Research, Development and Innovation (R&D&I) Project  
10.9.2. Most Significant Stages of a Research, Development and Innovation (R&D&I) Project  
10.9.3. Processes for the Management of Research, Development and Innovation (R&D&I) Projects

10.10. Quality Management in Research, Development and Innovation (R&D&I) Projects 

10.10.1. The Quality Management System in Research, Development and Innovation (R&D&I) Projects
10.10.2. Quality Plans for Research, Development and Innovation (R&D&I) Projects 
10.10.3. Content of a Quality Plan for Research, Development and Innovation (R&D&I) Projects 

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