Situational Project Management for Collaborative Research Projects

Lippe, Sonia; Brocke, Jan vom

doi:10.1002/pmj.21561

Cited by 20 publications

(27 citation statements)

References 45 publications

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“…What is new in this finding is that it allows for a detailed exploration of the success factors and not a broad view of project management. By doing this, we can help to shed light on the discussion of the use of the traditional project management approach in open innovation projects Lippe & vom Brocke, 2016). Our research supported, at project level, the proposal of Barnes et al (2006) that certain factors would prove more critical in some types of collaboration than others, as a result of the very different purposes, circumstances and characteristics of each type.…”

Section: Discussionsupporting

confidence: 61%

“…This contingent approach to project management in collaborative projects enables managers to select the most suitable practices according to project characteristics (Lippe & vom Brocke, 2016). This thesis, which looks at improvement in project management execution in collaborative projects, addresses this challenge, as will be clarified in the following section.…”

Section: Introductionmentioning

confidence: 99%

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Managing collaborative R&D with different types of knowledge sources.

Barbosa¹

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Yu inspired my first steps in academia. His skill in helping students develop a critical thinking is inspiring. He had a great influence on my decision to follow the academic path. The course Innovation Management in Products and Processes that he gave together with Prof. Dr. Paulo Tromboni was of great interest and was one of the first influences that helped to define the focus on Innovation Studies in my PhD and my research career. With Prof. Dr. Paulo Feldman, I had the chance to write a paper after a very thoughtprovoking course called Company Economics and Technology. Not only did the course help the progress of my research but his dedication to quality in writing also helped the improvement of my writing skills. Prof. Dr. Roberto Sbragia's course, Technology Innovation Management in Companies, was also very important for my PhD research as it put me in touch with Innovation Management theory development and gave me a broad understanding of the area. I would also like to thank Prof. Dr. Roberto Sbragia for the helpful inputs during the Qualification Exam for my PhD, especially regarding R&D performance measures. To Prof. Dr. Marilson Gonçalves (in Memoriam) I would like give thanks for his being such a great example of an excellent Professor, who greatly helped students' development and left an important footprint in my life. I am also thankful to Prof. Dr. Walter Bataglia for his points during the Qualification Exam. He also provided great support on the understanding of the research on Cooperation and Coordination in Strategic Alliances.

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Section: Discussionsupporting

confidence: 61%

Section: Introductionmentioning

confidence: 99%

Managing collaborative R&D with different types of knowledge sources.

Barbosa¹

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“…However, implementing multiple strategies of different partners' parent or sponsoring organization in collaborative research projects represents a murky landscape. Lippe and Brocke (2016) identify 16 factors and present a situation-specific approach enabling managers to apply established PM knowledge according to changing, possibly contradictory, project needs. However, given the core of known challenges for collaborative research projects, each project partner most likely has a very different understanding and description of the project situation, a situation that most likely would change over time.…”

Section: Discussion (Step 5)mentioning

confidence: 99%

Exploring scenario development – a case study of two collaborative research projects

Fossum

Aarseth

Andersen

2019

IJMPB

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Purpose -The paper explores scenario development (SD) as a method for engaging known challenges in collaborative research projects, i.e. SD is the construct under investigation.Design/methodology/approach -Criticism of the dominant, rational approach to project management (PM) and its underlying hypotheses highlights a considerable PM research gap for research projects (research problem). We undertake a six-step constructive research approach to investigate if SD (the construct) constitutes a fruitful method to support the management of collaborative research projects. A two-part literature review summarizes known challenges in collaborative research projects and introduces the history and application of SD methodology. The work includes participatory action research (PAR) in two case studies, constituting a qualitative research method.Findings -We found the SD method to be useful for structuring and analysing intuitive project processes. However, using SD in the management of single projects presents some fundamental challenges. SD, like PM, struggles with issues related to myopic decisions, a "predict and provide" attitude with clear aspects of path dependency in the project front-end as well as inconsistent and/or missing identification of success criteria among different stakeholders.Research limitations/implications -This paper does not provide any comprehensive, normative account of scenario techniques or compare SD with other foresight and future studies methods. Although PAR is in itself a research method that demands systematic description and execution, the focus of this paper is the overall constructive research approach.Practical implications -The paper offers a broadened repertoire of methods to describe and analyse project stakeholder situations (collaborative aspects) and to structure and balance the need for both rational and intuitive project processes (research aspects). The SD method also supports development of graphical storylines and facilitates the use of influence diagrams, event trees and cost/benefit analysis.Originality/value -Although PM literature contains several references to SD, the practical application of SD at single-project level has, to our knowledge, never been described in the PM literature.

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“…In many important ways, a DSR project is just like any other project, and basic project management practices can be very useful to help ensure successful DSR projects and avoid common DSR project pitfalls. See, e.g., vom Brocke and Lippe (2010Lippe ( , 2013 and Lippe and vom Brocke (2016). Although not specialised to DSR, the Memorial University of Newfoundland provides guidance for managing research projects at https://research-tools.mun.ca/rpm/.…”

Section: Change Management (Treatments 30 33 and 35)mentioning

confidence: 99%

Designing TRiDS: Treatments for Risks in Design Science

Venable

Winter

2019

AJIS

Self Cite

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Design Science Research (DSR) has many risks. Researchers inexperienced in DSR, especially early career researchers (ECRs) and research students (e.g. PhD students) risk inefficient projects (with delays, rework, etc.) at best and research project failure at worst if they do not manage and treat DSR risks in a proactive manner. The DSR literature, such as the Risk Management Framework for Design Science Research (RMF4DSR), provides advice for identifying risks, but provides few suggestions for specific treatments for the kinds of risks that potentially plague DSR. This paper describes the development of a new purposeful artefact (TRiDS: Treatments for Risks in Design Science) to address this lack of suggestions for treatment of DSR risks. The paper describes how the purposeful artefact was developed (following a DSR methodology), what literature it draws upon to inspire its various components, the functional requirements identified for TRiDS, and how TRiDS is structured and why. The paper also documents the TRiDS purposeful artefact in detail, including four main components: (1) an extended set of risk checklists (extended from RMF4DSR), (2) a set of 47 specific suggestions for treating known risks in DSR, (3) a classification of the treatments identified into 14 different categories, and (4) a look-up table for identifying candidate treatments based on a risk in the extended risk checklists. The treatment suggestions and guidance in TRiDS serve as a supplement to RMF4DSR by helping DSR researchers to identify treatments appropriate for a particular DSR project (or program) and thereby to improve DSR project efficiency and the probability of DSR project success.

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Situational Project Management for Collaborative Research Projects

Cited by 20 publications

References 45 publications

Managing collaborative R&D with different types of knowledge sources.

Managing collaborative R&D with different types of knowledge sources.

Exploring scenario development – a case study of two collaborative research projects

Designing TRiDS: Treatments for Risks in Design Science

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