Optimal project selection and budget allocation for R&amp;D portfolios

Santiago, Leonardo; Vakili, Pirooz

doi:10.1109/picmet.2005.1509701

Cited by 9 publications

(5 citation statements)

References 26 publications

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“…Most large companies have stressed the importance of the cost efficiency of R&D activities with regard to R&D spending (Gerybadze and Reger 1999). At the same time, many firms have had difficulties because of limited resources available for R&D (Santiago and Vakili 2005). To run the R&D activities with limited resources, efficient management of R&D activities, including budget planning, is essential.…”

Section: Randd Managementmentioning

confidence: 99%

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A comparative analysis of the change in R&D efficiency: a case of R&D leaders in the technology industry

Jang

Lee

Suh

2016

Technology Analysis & Strategic Management

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This paper measures the cumulative change in research and development (R&D) efficiency of globally leading R&D companies in the technology industry. We use Data Envelopment Analysis /Malmquist index to analyse 49 such companies. The change in R&D efficiency is analysed by decomposing the Malmquist index into 'catch-up' and 'frontier shift' indices, and by comparing cumulative indices to those at the starting period. Those cumulative indices are obtained at both a firm and an industry level. Results indicate that the overall R&D efficiency of these globally leading R&D companies declined slightly during the period 2007-2013. At a firm level, this study determines in detail how the trend of each firm in R&D activities differs from other companies.

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Section: Randd Managementmentioning

confidence: 99%

“…Because of limited resources, firms must organise their limited tight budget to maintain their R&D activities (Santiago and Vakili 2005). Based on the philosophy of commercial enterprises, firms can continue to exist or thrive by maximising their outputs with limited resources.…”

Section: Randd Managementmentioning

confidence: 99%

A comparative analysis of the change in R&D efficiency: a case of R&D leaders in the technology industry

Jang

Lee

Suh

2016

Technology Analysis & Strategic Management

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“…While most authors focus on the application or adaption of specific portfolio risk management concepts to PD [32][33][34][35][36]38], some do address the interaction between portfolio and project risks [17,37], but not as a central element and it therefore remains vague.…”

Section: Step 1: Communication and Consultationmentioning

confidence: 99%

Risk Management in Product Design: Current State, Conceptual Model and Future Research

Oehmen

Ben‐Daya

Seering

et al. 2010

Volume 1: 36th Design Automation Conference, Parts a and B

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Risk management is an important element of product design. It helps to minimize the project-and product-related risks such as project budget and schedule overrun, or missing product cost and quality targets. Risk management is especially important for complex, international product design projects that involve a high degree of novel technology.This paper reviews the literature on risk management in product design. It examines the newly released international standard ISO 31000 "Risk management -Principles and guidelines" and explores its applicability to product design. The new standard consists of the seven process steps communication and consultation; establishing the context; risk identification; risk analysis; risk evaluation; risk treatment; and monitoring and review.A literature review reveals, among other findings, that the general ISO 31000 process model seems applicable to risk management in product design; the literature addresses different process elements to varying degrees, but none fully according to ISO recommendations; and that the integration of product design risk management with risk management of other disciplines, or between project and portfolio level in product design, is not well developed.

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“…Many studies have also been actively conducted on scoring and on financial and portfolio models for national IT R&D project selection [3]- [6]. Nevertheless, most of these studies focus mainly on the development of evaluation techniques or on the proper allocation of resources [7], while the strategic aspects are not taken into consideration.…”

Section: Introductionmentioning

confidence: 99%