Overcoming the ‘use misfit’ of project management practices in collaborative research, development and innovation

Gabriela Fernandes , Guilherme Tassari , Lucas Rocha , José M.R.C.A. Santos , Luís Miguel D.F. Ferreira , Pedro Ribeiro , David O'Sullivan
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引用次数: 0

Abstract

This paper aims to enhance our understanding of project management (PM) in collaborative Research & Development & Innovation (R&D&I) projects by analysing the fit between the use and usefulness of 35 PM practices. Research results include quantitative data analysis of 465 responses to an online survey questionnaire, complemented by a qualitative data analysis of 12 semi-structured interviews. The study identifies the top-10 ‘most used’ and ‘most useful’ PM practices in collaborative R&D&I, covering the complete PM lifecycle while emphasising the importance of the project ‘Initiation' phase. Furthermore, it identifies a set of ‘must have’ PM practices that exhibit a perfect fit, suggesting that consistent implementation impacts successful project outcomes. The remaining 26 PM practices surveyed present a ‘use misfit’, meaning they are deemed useful but are not frequently used. The paper delves into the causes behind this and explores potential strategies to address it, with leadership emerging as a significant strategy to overcome practice misfits.

克服合作研发与创新中项目管理实践的 "使用误区
本文旨在通过分析 35 种项目管理实践的使用和实用性之间的契合度,加深我们对合作研究与开发创新(R&D&I)项目中项目管理(PM)的理解。研究成果包括对 465 份在线调查问卷答复的定量数据分析,以及对 12 个半结构式访谈的定性数据分析。研究确定了合作研发与创新中 "最常用 "和 "最有用 "的十大项目管理实践,涵盖了整个项目管理生命周期,同时强调了项目 "启动 "阶段的重要性。此外,它还确定了一系列 "必须具备 "的项目管理实践,这些实践表现出完美的契合度,表明持续实施会对项目的成功结果产生影响。所调查的其余 26 项项目管理实践存在 "使用不匹配 "问题,即这些实践被认为有用,但并不常用。本文深入探讨了这一现象背后的原因,并探讨了解决这一问题的潜在策略,其中领导力成为克服实践不匹配问题的重要策略。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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CiteScore
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