Firms make significant investments in r&dprojects, yet the economic return is often difficult to predict because of significant technological and commercial uncertainty We present an innovative and practical meth...
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Firms make significant investments in r&dprojects, yet the economic return is often difficult to predict because of significant technological and commercial uncertainty We present an innovative and practical method for managing r&dprojects, and we discuss its application to a large r&d investment by Philips Lighting. The method, which we call the project portfolio option-value (PPO) method, provides an innovative way to represent, discuss, and value uncertainty in r&dprojects. The PPO method is not about "perfect" or "complete" valuation models, but rather about providing a comprehensive but not-too-detailed view of major challenges and key criteria for success. The method is designed for a complex setting in which many uncertainties exist about technology and the market;in which the order in which uncertainties are resolved anddecisions will be made cannot be specified in advance;in which interdependencies exist among r&dprojects;and where transparency is vital.
The CELESC r&dmanagement Systems is a case-based system for information management andretrieval associated with an ontological process of knowledge representation. The system was built to support r&dproject...
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ISBN:
(纸本)9783642154010
The CELESC r&dmanagement Systems is a case-based system for information management andretrieval associated with an ontological process of knowledge representation. The system was built to support r&d project management and was developed inside CELESC Company, to meet requirements of XML information standards of the National Agency for Electric Energy Companies (ANEEL). The database system has projects developed since 2001, inside CELESC. developed for web environments, the system allows a wide knowledge diffusion of its content andresults.
Information processing theory suggests the need fordifferent types of integration mechanisms in r&dprojectmanagementdepending on levels of uncertainty and equivocality. This paper examines the use of these mec...
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Information processing theory suggests the need fordifferent types of integration mechanisms in r&d project managementdepending on levels of uncertainty and equivocality. This paper examines the use of these mechanisms and their links to project performance in a sample of 121 r&dprojects in a large research laboratory. Overall, it is found that formal leadership, planning and process specification, and to a lesser extent information technology use are related to project performance while the positive effects of horizontal structures are apparently balanced out by their costs. The integration mechanisms studied act on performance partly through their effect on horizontal communications. Modest support was found for the contingency hypotheses derived from information processing theory. It appears that managers adjusted their use of horizontal structures, planning and process specification, and informal leadership to project uncertainty but not to project equivocality. The positive effects of horizontal communications on performance were found to be greatest under high project equivocality as would be predicted by information processing arguments. Moreover, with the exception of formal leadership, the use of integration mechanisms did not enhance performance in contexts of low uncertainty and low equivocality, (C) 2000 Elsevier Science B.V. All rights reserved.
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