A Quantitative Study to Assess a Program and Project Management Approach for Collaborative University-Industry R&amp;D Funded Contracts

Fernandes, Gabriela; Machado, Ricardo J.; Pinto, Eduardo B.; Araújo, Maria Madalena Teixeira de; Pontes, A. J.

doi:10.1109/ice/itmc39735.2016.9026093

Cited by 11 publications

(8 citation statements)

References 18 publications

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“…Briefly, the BM approach embraces four main phases: 'Identify expected benefits'; 'Plan benefits realization'; 'Pursue benefits realization'; and 'Transfer and ensure benefits realization', each one comprising key activities that should be performed with a clear set of outputs to be generated (see Table II). The BM approach is also linked to the program and project management approach, PgPM implemented within IC-HMI program [32,33]. This linkage allowed concluding that some of BM activities are common to the whole program management (22%) and therefore, not exclusive of BM, which can be a driver for the implementation of BM.…”

Section: Discussionmentioning

confidence: 99%

“…In fact, each IC-HMI organization role has always a representative from Bosch and a representative from UMinho. The governance model proposed is based on a developed methodology especially devoted to program and project management of collaborative University-Industry R&D funded contracts, named as PgPM methodology [32,33].…”

Section: B Case Study Efforts On Improving Project Management and Bm Practicesmentioning

confidence: 99%

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Planning benefits realization in a collaborative university-industry R&D funded program

Fernandes

Pinto

Araújo

et al. 2017

2017 International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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This paper presents a benefits management (BM) approach adopted during the planning of a collaborative university-industry R&D funded program, named IC-HMI Program, in order to pursue benefits realization. The BM approach embraced four main phases: 'Identify expected benefits'; 'Plan benefits realization'; 'Pursue benefits realization'; and 'Transfer and ensure benefits realization', each one comprising key activities that should be performed with a clear set of outputs to be generated. Particular focus is given to the benefits identification, and to the development of a Benefit Breakdown Structure (BBS), assuming the key role of such a formatting technique to target project benefits. It is the first and critical step in the BM process. Based on a review of literature, and the three research methods adopted during the IC-HMI case study analysis: a set of 33 benefits were identified, which can be used by professionals and academics as a checklist for benefits identification of their own initiatives. Additionally, the BBS implemented in IC-HMI program to qualify and better understand each benefit and its intrinsic properties, can be used to facilitate planning and benefits realization.

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Section: Discussionmentioning

confidence: 99%

Section: B Case Study Efforts On Improving Project Management and Bm Practicesmentioning

confidence: 99%

Planning benefits realization in a collaborative university-industry R&D funded program

Fernandes

Pinto

Araújo

et al. 2017

2017 International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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“…-increase public confidence in the strategic development program and the university in general by ensuring transparency and accountability [3].…”

Section: The University Management Problemsmentioning

confidence: 99%

“…Currently, there is no unified approach to monitoring issues, just as there is no unified specialized information system for operational analysis and management of performance indicators of universities. A review of approaches to monitoring the activities of universities has shown that they and their information systems are based on analyzing data that are performance indicators of effectiveness, comparing them with target values, and visualizing them [1][2][3][4][5][6][7].…”

Section: Introductionmentioning

confidence: 99%

Information Model for Monitoring the Development of the University

Suleimenova¹,

Rakhmetullina²,

Denissova³

et al. 2021

IJC

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Higher education institutions are becoming increasingly complex and self-developing systems. Monitoring the activities of such systems requires a special approach and includes three main elements, that is, external monitoring, independent evaluation and internal monitoring. In the framework of this article, the main task of monitoring is the analysis and disclosure of internal patterns, causes and trends of the development processes of a university. In these conditions, the need to move to a broader model for solving and reducing complexity based on information and knowledge is revealed. The model reduces the uncertainty of the environment and thus provides more effective decision-making. The monitoring model includes changes in the strategic planning process that are consistent with the characteristics of the new organizational model. Ontologies, as a theory of content, which allow formalizing processes and knowledge, are a key element in this context.

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“…The PgPM approach developed previously [12], [13] to manage collaborative University Industry R&D programs, took into account the specificities of such entity composed of two quite different partners. The PgPM approach is easily comprehensible and applicable, and is proven to deliver successful results [14].…”

Section: A University-industry Randd Collaborationsmentioning

confidence: 99%

From Program Strategic Planning to Program Initiation: Lessons learned from a collaborative University-Industry R&D case study

Fernandes

Schwartz

Magalhães

et al. 2019

2019 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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This paper aims to contribute to knowledge by presenting the lessons learned resultant from a large case study composed by three collaborative University-Industry R&D funded programs between the University of Minho (UMinho) and Bosch Car Multimedia Portugal (Bosch). The three programs selected amount to a total investment of above €109 million, over the period between 2013 and 2021, involving more than one thousand University researchers and Industry collaborators. The lessons learned are limited to the time span from Program Strategic Planning, where new project ideas/ innovation opportunities are identified and developed for the preparation of the 'Funding Application', to Program Initiation, where the program effectively initiates after the negotiation of the 'Funding Contract'. The collection, analysis and implementation of lessons learned allowed the development of a structured process to guide University-Industry partners on the path to transform some newly identified project ideas into the initiation of a large R&D funded program. The proposed process is currently adopted by the governance structure of Bosch and UMinho partnership and other UMinho partnerships with Industry.

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A Quantitative Study to Assess a Program and Project Management Approach for Collaborative University-Industry R&D Funded Contracts

Cited by 11 publications

References 18 publications

Planning benefits realization in a collaborative university-industry R&D funded program

Planning benefits realization in a collaborative university-industry R&D funded program

Information Model for Monitoring the Development of the University

From Program Strategic Planning to Program Initiation: Lessons learned from a collaborative University-Industry R&D case study

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