02108nas a2200217   4500008004100000022001400041245009400055210006900149260004200218300001000260490000700270520146200277653001001739653001701749653002101766653001501787653001701802100002001819700002101839856003001860       2020                        eng d  a1927-032100aEnabling Rapid Product Development through Improved Verification and Validation Processes0 aEnabling Rapid Product Development through Improved Verification  aOttawabTalent First Networkc03/2020  a25-360 v103 aFierce competition in consumer electronics market has raised a lot of challenges for product development. Products now must enter to the market as fast as possible. The verification and validation (V&V) process is normally the most resource-demanding activity in product development (PD), and thus also has huge potential for improvement. The V&V process is traditionally executed near the end of the development process, and is one of the most critical activities because it identifies design errors. Error correction for a nearly complete product is often difficult and therefore can cause unexpected delays in product delivery. Performing V&V activities in early phases of the PD process and utilising V&V methods other than testing has proven to be a good approach to reduce risks associated with taking a long time to reach the market. However, V&V can only be carried out when verifiable requirements exist. This paper focuses on the importance of moving V&V activities to each phase of PD by defining the requirements for components and modules. In addition, we explore how some of product-level requirements can be verified before a product has been integrated, and explain the difference between definitions of verification and validation requirements. Finally, we present the idea of changing the focus of verification activities from being set-based in the early phase of development, to being point-based when the product is close to completion.10aagile10arequirements10aset-based design10avalidation10aVerification1 aPerttula, Antti1 aKukkamäki, Joni  utimreview.ca/article/133401988nas a2200265   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520121400257653001501471653002301486653002601509653001601535653001201551653001801563653001501581100002301596700002601619700002101645700001801666856003801684       2019                        eng d  a1927-032100aInnovation Management in Living Lab Projects: The Innovatrix Framework0 aInnovation Management in Living Lab Projects The Innovatrix Fram  aOttawabTalent First Networkc03/2019  a63-730 v93 aDespite living labs being described as “orchestrators” and innovation intermediaries, there is scant literature providing concrete guidelines and tools for living lab practitioners on the topic of project-related innovation management. To address this need, we propose Innovatrix, an innovation management framework built upon existing business model and innovation management tools and frameworks and iterated based on practical experience in living lab projects. In this article, we illustrate the added value of the proposed framework through three practical case studies that lead to three propositions regarding innovation management in living lab projects. First, Innovatrix helps to scope the user involvement activities, which leads to greater efficiency and faster decision making. Second, Innovatrix forces the project owner to focus on a limited number of customer segments, which increases the speed of learning as the scarce entrepreneurial resources are dedicated to a limited number of segments. Third, Innovatrix allows practitioners to capture the iterations and pivots that were made during an innovation project, which helps to link specific outcomes with certain living lab activities.10aassumption10abusiness modelling10aInnovation management10aliving labs10atesting10auser research10avalidation1 aSchuurman, Dimitri1 aHerregodts, Aron-Levi1 aGeorges, Annabel1 aRits, Olivier  uhttps://timreview.ca/article/1225