| Team dimensions | No specific limitations in terms of team dimensions, though managing more than 15–20 members can be challenging | Kanban |
| Team roles | The only mandatory role is the project manager | Kanban |
| Team composition | At least 15–20% of members must come from the provider | – |
| Team management | Each activity should be conducted by a group of people that contains members of every organization involved, and every member of the team should be involved in all kinds of activities | eXtreme programming |
| Competencies within the team | Needed competencies can vary for each project; therefore, the team needs a motley composition in terms of knowledge and experience | eXtreme Programming |
| Activities management | The process must be divided, also considering the possible presence of due dates, into smaller parts called “sprints”. Each sprint contains activities that need to be completed in two to four weeks | Scrum, eXtreme Programming, Kanban |
| WIP activities | The number of activities conducted simultaneously must be as low as possible to maintain high standards | Kanban |
| Workflow management | Keeping the workflow going is crucial, and keeping track of the advancements is even more important. Therefore, the use of a Kanban board is highly recommended, with a double application, one for each sprint, and one for the entire technology transfer process | Kanban |
| Periodic meetings | Short periodic meetings are essential for experience sharing, previous sprint analysis, and planning future sprints | Scrum |
| Emergency management | The inclusion of other organizations involved in the team helps massively when it comes to managing emergency requests from clients or from other organizations | eXtreme Programming |
| Digital Twin applications | Digital Twin, in this methodology, can be used to schedule and control activities and their state of progress, but also to assign each activity to a specific team member, and to manage processes’ data and documents | – |
| Main concern areas | The need for collaboration from every other organization involved in the technology transfer process can become problematic if these organizations are not inclined to help | – |
| The involvement of people from other organizations can create some organizational and communication problems, especially if these organizations are not on good terms |
| Mentality | The absolute focus is on improving the process and exploring possible innovations within the process. Every attempt aimed at facilitating and improving the transfer process, whether successful or unsuccessful, is not only appreciated but also highly encouraged | Kanban, eXtreme Programming |