project management for research and development

Best Practices and Advances in Program Management Project Management for Research and Development Guiding Innovation for Positive R&D Outcomes Lory Mitchell Wingate Project Management for Research and Development Guiding Innovation for Positive R&D Outcomes Best Practices and Advances in Program Management Series Series Editor Ginger Levin RECENTLY PUBLISHED TITLES Project Management for Research and Development: Guiding Innovation for Positive R&D Outcomes Lory Mitchell Wingate The Essential Program Management Office Gary Hamilton The Influential Project Manager: Winning Over Team Members and Stakeholders Alfonso Bucero Program Governance Muhammad Ehsan Khan Program Management Leadership: Creating Successful Team Dynamics Mark C Bojeun Successful Program Management: Complexity Theory, Communication, and Leadership Wanda Curlee and Robert Lee Gordon From Projects to Programs: A Project Manager’s Journey Samir Penkar Sustainable Program Management Gregory T Haugan Leading Virtual Project Teams: Adapting Leadership Theories and Communications Techniques to 21st Century Organizations Margaret R Lee Applying Guiding Principles of Effective Program Delivery Kerry R Wills Construction Program Management Joseph Delaney Implementing Program Management: Templates and Forms Aligned with the Standard for Program Management, Third Edition (2013) and Other Best Practices Ginger Levin and Allen R Green Project Management for Research and Development Guiding Innovation for Positive R&D Outcomes Lory Mitchell Wingate CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2015 by Lory Mitchell Wingate CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S Government works Version Date: 20140418 International Standard Book Number-13: 978-1-4665-9630-6 (eBook - PDF) This book contains information obtained from authentic and highly regarded sources Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint Except as permitted under U.S Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers For permission to photocopy or use material electronically from this work, please access www.copyright com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400 CCC is a not-for-profit organization that provides licenses and registration for a variety of users For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com Dedicated to all creative and innovative individuals who have a desire to learn Contents List of Figures .xix List of Tables xxiii Preface xxv Acknowledgments xxvii About the Author xxix Introduction xxxi Chapter Project Management Approaches 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 Nature of Projects Formality of Project Management 1.2.1 Formal Project 1.2.2 Semiformal Project .5 1.2.3 Informal Project Traditional Project Management 1.3.1 Scope .7 1.3.2 Deliverables/Outcomes 1.3.3 Requirements 1.3.4 Approach .8 1.3.5 Organization .9 1.3.6 Schedule .12 1.3.7 Budget 13 1.3.8 Risk Management .13 1.3.9 Performance Measurement .14 1.3.10 Communications 15 Flexible Project Management .17 1.4.1 Types of Flexible Development .19 1.4.2 Key Components 20 Program Management 21 Portfolio Management 23 The Hierarchy of Project versus Program versus Portfolio Management 27 1.7.1 Apply Now 28 Life Cycle Approach to Project Management 29 vii viii • Contents 1.8.1 Life Cycle Approach and R&D .29 1.8.1.1 Research Phase 30 1.8.1.2 Development Phase 31 1.8.1.3 Control Phase 32 1.8.2  Apply Now 33 1.9 Case Study: Explorers Connect Website Development Project .33 1.9.1 Background .33 1.9.2 Life Cycle Perspective 35 1.9.3 Project Management 37 1.9.3.1 Scope 37 1.9.3.2 Deliverables/Outcomes 38 1.9.3.3 Requirements .38 1.9.3.4 Approach 38 1.9.3.5 Organization 39 1.9.3.6 Schedule 39 1.9.3.7 Budget 39 1.9.3.8 Risks and Mitigation Plan .39 1.9.3.9 Performance Management 40 1.9.3.10 Communications 40 1.9.4 Outcomes 41 1.9.4.1 Critical Branch Points 41 1.9.4.2 Leadership 42 1.9.4.3 Lessons Learned 42 1.9.5 Case Analysis 43 1.10 Key Point Summary 43 1.10.1 Key Concepts 44 1.10.2 Key Terms 45 1.11 Apply Now 47 References 50 Chapter Project Management as an Enabler 51 2.1 2.2 2.3 Traditional Project Management 53 R&D Project Management 55 Disciplines That Complement Project Management 57 2.3.1 Flexible Methods 59 2.3.1.1 Spiral Development 61 446 • Appendix A • • • • • • • • • • • • • • ber of labor hours associated with the project and dividing it by the number of hours available for an employee to work in a year Governance: Activities that help control the progress of the project to keep it on course Informal review: Generally called by an individual with internal reviewers, does not follow an agenda and results are not captured or reported Conducted for specific purpose or as needed Information reviews: Assessment of the available project information, where it is contained or archived, how it is accessed, and details of the retention strategy Key performance indicators (KPIs): The key measures of success for the project Management reserve: Amount of project funding held aside to address unanticipated needs that emerge during the course of the project Management review: A review to determine status so as to make decisions about future activities or direction Materials, equipment, and services (ME&S): Activities that are not labor related within a project Generally include facilities, procurements of hardware, software, and services Measures: Usually refers to measurements that are quantitative and objective Measures are used as an input to metrics Measures of effectiveness (MOEs): Define how well the implemented technical requirements are expected to meet the intent of the stakeholder for its use in an operational environment Measures of performance (MOPs): Define how well the implemented technical requirements meet the intent of the specifications Metrics: Qualitative and quantitative data compiled into information that represents a measurement of progress made against an expected set of parameters Operational readiness review (ORR): Establishes that the system is ready to be delivered and that all documentation, training, and operating procedures are of the appropriate quality and are available Peer review: A review performed by individuals who hold a comparable position, have similar credentials, or are otherwise comparable in knowledge and expertise to those who originally performed the work that is undergoing review Performance measurement baseline (PMB): The aggregate of all the authorized budgets in the project control accounts (CAs) is the project management baseline Appendix A • 447 • Phase review: Also referred to as decision point, or gate review, is a review completed by a panel of internal and/or external participants who review the project materials and make a determination if the project is ready to move forward to the next phase • Planned value (PV): In EVM, the budget authorized for scheduled work • Preliminary design review (PDR): Confirms that the preliminary design of the system is consistent with the specifications, that the risks have been formally addressed, and that the system can move forward in development • Production readiness review (PRR): Incremental reviews, held for each subsystem, as the design evolves and is successfully tested, to ensure that the design is ready for production and that production planning is complete and sufficient to produce the design • Quality controls: Refers to the conformance of the design to the requirements and specifications and to the value as seen by the stakeholders • Schedule performance: A schedule is developed using a buildup from the tasks that will be performed, the start and finish dates, and the critical path, and identification of the individuals assigned to perform the tasks • Schedule performance index (SPI): In EVM, the metric that reflects the measurement of all baselined project work against actual performed work, calculated using a formula where SPI = EV/PV • Schedule variance (SV): In EVM, the difference between where schedule performance should be at a given time and where one actually is, calculated by the formula SV = EV – PV • Semiformal review: A planned event to review a project activity by a group of subject matter expert reviewers for the purpose of identifying risk Can be held with a group of internal reviewers, but typically would utilize a combination of internal and external reviewers • System acceptance review (SAR): Reviews the end products of the previous phases of development and production and validates that the system as a whole is consistent with the stakeholders’ expectations • System design review (SDR): A review of the system definition as relates to the system characteristics and configuration items • System functional review (SFR): An assessment of analysis, trade studies, and modeling and simulation results that support the lowerlevel elements associated with the system • System verification review (SVR): Assesses readiness of the design for production in terms of completion and performance during 448 • Appendix A • • • • • • • • • test planning, risks within the production plan, cost estimates for production, and general feasibility of completing the production as planned Systems engineering management plan (SEMP): A standard document that compiles information about the requirements and specifications, outlines configuration control procedures and baseline management, interface control documents, and subsystem and component information Systems engineering master schedule (SEMS): Document within the SEMP, which identifies actual milestones of demonstrations, reviews, or other important verification events Systems requirement review (SRR): Confirms that the operational requirements and design criteria have been converted to technical requirements and that they are understood well enough to establish an initial baseline Technical performance measures (TPM): The physical or functional attributes of the technology that ensure that the system, product, or process meets the requirements and specifications as written Technical readiness levels (TRL): A sequential process to evaluate technological evolution and manage the movement through the life cycle Test readiness review (TRR): Ensures that test objectives and procedures are coordinated and ready to proceed and that they comply with the test plan To-complete performance index (TCPI): In EVM, calculated to identify the expected actual cost to finish the work TCPI is calculated two ways: TCPI = (BAC – EV)/(BAC – AC) or TCPI = (BAC – EV)/ (EAC – AC) Trend analysis: The review of historical data and a forecast of future data, generally based on past performance Variance analysis: A technique for assessing the degree of difference between what was baselined and what was actually performed Chapter • Compliance matrix: A matrix that describes what each stakeholder will get from the project and independently obtains confirmation that the capability is as planned • Project book: Also called a research book or a shared board, it is a common document that is shared by the team used to document Appendix A • 449 R&D activity containing enough detail that one could recreate the exact experiments and tests at that point and obtain the same results • N2 chart: A framework to identify and tabulate functional and physical interfaces Chapter • Active management: The act of reviewing project and risk activity on an ongoing, repetitive basis in order to make thoughtful adjustments in an effort to optimize project outcomes • Cost risk: The risk of exceeding the available budget • Risk management: The processes and tools that are used to identify, assess, mitigate, and monitor or control the overall environment from where the risks emerge and could potentially impact the project throughout its life cycle • Risk management plan: A vital document used to describe how risk will be addressed and managed on a project • Risk mitigation: Risk mitigation is the action of methodically reducing the exposure to a risk and/or the reduction of the probability that the risk will occur • Schedule risk: A risk that scheduled milestones will be missed • Technical risk: A risk that technical specifications will not be met Chapter • Force multiplier: Refers to something that dramatically betters the effectiveness of something else, more than the sum of the activities • High-performance team: Teams that achieve superior results • Incentives: Something used to motivate an individual • Individual contributor: An individual who does not have managerial responsibilities • Leadership: The act of inspiring the achievement of project outcomes • Organizational structure: The hierarchical arraignment of an organization that describes reporting relationships • Team dynamics: How team members interact with each other • Technical leader: An individual who typically does not lead team members, but focuses instead on driving technology initiatives Appendix B ABBREVIATIONS/ACRONYMS AAR:  After-action review AC:  Actual cost ASD:  Adaptive software development ASR:  Alternative systems review BAC:  Budget at completion BOE: Basis-of-estimate CCB:  Change Control Board CDR:  Critical design review CI:  Composite index CPI:  Cost performance indicator CSA:  Configuration status accounting CV:  Cost variance DSDM:  Dynamic Systems Development Method EAC:  Estimate at completion ES:  Earned schedule ETC:  Estimate to complete EV:  Earned value EVM:  Earned value management EVO:  Evolutionary project management FDD:  Feature-driven development FIRST®:  For Inspiration and Recognition of Science and Technology FTE:  Full-time equivalent ICD:  Interface control documents I:  Impact index INCOSE:  International Council on Systems Engineering ISO1:  International Organization for Standardization JPL:  Jet Propulsion Laboratory KPI:  Key performance indicators KPP:  Key performance parameters LCD:  Liquid crystal display ME&S:  Materials, equipment, and services 451 452 • Appendix B MECA:  Mars Environmental Capability Assessment MIT:  Massachusetts Institute of Technology MOE:  Measures of effectiveness MOP:  Measures of performance MR:  Management reserve MSP’01:  Mars Surveyor Program 2001 NASA:  National Aeronautics and Space Administration ORR:  Operational readiness review PDR:  Preliminary design review PDSA2: Plan-Do-Study-Act PI:  Probability index PLM:  Product life cycle management PMB:  Performance measurement baseline PMBOK®:  Project Management Body of Knowledge PMO:  Project management office POC:  Point of contact PRR:  Production readiness review PSP:  Personal software process PV:  Planned value RAD:  Rapid application development RCX3:  Robotic Command eXplorers RTF: Ready-to-fly RUP:  Rational unified process R&D:  Research and development SAR:  System acceptance review SDR:  System design review SEMP:  Systems engineering management plan SEMS:  Systems engineering master schedule SFR:  System functional review SPI:  Schedule performance index SRR:  Systems requirement review SV:  Schedule variance SVR:  System verification review SWOT:  Strengths, weaknesses, opportunities, and threats TCPI:  To-complete performance index TPM:  Technical performance measurements TQM4:  Total quality management TRL5:  Technical readiness levels TRR:  Test readiness review Appendix B • 453 TSP:  Team software process UK:  United Kingdom VP:  Vice president WBS:  Work breakdown structure XP:  Extreme programming REFERENCES ISO Standards 2013 International Organization for Standardization Online at http://www.iso.org/iso/home/standards.htm (accessed 12/5/2013) Deming, W E 1952 Elementary principles of the statistical control of quality: A series of lectures, 2nd ed Tokyo: Nippon Kagaku Gijutsu Remmei Baum, D 2002 Definitive guide to LEGO Mindstorms, 2nd ed Berkeley, CA: Apress Deming, W E 1986 Out of the crisis Cambridge, MA: MIT Press Department of Defense Management College 2001 Systems engineering fundamentals (Supplementary text prepared by the Defense Acquisition University Press, Ft Belvoir, VA.) Bibliography American Society for Quality 2008 ANSI/ISO/ASQ Q9001-2008 Quality management systems—Requirements Milwaukee, WI: American Society for Quality (ASQ) Aristotle 2001 Posterior analytics In The basic works of Aristotle (Reprint ed.), ed R Mckeon New York: Modern Library Bacon, F 1620 The new organon or true directions concerning the interpretation of nature Maintained by the Constitution Society Online at: http://www.constitution.org/ bacon/nov_org.htm (accessed December 14, 2013) Baum, D 2002 Definitive guide to LEGO® MINDSTORMS®, 2nd ed Berkeley, CA: Apress Beck, K 2000 Extreme programming explained: Embrace change Boston: AddisonWesley Professional Beck, K., M Beedle, A van Bennekum, A Cockburn, W Cunningham, M Fowler, J Greening, J Highsmith, A Hunt, R Jeffries, J Kern, B Marick, R C Martin, S Mellor, K Schwaber, J Sutherland, and D Thomas 2001 Manifesto for Agile software development Agile Alliance Online at: http://agilemanifesto.org/(accessed December 8, 2013) Benington, H D 2008 Production of large computer programs IEEE Annals of the History of Computing 5: (4): 350–361 Bernard, A., L Rivest, and D Dutta, eds 2013 Product lifecycle management for society Paper presented at the 10th IFIP WG 5.1 International Conference, PLM, Nantes, France Boehm, B.W 1986 A spiral model of software development and enhancement ACM SIGSOFT Software Engineering Notes, ACM 11 (4): 14–24 Briggs, A T., and S Watt 2001 Technology and research parks: MBA report on the impacts of national information technology environments on business Washington, D.C.: American University Online at: http://www1.american.edu/carmel/ab5293a/ Evaluation/evaluation.htm (accessed December 8, 2013) Buehler, M G., L J Cheng, O Orient, D P Martin, R H Gompf, C I Calle, J A Bayliss, and J L Rauwerdink 2000 From order to flight in eighteen months: The MECA/electrometer case study Paper presented at the IEEE Aerospace Conference, Big Sky, MT CMMI Product Team 2008 CMMI® for development, vol 1.3 Pittsburgh, PA: Software Engineering Institute Online at: http://www.sei.cmu.edu/reports/10tr033.pdf (accessed 12/5/2013) Coad, P., E Lefebvre, and J De Luca 1999 Java modeling in color with UML: Enterprise components and process Upper Saddle River, NJ.: Prentice Hall–PTR Cockburn, A 2004 Crystal clear: A human-powered methodology for small teams Boston: Addison-Wesley Professional Coleman, G., and R Verbruggen 1998 A quality software process for rapid application development Software Quality Journal (2): 107–122 Creswell, J W 2013 Research design: Qualitative, quantitative, and mixed methods approaches, 4th ed Thousand Oaks, CA: Sage Publications, Inc Defense Acquisition University 2001 Systems engineering fundamentals Fort Belvoir, VA: Defense Acquisition University Press Defense Systems Management College 1997 Earned value management textbook Fort Belvoir, VA.: Defense Systems Management College 455 456 • Bibliography Deming, W E 1986 Out of the crisis Cambridge, MA: MIT Press Deming, W E 1952 Elementary principles of the statistical control of quality: A series of lectures, 2nd ed Tokyo: Nippon Kagaku Gijutsu Renmei Dewar, R D., and J E Dutton 1986 The adoption of radical and incremental innovations: An empirical analysis Management Science 32 (11): 1422–1433 Diemer, H 1915 Industrial organization and management Chicago: LaSalle Extension University Online at: http://archive.org/stream/industrialorgani00diem/industrialorgani00diem_djvu.txt (accessed December 13, 2013) Drucker, P F 1993 Management: Tasks, responsibilities, practices New York: Harper Business Fernandes, L 1999 Zowie plays it smart in new $300M toy industry San Francisco Business Times, technology section Online at: http://www.bizjournals.com/sanfrancisco/stories/1999/11/29/newscolumn2.html?page=all (accessed December 8, 2013) FIRST LEGO® League 2013 Robotics program for to 16 year olds Alliance between FIRST® and the LEGO® Group Online at: http://www.firstlegoleague.org/(accessed December 8, 2013) Fleming, Q W., and J M Koppelman 1996 Forecasting the final cost and schedule results PM Network 10 (1): 13–18, Project Management Institute Gilb, T 1999 Evolutionary project management: Advanced theory and practical experiences Paper presented at DC SPIN course, Kolbotn, Norway Gilb, T 1988 Principles of software engineering management Reading, MA: AddisonWesley Longman Goldberg A., and D Robson 1983 Smalltalk-80: The language and its implementation Reading, MA: Addison-Wesley Haskins, C., ed 2011 Systems engineering handbook, ver 3.2.2 San Diego, CA: International Council on Systems Engineering (INCOSE) Highsmith, J A 1999 Adaptive software development: A collaborative approach to managing complex systems New York: Dorset House International Council on Systems Engineering (INCOSE) 1997 Systems engineering primer Online at: http://www.incose.org/ProductsPubs/products/seprimer.aspx (accessed December 8, 2013) International Organization for Standardization 2013 ISO Standards Geneva, Switzerland: International Organization for Standardization Online at: http://www.iso.org/iso/ home/standards.htm (accessed December 5, 2013) International Organization for Standardization/Technical Management Board 2009 ISO 31000:2009 Risk Management—principles and guidelines Distributed through the American National Standards Institute (ANSI), Washington, D.C Jacobson, I., G Booch, and J Rumbaugh 1999 The unified software development process Reading, MA: Addison-Wesley Professional Jet Propulsion Laboratory 1994 Mars Surveyor factsheet Online at: http://tes.asu.edu/ MARS_SURVEYOR/mars_surveyor_info2.2_8_94.html (accessed November 1, 2013) Kindinger, J P 1999 Use of probabilistic cost and schedule analysis results for project budgeting and contingency analysis at Los Alamos National Laboratory Paper presented at the 30th Annual Project Management Institute 1999 Seminars & Symposium Philadelphia, PA Kirk, B 2013 Explorers Connect© Online at: http://www.explorersconnect.com (accessed November 13, 2013) Bibliography • 457 Kounaves, S P., S R Lukow, B P Comeau, M H Hecht, S M Grannan-Feldman, K Manatt, S J West, X Wen, M Frant, and T Gillette 2003 Mars Surveyor Program ’01— Mars environmental compatibility assessment wet chemistry lab: A sensor array for chemical analysis of the Martian soil Journal of Geophysical Research 108 (E7): 5077 Kraft, C.C., Jr 2001 Flight: My Life in Mission Control New York, NY: Penguin Putnam, Inc Kranz, G 2009 Failure is not an option: Mission Control from Mercury to Apollo 13 and beyond New York: Simon & Schuster Lano, R J 1977 The N2 chart TRW document #TRW-SS-77-04 Redondo Beach, CA: TRW, Systems Engineering and Integration Division LEGO® 2003 LEGO company profile Online at: http://aboutus.lego.com/en-us/legogroup/annual-report (accessed December 5, 2013) LEGO® 2013 LEGO company profile Online at: http://aboutus.lego.com/en-us/legogroup/company-profile/(accessed December 5, 2013) LEGO® and NASA 2011 LEGO® bricks in space Education collaboration between LEGO and NASA Online at: http://www.legospace.com/en-us/Default.aspx (accessed December 8, 2013) Levesque, H J., and M Pagnucco 2000 Legolog: Inexpensive experiments in cognitive robotics Paper presented at the proceedings of the Second International Cognitive Robotics Workshop, Berlin, Germany Online at: http://www.cs.toronto.edu/cogrobo/Legolog/ Papers/crw00.pdf (accessed December 5, 2013) Lipke, W 2003 Schedule is different The Measurable News College of Performance Management of the Project Management Institute, Alexandria, VA Lorenz, E N 1963 Deterministic non-periodic flow Journal of the Atmospheric Sciences 20 (2): 130–141 Marshall, J., and C Weitz, eds 1999 Workshop on Mars 2001: Integrated science in preparation for sample return and human exploration LPI Contribution No 991 Houston, TX: Lunar and Planetary Institute Martin, G 2006 Aircraft profile: MiG-31 Foxhound AirForces Monthly Online at: http:// www.airforcesmonthly.com/view_issue.asp?ID=328 (accessed December 8, 2013) Martin, J 1991 RAD, rapid application development New York: Macmillan College Division Maxwell, M 2013 Introduction to the Socratic method and its effect on critical thinking Socratic Method Research Portal Online at: http://www.socraticmethod.net/ (accessed December 14, 2013) Murray, J T, and M J Murray 1996 The year 2000 computing crisis: A millennium date conversion plan, New York: McGraw-Hill National Aeronautics and Space Administration 2007 Systems engineering handbook, vol 1- NASA/SP-2007-6105 Washington, D.C.: NASA National Institute of Standards and Technology 2013 Baldrige Performance Excellence Program Online at: http://www.nist.gov/baldrige/(accessed December 8, 2013) Open Directory Project (DMOZ) 2013 Mindstorms® AOL, Inc Online at: http://www dmoz.org/kids_and_Teens/Sports_and_Hobbies/Toys/Lego/Mindstorms/(accessed December 8, 2013) Organisation for Economic Co-operation and Development 1993 Frascati manual, 5th ed Paris, France: Organisation for Economic Co-operation and Development Publishing Organisation for Economic Co-operation and Development/Statistical Office of the European Communities, Luxembourg 2005 Oslo manual: Guidelines for collecting and interpreting innovation data: The measurement of scientific and technological activities, 3rd ed Paris, France: Organisation for Economic Co-operation and Development Publishing 458 • Bibliography Organisation for Economic Co-operation and Development 2002 Frascati manual 2002— Proposed standard practice for surveys on research and experimental development, The measurement of scientific and technological activities Paris, France: Organisation for Economic Co-operation and Development Publishing Parmenter, D 2010 Key performance indicators (KPI): Developing, implementing, and using winning KPIs, 2nd ed Hoboken, NJ: John Wiley & Sons Patterson, J 2013 Day camp fun! Go outside and play! Colleyville, TX: Adventure Day Camps Online at: http://www.AdventureDayCamps.com (accessed August 15, 2013) Project Management Institute 2013 A guide to the project management body of knowledge (PMBOK guide), 5th ed Newtown Square, PA: Project Management Institute Project Management Institute 2013 Organizational project management maturity model, (OPM3®) Newtown Square, PA: Project Management Institute Project Management Institute 2013 The standard for program management, 3rd ed Newtown Square, PA: Project Management Institute Project Management Institute 2009 Practice standard for project risk management Newtown Square, PA: Project Management Institute Rad, R F., and G Levin 2006 Metrics for project management: Formalized approaches Vienna, VA: Management Concepts, Inc Royce, W 1970 Managing the development of large software systems Paper presented at the proceedings of IEEE WESCON 26 Los Angeles, CA Rumsfeld, D 2002 DoD news briefing—Secretary Rumsfeld and Gen Myers U.S Department of Defense Online at: http://www.defense.gov/transcripts/transcript aspx?transcriptid=2636 (accessed 12/8/13) Schlager, K J 1956 Systems engineering: Key to modern development IRE Transactions Engineering Management EM-3 (3): 64–66 Schwartz, M 1993 High tech art: Chameleon glass KROMA Online at: http://ntrs.nasa.gov/ archive/nasa/casi.ntrs.nasa.gov/20020080952_2002133850.pdf (accessed December 5, 2013) Sutherland, J 1997 Business object design and implementation Paper presented at the OOPSLA ’95 workshop proceedings, October 16, 1995, Austin, TX (London; New York: Springer) Takeuchi, H., and I Nonaka 1986 New new product development game Harvard Business Review 86 (116): 137–146 Tees, Esk, and Wear Valleys, NHS Foundation Trust 2012 Art at Lanchester Road Hospital Online at: http://www.tewv.nhs.uk/About-the-Trust/Our-hospitals/LanchesterRoad/Art-in-hospital/(accessed December 8, 2013) Tewksbury, D., P Moy, and D S Weis 2004 Preparations for Y2K: Revisiting the behavioral component of the third-person effect Journal of Communication 54 (1): 138–155 U.S Department of Defense 1962 DoD and NASA guide: PERT/COST system design Washington, D.C.: U.S Government Printing Office Van Soye, S., and D Van Soye 2013 Trekking the planet Online at: http://www.trekkingthe​ planet.net/(accessed December 9, 2013) Walia, B 2013 The space inBetween Online at: http://www.thespaceinbetween.co.uk/commissions/lanchester_road.html (accessed December 8, 2013) Business & Management / Project Management 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 K20769 an informa business www.crcpress.com 6000 Broken Sound Parkway, NW Suite 300, Boca Raton, FL 33487 711 Third Avenue New York, NY 10017 Park Square, Milton Park Abingdon, Oxon OX14 4RN, UK ISBN: 978-1-4665-9629-0 90000 781466 596290 www.auerbach-publications.com ... Program Management: Templates and Forms Aligned with the Standard for Program Management, Third Edition (2013) and Other Best Practices Ginger Levin and Allen R Green Project Management for Research. .. 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. .. workshops and materials associated with her areas of expertise Project Management for Research and Development provides a set of tools and techniques valuable in managing research and development