What We've Learned: Selecting R&amp;D Programs and Objectives

Steele, Lowell W.

doi:10.1080/08956308.1988.11670510

Cited by 40 publications

(18 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Other studies (including Baldwin 1991, NSB Committee 1991, Heininger 1988, Steele 1988) have pointed out that financial considerations, such as the use of discounted cash flow techniques and cost-benefit analyses to select projects, and demands for short-term return on investment have contributed to the decline in technology leadership in the United States.…”

Section: Long-term Vs Short-term Planning Horizonsmentioning

confidence: 97%

Unique features of an R&D work environment and research scientists and engineers

Clarke¹

2002

Know Techn Pol

View full text Add to dashboard Cite

Not only is good management of research the critical difference between a thriving research organization and an average one, but research is the most difficult to manage of all functional activities.Senator Maurice Lamontagne, during his extensive review of science policy in Canada, identified three reasons or factors why managing research is different from managing other human activities: 9 the uncertainty of outcome of research; 9 the difficulty of measuring the results or impacts of research when each research task is unique; and 9 the differences in the expectations, values, attitudes, and motivation of scientists and engineers from those of other e m p l o y e e s (i.e., the people element).To this list can be added at least two more major factors: the rapid rate of change of the scientific knowledge base, and the unique organizational characteristics of a creative and productive R&D-based institution which differs from the more traditional characteristics seen in most non science-based government departments.Thomas E. Clarke graduated from the University of British Columbia with a Master's in Physics in 1967. During his employment at Atomic Energy of Canada Ltd., he became interested in the effective management of scientists and engineers and returned to U.B.C. to obtain an MBA in organizational behavior. Subsequently, he held numerous positions in the Canadian government relating to R&D. During this time he designed Canada's Industrial Innovation Center Program to support the training of future technical entrepreneurs and to provide advice to small high-tech businesses. In 1980, he started his own consulting firm, Stargate Consultants Limited, , which specializes in science policy/program studies and R&D management training. He may be reached at .

show abstract

Section: Long-term Vs Short-term Planning Horizonsmentioning

confidence: 97%

Unique features of an R&D work environment and research scientists and engineers

Clarke¹

2002

Know Techn Pol

View full text Add to dashboard Cite

show abstract

“…The decision event approach, however, has been criticized due to its focus on the quantitative attributes of projects. First of all, the approach is rarely used in practice due to difficulty in quantifying selection criteria (Schmidt and Freeland, 1992;Steele, 1988). Agarwal, et.…”

Section: Tacit Nature Of Randd Project Selectionmentioning

confidence: 99%

“…As the number of participants involved in R&D projects increases, process management for coordinating their increasingly divergent needs is considered to be more important than the development of more sophisticated quantitative models (Steele, 1988). The process approach starts with identifying the activities of successful firms and their sequences.…”

Section: Tacit Nature Of Randd Project Selectionmentioning

confidence: 99%

Tacit knowledge in government‐led R&D project selection

Kim¹

2005

Asian Journal of Technology Innovation

View full text Add to dashboard Cite

“…The static selection of R&D projects has been the topic of extensive research (Souder and Mandakovic 1986;Steele 1988). Heuristic methods for the RCPSP can be generally categorized as genetic algorithms (Hartmann 1998), local search methods (Mika et al 2005;Bouleimen and Lecocq 2003), ant colony optimization (Merkle et al 2002), and forward-backward improvement Valls et al 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Hazır

Haouari

Erel

2014

Handbook on Project Management and Scheduling Vol. 2

View full text Add to dashboard Cite

This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher's location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein.Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com) PrefaceThis handbook is devoted to scientific approaches to the management and scheduling of projects. Due to their practical relevance, project management and scheduling have been important subjects of inquiry since the early days of Management Science and Operations Research and remain an active and vibrant field of study. The handbook is meant to provide an overview of some of the most active current areas of research. Each chapter has been written by well-recognized scholars, who have made original contributions to their topic. The handbook covers both theoretical concepts and a wide range of applications. For our general readers, we give a brief introduction to elements of project management and scheduling in the first chapter, where we also survey the contents of this book. We believe that the handbook will be a valuable and comprehensive reference to researchers and practitioners in project management and scheduling and hope that it might stimulate further research in this exciting and practically important field.Short-listing and selecting the contributions to this handbook and working with more than one hundred authors have been a challenging and rewarding experience for us. We are grateful to Günter Sch...

show abstract

What We've Learned: Selecting R&D Programs and Objectives

Cited by 40 publications

References 2 publications

Unique features of an R&D work environment and research scientists and engineers

Unique features of an R&D work environment and research scientists and engineers

Tacit knowledge in government‐led R&D project selection

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Contact Info

Product

Resources

About