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Project Management for Research and Development: Guiding Innovation for Positive R&D Outcomes [Kõva köide]

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Project Management for Research and Development: Guiding Innovation for Positive R&D OutcomesSuurem pilt
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781466596290.html
Märksõnad:
Drawing on research in the field of project management and in some complementary fields, this book provides methods for optimizing results in R&D through structured processes. The author points out that these methods can be applied to various kinds of endeavors that require creativity and innovation. Material is arranged in chapters on approaches, project management as an enabler, bounding the creative spaces, measuring success, building toward success, overcoming obstacles, facilitating the creative team, and process steps for the R&D project. Each chapter includes case studies, summaries of key points, opportunities for application, and references. Annotation ©2014 Ringgold, Inc., Portland, OR (protoview.com)

Today’s leading organizations recognize the importance of research and development (R&D) to maintain and grow market share. If companies want to survive into the future, they must accelerate their R&D-to-market cycles or find themselves behind the competition.

Project Management for Research and Development: Guiding Innovation for Positive R&D Outcomes explains how to apply proven project management methods to obtain positive outcomes in R&D and innovation projects. It addresses the specific factors companies must consider when using project management to scope, define, and manage R&D projects. It also offers best practices and case studies that illustrate actual applications of theory.

This book details methods to help readers optimize results in R&D through the use of structured processes derived from the project management field and other complementary disciplines. Each chapter includes diagrams, surveys, checklists, and question-answer forms to guide readers in determining where their activity falls along a project spectrum and to help them structure their own R&D project.

The methods presented in this book can easily be applied to innovation projects and creative endeavors. As there are limited sources of information on how to utilize project management methodology effectively in these types of projects, this book is an ideal resource for anyone looking to add structure and proven methods to enable R&D, innovation, and other creative activities.

List of Figures xix
List of Tables xxiii
Preface xxv
Acknowledgments xxvii
About the Author xxix
Introduction xxxi
Chapter 1 Project Management Approaches 1(50)
1.1 Nature of Projects
2(2)
1.2 Formality of Project Management
4(2)
1.2.1 Formal Project
5(1)
1.2.2 Semiformal Project
5(1)
1.2.3 Informal Project
6(1)
1.3 Traditional Project Management
6(11)
1.3.1 Scope
7(1)
1.3.2 Deliverables/Outcomes
8(1)
1.3.3 Requirements
8(1)
1.3.4 Approach
8(1)
1.3.5 Organization
9(3)
1.3.6 Schedule
12(1)
1.3.7 Budget
13(1)
1.3.8 Risk Management
13(1)
1.3.9 Performance Measurement
14(1)
1.3.10 Communications
15(2)
1.4 Flexible Project Management
17(4)
1.4.1 Types of Flexible Development
19(1)
1.4.2 Key Components
20(1)
1.5 Program Management
21(2)
1.6 Portfolio Management
23(4)
1.7 The Hierarchy of Project versus Program versus Portfolio Management
27(2)
1.7.1 Apply Now
28(1)
1.8 Life Cycle Approach to Project Management
29(4)
1.8.1 Life Cycle Approach and R&D
29(4)
1.8.1.1 Research Phase
30(1)
1.8.1.2 Development Phase
31(1)
1.8.1.3 Control Phase
32(1)
1.8.2 Apply Now
33(1)
1.9 Case Study: Explorers Connect Website Development Project
33(10)
1.9.1 Background
33(2)
1.9.2 Life Cycle Perspective
35(2)
1.9.3 Project Management
37(4)
1.9.3.1 Scope
37(1)
1.9.3.2 Deliverables/Outcomes
38(1)
1.9.3.3 Requirements
38(1)
1.9.3.4 Approach
38(1)
1.9.3.5 Organization
39(1)
1.9.3.6 Schedule
39(1)
1.9.3.7 Budget
39(1)
1.9.3.8 Risks and Mitigation Plan
39(1)
1.9.3.9 Performance Management
40(1)
1.9.3.10 Communications
40(1)
1.9.4 Outcomes
41(2)
1.9.4.1 Critical Branch Points
41(1)
1.9.4.2 Leadership
42(1)
1.9.4.3 Lessons Learned
42(1)
1.9.5 Case Analysis
43(1)
1.10 Key Point Summary
43(4)
1.10.1 Key Concepts
44(1)
1.10.2 Key Terms
45(2)
1.11 Apply Now
47(3)
References
50(1)
Chapter 2 Project Management as an Enabler 51(62)
2.1 Traditional Project Management
53(2)
2.2 R&D Project Management
55(2)
2.3 Disciplines That Complement Project Management
57(30)
2.3.1 Flexible Methods
59(7)
2.3.1.1 Spiral Development
61(2)
2.3.1.2 Agile Method
63(3)
2.3.2 Management Frameworks
66(3)
2.3.2.1 Scrum
67(1)
2.3.2.2 Unified Process
67(1)
2.3.2.3 Dynamic Systems Development Method
68(1)
2.3.2.4 Product Lifecycle Management
68(1)
2.3.3 Apply Now
69(1)
2.3.4 Systems Engineering
70(13)
2.3.4.1 Systems Engineering Management Processes
71(7)
2.3.4.2 Systems Engineering Technical Processes
78(5)
2.3.5 Industrial Engineering
83(1)
2.3.6 Complementary Disciplines' Value on R&D Projects
84(3)
2.3.7 Apply Now
87(1)
2.4 Driving Innovation with Project Management
87(3)
2.5 Case Study: The Design, Build, and Flight Test of a MIG-31 Model Aircraft
90(18)
2.5.1 Background
90(1)
2.5.2 Life Cycle Perspective
90(13)
2.5.2.1 Design
91(4)
2.5.2.2 Initial Build 92
95(2)
2.5.2.3 Flight Test #1
97(1)
2.5.2.4 Flight Test #2
97(4)
2.5.2.5 Flight Test #3
101(2)
2.5.3 Project Management
103(1)
2.5.4 Project Integration and Systems Engineering Challenges
104(1)
2.5.5 Outcomes
105(1)
2.5.6 Lessons Learned
105(2)
2.5.6.1 Selected R&D Challenges
106(1)
2.5.6.2 Selected Programmatic Challenges
107(1)
2.5.7 Case Analysis
107(1)
2.6 Key Point Summary
108(2)
2.6.1 Key Concepts
108(1)
2.6.2 Key Terms
109(1)
2.7 Apply Now
110(2)
References
112(1)
Chapter 3 Bounding the Creative Spaces 113(54)
3.1 Elements of R&D
115(16)
3.1.1 Research
115(9)
3.1.1.1 Research Methods
117(5)
3.1.1.2 Apply Now
122(1)
3.1.1.3 Typical Steps in Research
123(1)
3.1.2 Development
124(6)
3.1.2.1 Development Methods
126(3)
3.1.2.2 Typical Steps in Development
129(1)
3.1.3 R&D Projects versus Other Projects
130(1)
3.2 Elements of Innovation
131(4)
3.2.1 Innovation versus Other Types of Projects
132(3)
3.2.1.1 Innovation versus R&D
133(1)
3.2.1.2 Innovation versus Invention
134(1)
3.2.1.3 Innovation versus Creative Projects
134(1)
3.3 Project Management Approach for R&D
135(16)
3.3.1 R&D Project Leadership
137(2)
3.3.1.1 Special Considerations: Project Leadership
139(1)
3.3.2 R&D Project Definition
139(5)
3.3.2.1 R&D Project Plan: Project Definition
140(3)
3.3.2.2 Special Considerations: Project Definition
143(1)
3.3.3 R&D Project Planning
144(4)
3.3.3.1 R&D Project Plan: Project Planning
144(3)
3.3.3.2 Special Considerations: Project Planning
147(1)
3.3.4 R&D Project Controls
148(3)
3.3.4.1 Special Considerations: Project Controls
151(1)
3.4 Project Management Approach for Innovation
151(3)
3.4.1 Innovation Project Leadership
152(1)
3.4.2 Innovation Project Definition
153(1)
3.4.3 Innovation Project Planning
153(1)
3.4.4 Innovation Project Controls
153(1)
3.5 Case Study: Mars Environmental Capability Assessment (MECA) Project
154(7)
3.5.1 Background
154(1)
3.5.2 Life Cycle Perspective
155(1)
3.5.3 Project Management
156(2)
3.5.4 Outcomes
158(1)
3.5.5 Lessons Learned
159(2)
3.5.5.1 Selected R&D Challenges
159(1)
3.5.5.2 Selected Programmatic Challenges
160(1)
3.6 Case Analysis
161(1)
3.7 Key Point Summary
161(3)
3.7.1 Key Concepts
162(1)
3.7.2 Key Terms
163(1)
3.8 Apply Now
164(1)
References
164(3)
Chapter 4 Measuring Success 167(76)
4.1 Defining Success
169(7)
4.1.1 Essential Foundations
170(4)
4.1.1.1 Project Manager
170(1)
4.1.1.2 Communications
171(2)
4.1.1.3 Project Baseline
173(1)
4.1.2 Definitions of Success across Disciplines
174(2)
4.2 Types of Measurements
176(4)
4.2.1 Measures versus Metrics
177(3)
4.3 Governance
180(3)
4.3.1 Change Management
181(1)
4.3.2 Configuration Management
182(1)
4.4 Trend and Variance Analysis
183(19)
4.4.1 Technical Performance
186(4)
4.4.2 Schedule Performance
190(4)
4.4.3 Budget Performance
194(6)
4.4.4 Risk Management
200(1)
4.4.5 Resources Allocation
200(1)
4.4.6 Outcomes
201(1)
4.5 Test, Verification, and Validation
202(3)
4.6 Reviews
205(7)
4.6.1 Management Reviews
206(1)
4.6.2 Audit Reviews
206(1)
4.6.3 Information Reviews
207(1)
4.6.4 Peer Reviews
207(4)
4.6.4.1 Requirements Reviews
208(1)
4.6.4.2 Design Reviews
209(1)
4.6.4.3 Verification Reviews
210(1)
4.6.5 Phase, Decision Point, or Gate Reviews
211(1)
4.6.6 After-Action, Retrospective, Reflective, and Postmortem Reviews
211(1)
4.7 Quality
212(8)
4.7.1 Quality Metrics
216(1)
4.7.2 Quality Inspection and Audit
216(1)
4.7.3 Benchmarking
217(1)
4.7.4 Statistical Modeling and Analysis
217(1)
4.7.5 Quality Controls
217(5)
4.7.5.1 Quality Tools
218(2)
4.8 Technical Readiness
220(2)
4.9 Case Study: Trekking the Planet-Bringing Geography to Life
222(11)
4.9.1 Background
222(1)
4.9.2 Life Cycle Perspective
223(1)
4.9.3 Project Management
223(7)
4.9.3.1 Defining the Scope
224(1)
4.9.3.2 Develop the Objectives
224(1)
4.9.3.3 Identify the Requirements
224(1)
4.9.3.4 Outline the Deliverables
225(1)
4.9.3.5 Develop the Schedule
226(1)
4.9.3.6 Develop the Budget
227(1)
4.9.3.7 Develop Risks and Mitigation Plan
228(2)
4.9.3.8 Develop a Contingency Plan
230(1)
4.9.3.9 Critical Branch Points
230(1)
4.9.4 Outcomes
230(2)
4.9.5 Lessons Learned
232(1)
4.9.6 Case Analysis
232(1)
4.10 Key Point Summary
233(6)
4.10.1 Key Concepts
233(2)
4.10.2 Key Terms
235(4)
4.11 Apply Now
239(2)
References
241(2)
Chapter 5 Building Blocks to Success 243(60)
5.1 Key Objectives
244(1)
5.2 Measurements for Different Project Types
245(16)
5.2.1 Basic and Applied Research Measures
246(7)
5.2.2 Development Measures
253(3)
5.2.3 Innovation Measures
256(2)
5.2.4 Production Measures
258(3)
5.2.5 Apply Now Measures
261(1)
5.3 Measurements for R&D Projects
261(13)
5.3.1 Essential Measurements
266(5)
5.3.2 Implementing the Techniques
271(1)
5.3.3 Metrics for R&D
272(2)
5.3.3.1 Apply Now
273(1)
5.4 Measuring R&D Performance
274(11)
5.4.1 Documentation
275(1)
5.4.2 Budget and Schedule
276(1)
5.4.3 Outcomes
276(3)
5.4.3.1 Apply Now
278(1)
5.4.4 Change and Configuration Management
279(1)
5.4.5 Risk Management
280(1)
5.4.6 Reviews
281(2)
5.4.7 Quality
283(1)
5.4.8 Leadership
284(1)
5.4.9 Communications
284(1)
5.5 Case Study: Flower Circles and Watercolours Project
285(13)
5.5.1 Background
285(3)
5.5.2 Life Cycle Perspective
288(1)
5.5.3 Project Management
288(4)
5.5.3.1 Defining the Scope
288(1)
5.5.3.2 Develop the Objectives
289(1)
5.5.3.3 Identify the Requirements
289(1)
5.5.3.4 Outline the Deliverables
290(1)
5.5.3.5 Develop the Schedule
291(1)
5.5.3.6 Develop the Budget
291(1)
5.5.3.7 Develop Risks and Mitigation Plan
291(1)
5.5.3.8 Critical Branch Points
291(1)
5.5.4 Outcomes
292(4)
5.5.4.1 Defining Success
292(1)
5.5.4.2 Types of Measures Used
292(1)
5.5.4.3 Governance
293(1)
5.5.4.4 Trends and Variances
293(1)
5.5.4.5 Test, Verification, and Validation
294(1)
5.5.4.6 Reviews
294(1)
5.5.4.7 Quality
294(1)
5.5.4.8 Controlled Progression
295(1)
5.5.4.9 Leadership
295(1)
5.5.4.10 Communications
295(1)
5.5.5 Lessons Learned
296(1)
5.5.6 Case Analysis
296(2)
5.6 Key Point Summary
298(1)
5.6.1 Key Concepts
298(1)
5.6.2 Key Terms
299(1)
5.7 Apply Now
299(2)
References
301(2)
Chapter 6 Overcoming Obstacles 303(68)
6.1 Risk Management
307(5)
6.1.1 Risk Management Processes
308(2)
6.1.2 Risk Management Plan
310(2)
6.2 Risk at the Project Level
312(19)
6.2.1 Identification of Risk
313(3)
6.2.2 Risk Assessment
316(6)
6.2.3 Responses
322(3)
6.2.4 Mitigation
325(4)
6.2.5 Monitoring and Change Control
329(1)
6.2.6 Apply Now
329(2)
6.3 Risk at the Program Level
331(1)
6.4 Risk at the Portfolio Level
331(11)
6.4.1 Compiling
334(1)
6.4.2 Assessing
335(4)
6.4.3 Downselecting
339(2)
6.4.4 Apply Now
341(1)
6.5 Essential Risk Management for R&D
342(5)
6.5.1 R&D Risk Plan and Approach
345(1)
6.5.2 R&D Risk Decision Support
345(2)
6.5.3 R&D Risk Responses and Mitigation
347(1)
6.5.4 R&D Risk Monitoring and Change Control
347(1)
6.6 Case Study: LEGO® Mindstorms®
347(18)
6.6.1 Background
348(2)
6.6.2 Life Cycle Perspective
350(1)
6.6.3 Project Management
351(5)
6.6.3.1 Defining the Scope
352(1)
6.6.3.2 Develop the Objectives
353(1)
6.6.3.3 Identify the Requirements
353(1)
6.6.3.4 Outline the Deliverables
354(1)
6.6.3.5 Develop the Project Schedule
354(1)
6.6.3.6 Develop the Budget
354(1)
6.6.3.7 Develop Risks and Mitigation Plan
355(1)
6.6.3.8 Critical Branch Points
356(1)
6.6.4 Outcomes
356(6)
6.6.4.1 Defining Success
357(1)
6.6.4.2 Types of Measures Used
358(1)
6.6.4.3 Governance
358(1)
6.6.4.4 Trends and Variances
358(1)
6.6.4.5 Test, Verification, and Validation
359(1)
6.6.4.6 Reviews
359(1)
6.6.4.7 Quality
360(1)
6.6.4.8 Controlled Progression
360(1)
6.6.4.9 Leadership
361(1)
6.6.4.10 Communications
362(1)
6.6.5 Lessons Learned
362(1)
6.6.6 Case Analysis
363(2)
6.7 Key Point Summary
365(1)
6.7.1 Key Concepts
365(1)
6.7.2 Key Terms
366(1)
6.8 Apply Now
366(2)
References
368(3)
Chapter 7 Facilitating the Creative Team 371(54)
7.1 Leading the R&D Team
374(6)
7.1.1 R&D Project Management
374(6)
7.1.1.1 The Leadership Role
375(4)
7.1.1.2 Apply Now
379(1)
7.1.1.3 The Management Role
379(1)
7.2 Managing the Workforce
380(7)
7.2.1 Staff Selection and Diversity
381(1)
7.2.2 Team Building Activities
382(1)
7.2.3 Objectives Alignment
383(1)
7.2.4 Workforce Sharing
384(1)
7.2.5 Team Evolution
384(1)
7.2.6 Apply Now
385(2)
7.3 Optimizing the R&D Output
387(12)
7.3.1 Organizational Alignment
387(2)
7.3.2 Learning Environment
389(6)
7.3.2.1 Free Time
389(2)
7.3.2.2 Free Speech
391(1)
7.3.2.3 Focus on Outcomes
392(2)
7.3.2.4 Creative Physical Environment
394(1)
7.3.2.5 Performance Incentives
395(1)
7.3.2.6 Apply Now
395(1)
7.3.3 Accountability and Responsibility
395(4)
7.3.3.1 Commitment
397(1)
7.3.3.2 Responsibility
397(1)
7.3.3.3 Fortitude
398(1)
7.4 Project Management for Specific Disciplines
399(4)
7.4.1 Researcher or Scientist R&D
400(1)
7.4.2 Artistic R&D
401(1)
7.4.3 Engineer R&D
402(1)
7.4.4 Software R&D
402(1)
7.5 Case Study: Adventure Day Camps on the Shores of Lake Grapevine
403(17)
7.5.1 Background
403(3)
7.5.2 Life Cycle Perspective
406(1)
7.5.3 Project Management
406(6)
7.5.3.1 Defining the Scope
407(1)
7.5.3.2 Develop the Objectives
408(1)
7.5.3.3 Identify the Requirements
408(1)
7.5.3.4 Outline the Deliverables
409(1)
7.5.3.5 Develop the Project Schedule
410(1)
7.5.3.6 Develop the Budget
410(1)
7.5.3.7 Develop Risks and Mitigation Plan
410(2)
7.5.3.8 Critical Branch Points
412(1)
7.5.4 Outcomes
412(5)
7.5.4.1 Defining Success
412(1)
7.5.4.2 Types of Measures Used
413(1)
7.5.4.3 Governance
414(1)
7.5.4.4 Trends and Variances
415(1)
7.5.4.5 Test, Verification, and Validation
415(1)
7.5.4.6 Reviews
415(1)
7.5.4.7 Quality
415(1)
7.5.4.8 Controlled Progression
416(1)
7.5.4.9 Leadership
416(1)
7.5.4.10 Communications
417(1)
7.5.5 Lessons Learned
417(2)
7.5.6 Case Analysis
419(1)
7.6 Key Point Summary
420(2)
7.6.1 Key Concepts
421(1)
7.6.2 Key Terms
421(1)
7.7 Apply Now
422(1)
References
422(3)
Chapter 8 Process Steps for the R&D Project 425(14)
8.1 Project Fit, Alignment, and Approach (Steps 1 and 2)
426(1)
8.2 Elements of Complementary Disciplines (Step 3)
427(1)
8.3 Facilitate the Type of R&D Project (Step 4)
428(1)
8.4 Project Management and Systems Engineering Documents (Steps 5 and 6)
429(1)
8.5 Project Baseline and Measurements (Step 7)
430(2)
8.6 Active Management (Step 8)
432(1)
8.7 Mitigate Risks and Seize Opportunities (Step 9)
433(3)
8.8 Facilitate and Support the R&D Team (Step 10)
436(3)
Appendix A: Key Terms 439(12)
Appendix B: Abbreviations/Acronyms 451(4)
Bibliography 455(4)
Index 459
Lory Mitchell Wingate has achieved notable success in program and project management within policy research, aerospace engineering, production and support, and scientific research organizations. With over 25 years of experience in both for-profit and non-profit companies, Wingate possesses detailed knowledge and expertise in project management and has developed a strong method for combining the best practices from several disciplines into a winning formula for the management of research and development.

She has an MBA in information technology management, and is a Certified Project Management Professional (PMP®). Wingates area of expertise is in project management, program management, and systems engineering, and she actively pursues opportunities to present training workshops and materials associated with her areas of expertise.