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Sources, References and Selected Bibliographic Information

1. Structuring and managing R&D work processes, Parry Norling, Chemtech, October 1997, p.122. PDMA New Product Development Survey, paper presented at PDMA Conference, A.L. Page, Chicago, November 13, 19913. Benchmarking Best NPD Practices, Robert G. Cooper et al, Research Technology Management, Jan-Feb 2004, p. 314. Example Company Audit, Price Waterhouse Report and Recommendations, [...]

Valuing Technical Projects: DCF, Options and Other Methods

Valuing technical projects is key to accurate portfolio management, stage-gate decisions, and resource allocation issues. The methods vary according to whether a project falls into Category 1 Incremental, Category 2 Next-Generation, or Category 3 Radical and Breakthrough Innovation. For Horizon 1 Incremental projects discounted cash flow (DCF) is a quick and easy way [...]

Organizational Structures for Managing Technology

Innovation Board Some organizations empower the Chief Technology Officer with managing all aspects of the innovation process. Alternatively some companies create a central fund that invests in innovation. The budget for an Innovation Board is allocated and managed separately from the main businesses. This allows investment in innovation be managed with different expectations [...]

Global Innovation Project Practices

Gaining the benefits from global technology networks is critical today for all organizations but especially those of large multinational corporations. The process started in earnest in the late 1990s and early 2000’s. At that time efforts were rudimentary in international R&D organizations were put in place mostly to customize a corporations major product [...]

Horizon 3: Fuzzy Front End and Radical Innovation Project Management Practices

Clay Christiansen in his book The Innovator’s Dilemma, showed clearly why great companies can fail. He points out that is companies go through their normal technology maturity S-curve there reaches a point in which a new disruptive technological change provides greater value to the end-user or customer. He further points out that the [...]

Agile / Lean Project Management Practices

To do well at innovation, companies need to design their internal processes to engage in three activities: (1) facilitating serendipity to create sparks of creative ideation among the employees, (2) capturing and testing the outputs of this creative ideation, and (3) transforming new ideas into successful products and services. It was John Seely [...]

Six Sigma Project Management Practices

In the early 2000’s a program which had improved manufacturing operations performance and reduce their costs was called Six Sigma. These efforts were focused on reducing the variability in manufactured products and to some extent services. By improving the quality of such products and services the company experienced superior financial performance. There were [...]

Stage and Gate Practices for Knowledge Building Projects

The stage and gate methodologies described above work well for next generation products and services developments. As can be seen from the detailed gate questions being asked above, there are times when a next generation project is initiated which relates to building technical or market capability. In this case the stage gate process [...]

Stage and Gate Practices for New Product Development

Overview of a Generic Stage Gate Process During the 1990’s and through the 2000’s, “Winning at New Products” by Robert Cooper has served as the bible for product developers everywhere. In his book, Robert Cooper demonstrated with compelling evidence why consistent product development is so vital to corporate growth and how to maximize [...]

Types of R&D Project Practices

Before moving on to the best ways to manage technical projects it is helpful to divide them into several categories. Many classification schemes exist that is the generally accepted breakdown is divide R&D and new business development projects into three main types. Types, Categories or Horizons of R&D The “Types, Categories or Horizons [...]

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