Project management in research projects

Huljenić, Darko; Dešić, Saša; Matijašević, Maja

doi:10.1109/contel.2005.185981

Cited by 12 publications

(13 citation statements)

References 2 publications

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“…In most cases the starting point is taken in a community of prospective partners with the same kind of problem and perspective. As Huljeni points out, "in the research project a participant can drastically influence the project goal [5]." This also means that when a project consortium changes during the writing of the proposal, the goal itself might also change.…”

Section: State Of the Artmentioning

confidence: 96%

“…"In terms of requirements, the research project often starts from a discussion about the framework of what will be done, in contrast to development projects where real customer requirements and expectations on outputs are discussed [5]." This is also the distinction between goal-oriented and goal-seeking projects, established by Halldin [4].…”

Section: State Of the Artmentioning

confidence: 99%

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On top of the consortium: Keeping control of consortium-building in ICT R&D programmes

Widforss

Rosqvist

2015

2015 IEEE International Conference on Engineering, Technology and Innovation/ International Technology Management Conference (I

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Research projects in the engineering domain are often performed in partnership between academia and industry. Some kinds of funding presuppose a specific blend and participation of different partners in the projects. The initiator of a project, the prospective consortium leader, thus has to take on board a selection of organisations to meet the requirements from the funding programme or funding body. One usual way is to ask "old friends", partners you know from previous collaboration, but sometimes it is not sufficient to get a well-balanced consortium with sufficient competence and/or country representation. On the European level, there are many attempts to help proposers to build a consortium, often named "brokerage events", "proposer´s days" or the like. These often seem to encourage large consortia, both in principle and in practice. Large consortia can possibly help to be more complementary and well balanced, but there is no evidence that the quality of the project performance or result is better.The encouraged process can be described as a "snowball" method. New partners arrive more or less spontaneously, and in their turn bring more partners to the consortium. Often, groups of partners who already know one another tend to join a developing consortium cluster-wise, either by country or by research or competence area. From the funding programme or funding body, consortia are also encouraged to merge with one another, which gives the process of building a consortium another level of complexity. An advantage of this model can be that partners with previous experience join the consortium, group-wise. An opposite approach is to be open, but to stay in control of the consortium-building process. This can be done by giving successive tasks and instructions to the interested partners, without any promises, and just successively incorporating new partners in the consortium. This strategy is a structured semi-open selection process for the consortium, paired with the development of the proposal.We state the hypothesis that the "standard" mechanisms might lead to large consortia, loss of control and possibly bad performance, and that a more restricted method can lead to sufficiently sized consortia, help the consortium leader to keep control, and possibly lead to better quality of performance. To learn more about this, we have interviewed a number of experienced project managers to find out how they perform consortium-building in practice. We have also been interested in learning more about how they examine new research partners before inviting them to a research cooperation proposal or project.

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Section: State Of the Artmentioning

confidence: 96%

Section: State Of the Artmentioning

confidence: 99%

On top of the consortium: Keeping control of consortium-building in ICT R&D programmes

Widforss

Rosqvist

2015

2015 IEEE International Conference on Engineering, Technology and Innovation/ International Technology Management Conference (I

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“…Project management today is a well-recognized discipline and has been widely practiced in numerous organizations. Further, many researchers agree that the adoption of PMM standards, technical procedures, tools and techniques for planning, controlling and implementation is the key to managing projects effectively (REGO;CARVALHO, 1995;SHENHAR, 1999;MULDER, 1997;GUO;CHEN;ZHOU, 2007;COOMBS;McMEEKIN;PYBUS, 1998;HULJENIC;DESIC;MATJASEVIC, 2005). The management of research projects in general is different from industrial projects and purely academic projects.…”

Section: Pmm In Uic Research Environmentmentioning

confidence: 99%

Developing and evaluating a project management methodology (PMM) for university-industry collaborative projects

Chin¹,

May

Hwa

et al. 2011

PMD

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This study investigates the development of a project management methodology (PMM) to be adopted in a university-industry collaborative (UIC) research environment through semi-structured interviews with project leaders from both universities and industries. This paper presents the findings of a qualitative survey conducted with respondents from the universities and industries involved in collaborative R&D projects in Malaysia. These findings together with those of previous works were used to design an appropriate PMM. The validity of the PMM was assessed by a panel of experts including recognized leaders in the field. The novelty of this survey research is in the creation of a PMM guidebook that offers guidance to the actors involved, assisting them to plan, manage and close their projects successfully.

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“…Outra característica em comum se refereàs mudanças frequentes dos requisitos. Conforme apresentado por Segal (2005) e Huljenic et al (2005), os requisitos de um protótipo resultante de um projeto de pesquisa são definidos gradualmente,à medida que o projetoé desenvolvido. Esses requisitos mudam com freqüência, de acordo com os resultados e o progresso do projeto.…”

Section: Métodoságeisunclassified

“…• poucas atividades referentes a planejamento e controle são executadas, pois há muitas incertezas em relação ao desenvolvimento de projetos de pesquisa. Há incertezas, por exemplo, em relação a: (1) o tempo gasto para provar uma teoria ou obter resultados válidos para experimentos e (2) os requisitos que serão considerados no desenvolvimento do projeto, pois eles são identificados gradualmente,à medida em que o projetoé desenvolvido e os resultados são percebidos (Huljenic et al, 2005);…”

Section: Caracterização Do Processo Correnteunclassified

Um processo envolvendo elementos de design rationale para projetos de pesquisa em software

Paiva¹

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The increasing volume of research projects in the context of software is a motivation for analyzing processes which are used to develop such projects, regarding activities that are carried out, results that are gathered and application of resources. In the Software Engineering area, recently, processes have been considered with the objective to contribute for research projects development in which software is an element. Overall, the main purpose is to help management overtime of artifacts that can be produced, such as, models, code, technical reports and scientific papers. However, research developed in this direction and solutions discussed in the literature are presented in an initial stage. Therefore, the objective of this work was to define a process for development of research projects regarding a set of requirements. It is expected that such process can be useful to contribute for evolution of these projects. To reinforce the aspect of research project evolution, the design rationale approach was studied. The goal was to provide the opportunity of capturing and registering decisions in specific development phases. The documentation process was emphasized, i.e., the design rationale approach was analyzed focusing on the improvement of research projects documentation. As a result, a model for design rationale representation was defined, implemented in a CASE tool and evaluated by means of an experiment.

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Project management in research projects

Cited by 12 publications

References 2 publications

On top of the consortium: Keeping control of consortium-building in ICT R&D programmes

On top of the consortium: Keeping control of consortium-building in ICT R&D programmes

Developing and evaluating a project management methodology (PMM) for university-industry collaborative projects

Um processo envolvendo elementos de design rationale para projetos de pesquisa em software

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