Document Type

Closed Project

Publication Date

Summer 2010

Instructor

Tugrul Daim

Course Title

R & D Management

Course Number

ETM 536/636

Subjects

Project management, Technology -- Management, Research and development projects -- Evaluation

Abstract

Evaluation and selection of new projects is vital to the health of an organization. For many firms, especially those that depend on technology innovation to stay in business, the key to continued competitiveness lies in their ability to develop and implement new products and processes. For these organizations, research and development (R&D) is an integral function within the technology strategic management framework. There are two related sub-problems to selection of R&D projects: to access the evaluation of individual projects and to build a portfolio of the most promising projects among all submitted to a certain call for projects. Finally what really matters is the portfolio, which contains only the projects to be funded and amounts assigned to each project. This paper reviews some of the frequently used models and tools by different governmental and nongovernmental firms to select their R&D projects and briefly explore, based on literature reviews, the contribution of each model to the firm‟s strategies down the organizational hierarchy (Top-Down); from the institutional strategy down to the R&D strategy. Conclusions and suggestions for future research are also provided.

Rights

In Copyright. URI: http://rightsstatements.org/vocab/InC/1.0/ This Item is protected by copyright and/or related rights. You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s).

Comments

This project is only available to students, staff, and faculty of Portland State University

Persistent Identifier

http://archives.pdx.edu/ds/psu/22765

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