PECB ISO 56001 Lead Implementer flashcards
PECB ISO 56001 Lead Implementer · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Innovation
- A new or changed entity that realizes or redistributes value. The entity may be a product, service, process, model, or method, and value can be financial or non-financial.
- Invention
- A new idea, concept, or prototype that has not yet realized value. Innovation requires the invention or idea to be implemented and to deliver value to the organization or its stakeholders.
- Innovation management system
- A set of interrelated or interacting elements of an organization used to establish innovation policy, objectives, and processes to achieve intended innovation outcomes and sustained value realization.
- ISO 56001 vs ISO 56002
- ISO 56001 contains requirements and is certifiable by third parties. ISO 56002 provides guidance on establishing and maintaining an innovation management system and is not used for certification.
- Innovation management principles
- Seven principles: realization of value, future-focused leaders, strategic direction, culture, exploitation of insights, managing uncertainty, and adaptability. They underpin the requirements of ISO 56001.
- Process approach
- Managing innovation as interrelated processes with defined inputs, outputs, owners, and performance measures, rather than as isolated projects, so the system operates coherently.
- Documented information
- The standard's umbrella term covering documents that must be maintained (such as policy) and records that must be retained (such as audit results), including their control requirements.
- Risk-based thinking
- Determining risks and opportunities that affect innovation performance and planning proportionate actions to address them, embedded across planning and operation of the IMS.
- Gap analysis
- A structured comparison of current innovation practices and documented information against each ISO 56001 requirement, producing a list of gaps prioritized for the implementation roadmap.
- Context of the organization
- Determining external and internal issues, relevant interested parties and their requirements, and the IMS scope, providing the basis for designing the innovation management system.
- Innovation policy
- Top management's documented statement appropriate to purpose, providing a framework for innovation objectives, including commitment to applicable requirements and continual improvement, communicated within the organization.
- Innovation objectives
- Measurable outcomes to be achieved at relevant functions and levels, planned with resources, responsible persons, timing, and evaluation methods, and consistent with the innovation policy.
- IMS scope statement
- A documented statement of the boundaries and applicability of the innovation management system, including justification for any requirement judged not applicable to the organization.
- Implementation roadmap
- A sequenced plan of phases, milestones, owners, and resources covering gap analysis through certification, used to coordinate the IMS implementation project.
- Top management commitment
- Active leadership that establishes policy and objectives, integrates IMS requirements into business processes, ensures resources, and promotes improvement and innovation culture.
- Competence planning
- Identifying necessary competence for innovation activities, ensuring persons are competent through education, training, or experience, and retaining evidence of competence where required.
- Operational planning and control
- Establishing criteria for innovation processes and acceptance of outputs, implementing control per criteria, and controlling outsourced processes and external providers affecting innovation performance.
- Innovation portfolio management
- Selecting, balancing, and reviewing a set of innovation initiatives against strategic direction, risk, and resource capacity, enabling decisions to start, stop, or reprioritize.
- Handling uncertainty
- Planning how to explore, experiment, and learn under uncertainty, using iterative and staged approaches so that risks are addressed before large commitments are made.
- Knowledge management
- Determining knowledge needed for innovation processes, maintaining and making it available, and capturing and sharing new knowledge gained through innovation activities.
- Control of documented information
- Ensuring documented information is available where needed and protected, and controlling distribution, access, retrieval, retention, and disposition, including documents of external origin.
- Innovation culture
- Shared values and behaviors that support creativity and learning, implemented through leadership actions such as psychological safety, tolerance of failure, and recognition.
- Innovation performance indicators
- Measures covering inputs, process activities, outputs, and outcomes, such as ideas generated, portfolio progress, new offerings launched, and value realized from innovation.
- Internal audit
- An independent, planned examination of whether the IMS conforms to the organization's requirements and ISO 56001 and is effectively implemented and maintained.
- Audit programme
- The set of arrangements for internal audits, including frequency, methods, responsibilities, and planning, considering process importance, changes, and previous audit results.
- Management review
- Top management's planned evaluation of the IMS using defined inputs such as audit results, performance, and risks, producing decisions on improvement, resources, and changes.
- Nonconformity and corrective action
- Reacting to a nonconformity, evaluating the need to eliminate its cause, implementing action, reviewing effectiveness, and updating risks and opportunities where necessary.
- Continual improvement
- Ongoing enhancement of the suitability, adequacy, and effectiveness of the innovation management system, driven by performance data, audits, reviews, and corrective actions.
- Stage 1 audit
- The certification audit phase that reviews IMS documentation, scope, readiness, and understanding to determine whether the organization is prepared for Stage 2.
- Stage 2 audit
- The certification audit phase that evaluates implementation and effectiveness of the IMS through sampling of processes, records, interviews, and observation of activities.
- Major nonconformity
- A finding indicating a significant failure of the IMS or an unaddressed requirement that generally prevents certification until corrective action is implemented and verified.
- Surveillance audit
- A periodic audit after certification, typically annual, verifying continued conformity and effective maintenance of the IMS across the three-year certification cycle.