The management of Army R & D projects

This study of the accuracy of cost and duration estimates for British defence R & D projects is based on an analysis of the records of 29 Army projects, initiated since 1960. The results are generally similar to American defence studies with which they are compared. The reasons for schedule slippages and cost escalations are examined and it is suggested that performance could be improved by more thorough project feasibility and definition studies and by a stronger project management organization.     

The information requirements of R & D management

This brief survey describes the role of R & D in industry, with particular respect to some of the requirements which its management has in order to fulfil its function effectively, more particularly in the field of information, bearing in mind that the product of R&D is yet more information, and that a very broad approach to the problems is required.     

Applications of computers in R & D management

R & D Managers use computers extensively in solving technical problems. This paper examines the use they make of computers in solving Management problems. Applications of computers to various aspects of R & D programme formulation, project planning, technical information storage and retrieval, management information systems, and computer-aided training have been investigated by many companies and, in some cases, have been implemented. Some of the techniques have become well established but others are still at a development stage. No attempt has been made to evaluate the techniques described.
This topic was the subject of a study by a Working Group of the European Industrial Research Management Association (EIRMA), and a report 'Computers as Aids to R & D Management' was distributed to members of the Association. EIRMA has now agreed to release information contained in that report and this paper is based on that information updated by the author, who was Chairman of the EIRMA Working Group.     

Applications of computers in R & D management

R & D Managers use computers extensively in solving technical problems. This paper examines the use they make of computers in solving Management problems. Applications of computers to various aspects of R & D programme formulation, project planning, technical information storage and retrieval, management information systems, and computer-aided training have been investigated by many companies and, in some cases, have been implemented. Some of the techniques have become well established but others are still at a development stage. No attempt has been made to evaluate the techniques described. This topic was the subject of a study by a Working Group of the European Industrial Research Management Association (EIRMA), and a report ‘Computers as Aids to R & D Management’ was distributed to members of the Association. EIRMA has now agreed to release information contained in that report and this paper is based on that information updated by the author, who was Chairman of the EIRMA Working Group.     

Assessment of profiles in R & D: a tool for analysis and development of R & D potential

A study sponsored by the State Committee for Science and Technical Progress of Bulgaria aimed at providing a theoretically sound and easy to apply method for the needs of R & D management on government, organization and team levels, to be used in assessing and managing both present and future R & D potential.
The method draws inferences about R & D potential from the accumulated experience and performance of the researchers, analysed along research topics. A specific 'man-topic unit of analysis helps identify individual researchers, teams and projects' profiles and also helps translate the specific characteristics of R & D work and the requirements for R & D internal effectiveness into the language of R & D management.     

The organization of applied R & D with particular reference to the customer-contractor situation

This paper reports on certain aspects of the management of R & D in three types of establishment: contract research organizations, research associations and industrial research laboratories. Discussions with the directors of twenty-five establishments revealed that a number of important changes had occurred over a relatively short period of time, particularly with regard to the management of work of a more applied nature. These changes include the introduction of a number of new and separately identifiable roles within the organizational structure, and a movement towards a more market-oriented, profit-centred approach on the part of senior personnel. The study suggests that these changes have in general been accepted and are bringing benefits to all parties.     

Project management for R & D equipment: a prescriptive attack

The authors review statements from industry on the problems of procuring physical equipment for research and development, and list the lessons of project management that can be applied     

The economics of industrial R & D

The relationship between research and commercial operation is examined in terms of production using a simple Cobb-Douglas production function, where output is expressed in terms of inputs of labour, capital and‘technical progress’. The model was tested in a single company environment by multiple regression analysis of output as the dependent variable on various measures of research, labour and capital. The results of the regression analysis are in full agreement with the model as outlined and the assumption that output is dependent simultaneously on labour, capital and the cumulative research investment.     

Steady state and portfolio concept in R & D management

This paper describes a new approach for closing the gap between the tools for strategic goal management and operational management in Pharmaceutical R&D. The strategic level may concern with expectation of sales, rising from new products and with total R & D budget. The operational level concerns with project selection, project and multiproject management problems, solution of project related technical problems, determination of the size of the various functions and the functional management. This new method combines the R & D project portfolio management with a steady state concept allowing the attainment of a constant number of projects under development and a continuous full use of the capacity available.     

The learning curve, R & D management, and marketing strategies for new products

This paper represents a review of the learning phenomenon which is useful in evaluating the potential of new industrial products. The learning curve in quantitative form provides a means for forecasting costs and prices in many industrial situations. While there are many metho-dological problems to be solved in any specific new project evaluation, the utilization of the learning curve should lead to improved estimates of costs, revenues, and profits. The important role of R & D management in connection with the learning curve is discussed. The interrelationships involving R & D, the learning curve, and marketing strategies are examined.     

R & D management practices:* chemical industry in Europe

The paper summarizes the results of interviews with R & D managers in forty-three chemical companies in France, Germany, Italy, the Netherlands, Switzerland and the U.K. covering questions concerned with: R & D planning, size and distribution of R & D efforts, organization of R & D and project management. The results are presented in quantitative and qualitative terms, and the differences between various categories of chemical industry and between various national practices are discussed.     

The boundary relevance of the project manager's job: findings and implications for R & D management

Much of the stress and conflict in the project manager's job can be attributed to the boundary nature of that position. This study explores the relevance of recent developments in organizational role theory for clarification and understanding of the project manager's job. Findings are reported from a study which show that traditional management thought is inadequate for understanding the factors which regulate the project manager's behavior. One must recognize the boundary relevance of the project manager's role in order to avoid organizational or administrative arrangements that would be undesirable for project management. Several implications, which logically follow from the theory and findings on boundary role behavior, are noted for their relevance for R & D management.     

Forecasting as an aid to R & D decision making in the nuclear power field

The pay-off from a new power system does not begin to accrue until many years after the initial research; and perhaps not until 10 years or more after major development programmes are launched. The ensuing benefit to the community in terms of reduced power costs may be spread over 30 to 40 years—combining the lifetime of the stations with the period over which they might be installed. Ideally therefore, the Atomic Energy Authority would like to have accurate forecasts of electricity demand and its characteristics in terms of load factors, etc., 30 to 40 years ahead. This paper describes attempts by the Authority to forecast electricity requirements at and beyond the end of the century as a background to their consideration of the relative merits of alternative future nuclear power systems and the distribution of research effort between them. The study was conducted between 1969 and 1971. The danger of the Middle East countries restricting oil supplies and raising prices was foreseen but in a less acute form and later than has actually occurred. The recent developments are likely to lead to pauses in economic growth followed by growth at lower rates than otherwise. Where forecasts in this article are given in the form of ranges, the lower bounds of the range are likely to apply—at least in the short and medium term.