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on Project, Program and Portfolio Management |
| By: | Karolin Gebhardt (G-SCOP_CPP - CPP - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - INPG - Institut National Polytechnique de Grenoble - UGA - Université Grenoble Alpes - CNRS - Centre National de la Recherche Scientifique); Andreas Riel (G-SCOP_CPP - CPP - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - INPG - Institut National Polytechnique de Grenoble - UGA - Université Grenoble Alpes - CNRS - Centre National de la Recherche Scientifique); Tom Maes |
| Abstract: | Corporate innovative design projects (IDP) in large and complex organizations are characterized by a high level of both uncertainty and dynamics of needs, insights, and solution approaches. This article proposes a holistic decision aid tool supporting IDP managers and teams in both the prospective planning and retrospective analysis of IDP's. This tool is essentially based on the classification of work packages according to their uncertainty levels with respect to the design problem and the design solution. Furthermore, the success of work packages can be assessed against pre-defined output criteria. This methodological support is complemented by the stakeholder dimension, which adds the involved stakeholders as well as their relationships and influences in the project. The analysis of an ongoing IDP at a leading global industrial player in the pharmaceutical and chemical industry serves as validation platform for the presented tool set. |
| Keywords: | Decision Aid Tool,Innovative Design Projects,Corporate Entrepreneurship |
| Date: | 2019–05–06 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-02147775&r=all |
| By: | Karolin Gebhardt (G-SCOP_CPP - CPP - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - INPG - Institut National Polytechnique de Grenoble - UGA - Université Grenoble Alpes - CNRS - Centre National de la Recherche Scientifique); Andreas Riel (G-SCOP_CPP - CPP - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - INPG - Institut National Polytechnique de Grenoble - UGA - Université Grenoble Alpes - CNRS - Centre National de la Recherche Scientifique, G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - INPG - Institut National Polytechnique de Grenoble - UGA - Université Grenoble Alpes - CNRS - Centre National de la Recherche Scientifique); Tom Maes |
| Abstract: | Innovating in a complex corporate context requires managing novelty, risk and uncertainty within an environment that strives for stability, efficiency and profitability on a daily basis. Resolving this conflict confront innovation project (IP) managers with extraordinary difficulties, which are normally addressed using classical project management methods and tools. This paper proposes an approach to analyze and capitalize the power of different project management methods within one IP in order to increase both the probability of success and speed to success. This is achieved based on the classification of project tasks and subtasks according to their uncertainty levels with respect to the design problem and the solution. The success of work packages is assessed against pre-defined output criteria. This methodological approach is complemented by the stakeholder dimension, which takes into consideration the involved stakeholders as well as their relationships and influences in the project. The analysis of an ongoing IP at a leading global industrial player in the life science industry serves as validation platform for the presented tool set. |
| Keywords: | innovation project management,agile project management,corporate entrepreneur-ship,decision aid tool |
| Date: | 2019–09–18 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-02147806&r=all |
| By: | Karel Haegeman (European Commission - JRC); Eskarne Arregui (European Commission - JRC); Nicholas Harrap (European Commission - JRC); Karolina Horbaczewska (European Commission - JRC); Cristina Torrecillas; Susana Valero (European Commission - JRC) |
| Abstract: | Challenge-driven innovation in the EU calls for closer collaboration between territorial innovation initiatives and non-territorial innovation, in order to build critical mass and take full advantage of synergies and complementarities. This report investigates in particular the motivations and practices for strengthening collaborations between Joint Undertakings (JUs) (focusing on non-territorial innovation) and national and regional ESI Funds’ managing authorities (focusing on territorial innovation) and offers guidance to take the necessary steps to start or upscale them. Collaborations with JUs can also help to optimise the S3 priority setting by refining priorities and positioning them within the European research agendas of the JUs. From their side, JUs can benefit from stronger links with S3 in order to maximise the impact of their agendas and projects, and build more critical mass. Typologies of current collaboration modes are identified, while highlighting bottlenecks and challenges faced in implementation. With a view to further unlock the untapped potential of JUs and ESI Funds’ Managing Authorities working together, guidance is provided on the type of actions and initiatives that could be taken to reinforce such alliances. The practical knowledge about existing mechanisms and their limitations presented in this report can assist in the optimisation of such interactions and lead to more effective implementation of national and regional Smart Specialisation Strategies (S3) and of Joint Undertakings. This publication is part of the Stairway to Excellence project, funded by the European Parliament, and implemented by the Joint Research Centre in close cooperation with DG REGIO. |
| Keywords: | Excellence, cohesion, Smart Specialisation Strategies, funding synergies, H2020, Joint Undertakings, governance of innovation |
| Date: | 2019–05 |
| URL: | http://d.repec.org/n?u=RePEc:ipt:iptwpa:jrc116094&r=all |
| By: | Fiala, Nathan; Premand, Patrick |
| Abstract: | Corruption and mismanagement of public resources can affect the quality of government services and undermine growth. Can citizens in poor communities be empowered to demand better-quality public investments? We look at whether providing social accountability training and information on project performance can lead to improvements in local development projects. The program we study is unique in its size and integration in a national program. We find that offering communities a combination of training and information on project quality leads to significant improvements in household welfare. However, providing either social accountability training or project quality information by itself has no welfare effect. These results are concentrated in areas that are reported by local officials as more corrupt or mismanaged, suggesting local agents have significant information about where corruption and mismanagement is worse. We show evidence that the impacts come in part from community members increasing their monitoring of local projects, making more complaints to local and central officials and increasing cooperation. We also find modest improvements in people’s trust in the central government. The results suggest that government-led, large-scale social accountability programs can strengthen communities’ ability to address corruption and mismanagement as well as improve services. |
| Keywords: | Agricultural and Food Policy, Public Economics |
| Date: | 2018–05 |
| URL: | http://d.repec.org/n?u=RePEc:ags:ucozwp:290137&r=all |
| By: | Andreia Inamorato dos Santos (European Commission - JRC); Simonas Gausas; Raimonda Mackeviciute; Aiste Jotautyte; Zilvinas Martinaitis |
| Abstract: | This report contains a literature review and in-depth analyses of eleven case studies involving innovative practices for the professional development of academics. The goal is to highlight not only what is new in current practices but also the future prospects for higher education institutions in Europe and the challenges they face. It accompanies the Science for Policy report ‘Innovating Professional Development in Higher Education: An Analysis of Practices’, JRC 2019.  |
| Keywords: | higher education, university teaching, CPD, continuous professional development, education, academics, universities, open education |
| Date: | 2019–05 |
| URL: | http://d.repec.org/n?u=RePEc:ipt:iptwpa:jrc115595&r=all |