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The article concentrates on the issue of innovation process planning which appears to be a rarely discussed topic in literature. The problem of innovation process management lies in its non-linear character and the lack of precisely formulated aim. There is also no current innovation process model that could be the basis for research on developing the methods and tools in operational management. Literature rather refers to significant diversification of processes. Never-theless the following article presents some regularities which can be indicated. Even though the process has non-linear course, it is realized in phases happening one after another in a strictly set order: frontend, development, commercialization. While the process is progressing, the uncertainty reduces due to creation and gathering of knowledge. The concept for elaborating the proposed model of innovation process planning led to observations of applied practices in enterprises. Over 100 examples of managing different innovation processes were analyzed and the research led to highlighting several rules. This was the basis for elaborating the innovation process planning model. The model describes gradual decisionmaking during the realization of the process. Detailing the plans is made in three layers. The first layer sets the limits, the second plans the phases and the third constructs detailed action plans. Thus created plans need to be accepted due to constraints which describe the requirements related to the aim and possibilities of the entrepreneur. Basing on the conducted observations the plan scope was indicated in every layer. The elaborated approach integrates particular process fragments and makes it goal-oriented, i.e. gradually specified. Environment has significant impact on innovation processes. The situation, therefore requirements and possibilities, can abruptly change. That is why the option of verifying the contraints during innovation process was applied. The article concentrates as well on the characteristic of those decisive problems that accompany planning decisions. It enables to choose adequate approach to decisive process realization. The difficulty level and meaning of planning decisions are different, therefore identical involvement in every case would be irrational. The differences between decisive problems relate to innovation process category and the layer in planning model. Three categories of innovation processes were proposed and singled out due to their novelty degree and influence scope on the system in an enterprise. In order to group those decisions of similar difficulty, a map was used where problem characteristic corresponds to innovation process category and layer in planning model. The article ends with conclusions showing the expected effects of applying the model. [ABSTRACT FROM AUTHOR]

The article concentrates on the issue of innovation process planning which appears to be a rarely discussed topic in literature. The problem of innovation process management lies in its non-linear character and the lack of precisely formulated aim. There is also no current innovation process model that could be the basis for research on developing the methods and tools in operational management. Literature rather refers to significant diversification of processes. Nevertheless the following article presents some regularities which can be indicated. Even though the process has non-linear course, it is realized in phases happening one after another in a strictly set order: front-end, development, commercialization. While the process is progressing, the uncertainty reduces due to creation and gathering of knowledge. The concept for elaborating the proposed model of innovation process planning led to observations of applied practices in enterprises. Over 100 examples of managing different innovation processes were analyzed and the research led to highlighting several rules. This was the basis for elaborating the innovation process planning model. The model describes gradual decisionmaking during the realization of the process. Detailing the plans is made in three layers. The first layer sets the limits, the second plans the phases and the third constructs detailed action plans. Thus created plans need to be accepted due to constraints which describe the requirements related to the aim and possibilities of the entrepreneur. Basing on the conducted observations the plan scope was indicated in every layer. The elaborated approach integrates particular process fragments and makes it goal-oriented, i.e. gradually specified. Environment has significant impact on innovation processes. The situation, therefore requirements and possibilities, can abruptly change. That is why the option of verifying the constraints during innovation process was applied. The article concentrates as well on the characteristic of those decisive problems that accompany planning decisions. It enables to choose adequate approach to decisive process realization. The difficulty level and meaning of planning decisions are different, therefore identical involvement in every case would be irrational. The differences between decisive problems relate to innovation process category and the layer in planning model. Three categories of innovation processes were proposed and singled out due to their novelty degree and influence scope on the system in an enterprise. In order to group those decisions of similar difficulty, a map was used where problem characteristic corresponds to innovation process category and layer in planning model. The article ends with conclusions showing the expected effects of applying the model. [ABSTRACT FROM AUTHOR]