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Some perspectives on the use of management science techniques in R&D management
Author(s) -
Higgins J. C.,
Watts K. M.
Publication year - 1986
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.1986.tb01175.x
Subject(s) - economic shortage , control (management) , selection (genetic algorithm) , project management , project planning , engineering management , face (sociological concept) , computer science , operations management , process management , operations research , knowledge management , management science , business , engineering , sociology , systems engineering , linguistics , philosophy , artificial intelligence , government (linguistics) , social science
We were prompted to carry out a study by the apparent shortage in the literature of accounts of the successful application of the more advanced MS/OR and of IT techniques. Hopefully, the results would also prove useful in the design of appropriate R&D management courses. Our information was largely collected via a postal questionnaire. Face‐to‐face interviews with a number of the respondents and with R&D managers attending some of the Bradford Management Centre's post‐experience events provided the rest of the data. In this paper we report on the techniques used in project selection and project planning and control. In general, we concluded that there is a significant gap between the prescriptions of academics and consultants and the actual usage of advanced techniques for project planning and control. Project selection techniques tend to be relatively simple, e.g. checklists and project profiles. In project planning and control, PERT‐based methods and Research Planning Diagrams are much more popular than the more sophisticated approaches.