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This survey demonstrates a necessary constructivist approach in SMB innovation management. Authors base their study on an anthropological type approach. More precisely, they analyse innovative project evolution within a firm panel of ten. They point out that various strategies are applied by top management during the project. They demonstrate the non-existence of a single ideal new product development process. Consequently the project manager's capacity to select and order the design activities influences success rates. As variability constitutes a major criterion in innovation modelization, it appears that success depends also on the ability of managers to identify and seize opportunities at any moment. Keywords: Innovation; SMB; Systemic models; New product development process; Constructivism