nep-ppm New Economics Papers
on Project, Program and Portfolio Management
Issue of 2019‒10‒28
four papers chosen by
Arvi Kuura
Tartu Ülikool

  1. Roles and Responsibilities of Project Coordinators: A Contingency Model for Project Coordinator Effectiveness By James Cunningham; Paul O'Reilly
  2. Standardisation Management By de Vries, H.J.
  3. Can the logical framework help to manage change? Perspectives from the field of security sector reform By Szczepanski, Daniel; De Herdt, Tom
  4. Finansowanie szkolnictwa wyższego w Polsce i innych krajach Unii Europejskiej By Beniak, Ryszard; Beniak, Patrycja

  1. By: James Cunningham (Northumbria University); Paul O'Reilly (TU Dublin)
    Abstract: Project coordinators fulfil several roles and responsibilities alongside their primary scientific focus. As boundary spanners between science and industry they have an invisible central role in the delivery of innovation from publicly funded science through technology transfer. In this report we review present empirical literature relating to the role and responsibilities of principal coordinators and we propose a contingency model for studying the effectiveness of project coordinators. The roles, responsibilities and activities of the PC are identified. In our contingency model the threshold roles and responsibilities are identified in the PC as: (i) research leader, (ii) research allocator and controller, (iii) innovation facilitator, (iv) boundary spanner, and (v) project coordinator and manager. These are developed into expanded PC role capabilities that include: (i) research strategist, (ii) economic agent, (iii) technology and knowledge transfer enabler, (iv) collaboration and value creation leader, and (v) manager and governor.
    Keywords: Industrial research and innovation, Financial and economic analysis, Digital Economy, ICT R&D and Innovation
    Date: 2019–10
  2. By: de Vries, H.J.
    Abstract: Standards are essential for the success of products and services in the market, and for the well-functioning of processes and organisations. Trends such as globalisation, integration of ICT and electrotechnology in almost every sector, and the increased attention for sustainability, have made standards even more important. Unfortunately, little research is available to provide a better understanding of this phenomenon. In my inaugural lecture I first give an overview of the research I have conducted on the processes of standardisation. I discuss standards development, dissemination, market acceptance, implementation and use, and impact of standards and standardisation on business and society. In future research, my research agenda will focus on three levels of standardisation management: (1) within companies, (2) in complex projects involving many stakeholders, and (3) at local, national, regional and global level. I illustrate the societal relevance of my research with some examples about animals.
    Keywords: Normen, normalisatie, standaarden, bedrijfskunde, innovatie
    JEL: L1 L15
    Date: 2019–10–04
  3. By: Szczepanski, Daniel; De Herdt, Tom
    Abstract: Despite its widespread popularity, the logical framework (LF) has also been the subject of much criticism in development. Much of this critique contends that many development processes are associated with non-linear and dynamic change, while notions of change as implied by the logical framework are based on a predicted set of causal and linear results. This critique is all the more poignant for in the domain of peacebuilding and security sector reform (SSR), where the perceived dissonance between the assumptions inherent in the LF and the complexity and unpredictability of typical SSR environments is all the bigger. Based on an analysis of the perceptions of SSR practitioners, we find that the logical framework’s ability to pre-determine change is limited, as it is particularly utilized as a communications tool and mainly during a projects’ design stage. Evidence suggests that determining the change process during the stage of project design was often the subject of a dialectic relationship and lengthy discussions between the various stakeholders and that the logical framework was found quite helpful in this phase of the project cycle. Its use as a communications tool, primarily during project design and the complex dialectic process of negotiation during its creation, largely explain why its perceived inability to predict and manage the complexity of change is not experienced as a problematic feature, that would ‘straightjacket’ the change process itself.
    Keywords: security sector reform; peacebuilding; development
    Date: 2019–08
  4. By: Beniak, Ryszard; Beniak, Patrycja
    Abstract: The paper presents a comparative analysis of the scale and structure of high education financing structure in Poland and other European countries. The paper also compares the efficiency of higher education spending across these countries. In line with the analyses showed in the paper, higher education financing per capita is lower than the European Union average and the spending is to a relatively little extent channelled to research and development project. The paper contains simulation results, according to which higher education financing, particularly for research and development, would have to be way higher in order for Poland to reach the same level of capital as in the Western Europe. Low level of expenditure is accompanied by unsatisfactory results of higher education in Poland, with respect to position in University rankings, number of publications, number of patents and co-operation with industry. At the same time, case studies of higher education financing in other European countries, also in Central and Eastern Europe, indicate that achieving good outcome in the abovementioned aspects even with low level of high education financing, yet under condition of adequate combination of financing larger break-through projects with small and less innovative projects, yet with a greater probability of completion.
    Keywords: higher education financing, cost efficiency, research and development, convergence
    JEL: H52 H54 I23 I28 O38
    Date: 2019–05–05

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