The engineering of project performance is a field fed by international research and practices for decades: it’s crucial to apprehend the diversity of tools that are available to project leaders to understand their contemporary challenges and to choose the best data to gather for efficient innovation project management. A large number of tools have been developed, tested and optimized to meet the needs of project leaders to describe the potential of a new product and to warranty its design at the right time for clients: quality language covers a large range of expectations from functionality to safety or affordability, processes for technical feasibility and test are well-known, and best time-to-market could be studied with competitive data analysis. In parallel, resource allocations in complex organizations have led to a specific engineering of the value analysis created by investments: development and production costs can be described and tracked in detail in enterprise resource planning (ERP) software that both supports the strategic decisions to allocate resources in the development of new products. Therefore we face a dual engineering of the performance of industrial innovation with project leaders and designers on one hand, and on the other hand, decision-makers and strategists. In this chapter, we will explain how these two sets of stakeholders have designed and structured processes and tools of value management by capturing theories and developing management tools. We will see why value management tools are widely used in companies equipped with R&D departments and how these stakeholders coordinate. Moreover, we propose to describe the value management of innovation projects and how actors developed new areas of value management to face intensive innovation since the turn of the 2000s. Nowadays, value management in innovation projects systematically requires describing, enriching, disseminating and analysing a large range of data on the value the not-yet-existing products (or services) could procure to the firm well beyond its intrinsic profitability. From a stage-gate point of view, we will examine how value management tools evolved from simple decision tools to complex information systems shared between project leaders and decision-makers. Thus, we propose to describe firstly the origin of value management tools in engineering departments, then to study the contemporary approaches of designing the innovation business model and contribution of innovation projects to firm performance, and then to underline the main challenges of today’s value management and open perspectives for better value management of innovation projects.