Author Description

At a time when investment in new product development is at an all time high and innovation is recognized as the key driver of business success, the need for successful R&D projects to lead growth is more important than ever. However, many such projects lack the rigor and defined processes that significantly increase chances of success. In addition, Research and Development work is, by definition, difficult to predict. While many typical projects and programs have clearly defined goals, a transparent cost structure and a schedule with a planned completion date, projects within an R&D environment are more complex and susceptible to change and disruption. Project managers must be able to integrate the rigor and tools that the field of project management offers, while still maintaining flexibility and agility to ensure that their project succeeds. Managing Projects in Research and Development combines the tools and processes of project management and apply them to the challenging field of R&D. With in depth case studies from leading organizations, including GlaxoSmithKline, Unilever and Vodafone, it outlines why R&D initiatives depend on project management approaches before presenting the fundamental tools and how to implement them. Addressing the different risks involved, it also compares the "stage gate process" of new product development with the stages of a project life cycle. Essential reading for practitioners, as well as students, Managing Projects in Research and Development provides the three dimensions of project success (well defined goals, methods and organizations) to help achieve targets as well as measure, improve and sustain the performance of any R&D project.