Managing complex technology projects

This article explores some of the issues associated with the management of complex technology projects, specifically through the use of systems methodologies. As part of this assessment, the results from an industry survey are reported, which was designed to identify the key features in the use of systems approaches in technology and engineering management. The paper also describes a new conceptual framework, called the four-frames systems view, which has been developed as a tool for the management of complex projects. This innovative framework brings together different systems-related methodologies and tools, in order to reduce risk in the design, implementation and management of complex technology projects. The framework is based on a view that different systems methodologies are needed in order to accommodate different levels of complexity. The paper provides an initial application of the framework to the development of a UAV (unmanned aerial vehicle) system for the civil sector

Process model for university-industry research collaboration

Purpose – The purpose of this paper is to improve the understanding of university-industry research collaboration through the development of a new process model. Design/methodology/approach – A literature review was carried out on collaborative partnering and supporting factors namely social capital and the role of knowledge. Empirical research involved a series of 32 structured interviews with relevant stakeholders, with subsequent grouping and conceptualisation allowing common themes to be identified and a new process model to be proposed. Findings – The study finds that there is a lack of integrative frameworks for the management of research collaborations. Through building on the suggested best practice described in the paper, application of the model to the management of an engineering research programme has allowed the benefits of this approach as well as some of the underlying issues to be explored in detail. Research limitations/implications – The research focused on university-industry research collaborations and although it may be applicable to other forms of collaborations, e.g. industry-to-industry, there could be features that are particular to the area under investigation. Practical implications – A model has been proposed, which is a logical methodology that can be utilised by practitioners from both academia and industry in order to improve the process of research collaboration and facilitate more effective transfer of knowledge. Originality/value – The model builds on previous literature on alliance and collaboration management but crucially is based on an innovative new process-based methodology, which provides practitioners with a “route map” of how to develop and manage research collaborations. The model uses a holistic approach to collaboration through capturing process, knowledge and social elements

Value for Money Model for Industrial Investment in University Research

University-industry collaboration is an important enabler of open innovation, however, there is a lack of understanding of how to measure the overall benefits of collaborative research projects in terms of value for money. Therefore, following a literature review, a conceptual model has been developed that provides a management framework for deriving the additional (leveraged) benefits of research undertaken at universities. The model itself is focused on the provision of value drivers (either knowledge or financial), which detail specific quantitative and qualitative metrics to enable the value for money case. The model has been initially investigated through a case study involving application to a university-industry strategic alliance over a two-year period. Preliminary findings indicate that the data and information supplied by the model helped the company to continue justifying its investment in research at the university and this has significantly strengthened the strategic alliance

In Search of New Organisational Forms – The Case for Open Innovation and Crowdsourcing

Organizational forms differ according to structure, processes and resourcing with the majority of such forms having existed for many years. However, engineering systems and technologies are becoming ever more complex and the question arises: Are there any new organizational forms emerging? Further, if there are any, what are their characteristics? This paper will attempt to answer these questions through examining the case for open innovation and crowdsourcing, which are currently two of the most high-profile technology and innovation business models being pursued. The paper will report on the findings from an exploratory investigation of open innovation in the pharmaceutical industry and crowdsourcing in the product design sector. Supporting literature has been reviewed as well as background data and information available on these two industry applications of open business models. The pros and cons for each of the industrial applications have been identified as well as examination of the underlying features. The findings from the initial research study are that both these industry applications of open innovation and crowdsourcing do potentially represent new organizational forms, which offer significant benefits but also carry certain risks and challenges

Design and implementation of the Balanced Scorecard at a university institute

Purpose – The purpose of this research is to identify how the management of university institutes can be improved through adoption of an integrated performance measurement system based on the Balanced Scorecard. Design/methodology/approach – Through building on literature studies and management best practice, formulation of the performance measurement system was explored. The Balanced Scorecard solution was then designed and implemented at a university institute. Benefits and outcomes are discussed through reflective analysis of the case study investigation. Findings – The study identified how the development of scorecard reports that include economic and non‐economic measures can improve the operational management of a university institute through providing tangible benefits to stakeholders. Research limitations/implications – The scorecard was investigated at an industry‐supported university institute and so features of the scorecard design and implementation may be less relevant to other types of organisations. Practical implications – This research paper provides details on how the scorecard has been modified to provide an accessible and durable measurement system. The paper includes specific guidance for practitioners who are considering implementing the scorecard. Social implications – The role of intellectual capital and soft measures as systemic determinants of performance is discussed and this is viewed in terms of university‐industry collaborations. Originality/value – A comprehensive literature review underpins a two‐year research project involving strategy mapping, design and implementation of the Balanced Scorecard. Advice on modification of the scorecard and provision of representative data and information from reports serve to further the scorecard research agenda

Case Study Investigation of the Development and Management of a University Research Institute

Multidisciplinary research institutes provide universities with an important vehicle to conduct research across traditional disciplines that can also be an attractive capability to external funders. However, there are particular challenges in the management of such institutes, including managing different reporting lines, research coordination and collaboration development; and these issues are especially relevant in the early development stages of institutes. Consequently, this paper will describe a case study investigation of the Institute of Shock Physics, which is a new university research institute at Imperial College London in the United Kingdom. The case study will provide a discussion of the key strands of management activity that were undertaken in the first two years of operation for the Institute, together with details on how any difficulties were overcome. Management areas discussed in the case study will include: collaboration development; financial program management; research project management; program reporting and governance; risk and safety management. This analysis will be carried out in the context of supporting research from the literature and through building on the findings from the case study a set of recommendations will be formulated on developing and implementing management systems for new research institutes

Managing Projects through Systems Engineering Methodologies

This article elaborates on a new management model, which is based on the application of systems engineering methodologies to the management of technology projects. Development of this framework, called the four frames Systems View, is presently in the early stages. Therefore, in order to explore the merits of this approach, it will be contrasted with the PRINCE2™ methodology, which is a widely used UK Government standard for project management. The article will also provide discussion of a case study involving the application of the Systems View to an engineering project that the author is currently managing. This project involves the refurbishment of an engineering laboratory to house high value specialist experimental equipment. Funding for the new equipment is being provided by an industrial company and there is complexity associated with capturing the industrial requirements from the funding body as well as the safety requirements from the host institution. Further complexity arises from managing the expectations of the project stakeholders and integrating the project with the wider organizational enterprise. The Systems View will be deployed on this engineering project in order to help facilitate the management of such complexity and to ensure the project achieves the required objectives. The case study will further highlight how use of the Systems View helped overcome any difficulties encountered as well as the specific leadership input required

Management Framework for Developing University-Industry Research Collaborations

This paper describes a management framework that has been successfully utilized at Imperial College London in the United Kingdom (the university) in order to improve the research development process and the management of university-industry research collaborations. This has been part of a systematic approach to increase the level of research contracts from industrial sources; to strengthen the university’s academic base as well as diversify the sources of research provision at the university. The strategy deployed has helped to generate a number of major new research programs with industrial companies over a five-year period. This management approach has been composed of two main platforms of activity, which are: The use of an industrial sector or channel focus (sector platform); and the development and use of structured management methodologies to facilitate the research collaboration process (process platform). The paper will include a literature review of supporting areas and then a discussion of the activities undertaken according to the aforementioned platform approach and as part of a case study investigation of the overall management framework. The paper will conclude with a set of recommendations for developing university-industry research collaborations

University-Industry Strategic Alliances: Management Framework and Case Study Investigation

Strategic alliances provide companies with a mechanism for enhanced knowledge transfer leading to improved products, and for universities, there can be access to sustainable funding sources for research. However, certain challenges exist in developing and managing these alliances, including contractual agreements being fit for purpose and ensuring academic research is relevant to industrial requirements. Following a literature review, a management framework has been developed that is based on the need for alignment between companies and universities in three core areas, namely technical, commercial and social. This alignment mechanism will be explored through a case study investigation of a strategic alliance between a university and an industrial organization. Findings include a need for a robust commercial approach including management of intellectual property; alliance governance arrangements and performance measurement; management across boundaries; and the importance of companies’ absorptive capacity

Exploring the application of agile management practices to higher education institutions

Agile management practices are based on an iterative cycle that seeks to ensure design and development projects are delivered according to schedule and budgetary constraints while allowing flexibility to be applied to the project scope. Agile is now being applied to areas beyond the information technology (IT) sector and the question arises: Can agile management practices be applied to higher education institutions? Universities are complex organizations undertaking education, research and knowledge exchange activities supported by a range of administrative areas and professional services. Universities also face a number of challenges, including financial pressures and funding constraints, increasing levels of competition and the introduction of new technologies. Therefore, this paper will provide a review of agile and examine how agile project management can be applied to the operations of universities. This will include exploration of a series of illustrative cases that will identify the opportunities for applying agile management techniques at universities through describing specific examples for education, research and knowledge exchange. Following conclusions the paper includes recommendations on the potential application of agile management practices to higher education institutions