R&D PROJECT MANAGEMENT IS IT AGILE?
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1 Slide R&D PROJECT MANAGEMENT IS IT AGILE? Jesse Aronson, PMP, PE May, 208
2 Slide 2 Definitions: Agile and R&D Agile Project Management is an iterative process that focuses on customer value first, team interaction over tasks, and adapting to current business reality rather than following a prescribed plan. () Agile approaches to project management aim for early, measurable ROI through defined, iterative delivery of product increments. They feature continuous involvement of the customer throughout the product development cycle. (2) Managing R&D projects differs from conventional project management, primarily because by definition, outcomes are less certain and therefore so are time scales and plans. (3) We continuously ask the R&D project manager to achieve an objective which even science fiction writers haven t thought of and which requires technology that hasn t been discovered yet. (4)
3 Slide 3 Categories of R&D Category Basic Research Applied Research Advanced Technology Development Demonstration/ Validation Engineering and Manufacturing Development Description Systematic study directed toward greater knowledge or understanding of the fundamental aspects of phenomena and of observable facts. Translates basic research into solutions. Systematic study to gain knowledge or understanding necessary to determine the means by which a recognized and specific need may be met. Focused on development and integration of hardware for field experiments and tests with a goal of providing proof of technological feasibility and assessment of operability and producibility. Includes all efforts necessary to evaluate integrated technologies in a realistic operating environment to assess performance and cost impact of the technology. Translates integrated technologies into product designs through engineering and manufacturing development. Adapted from Wingate, L. M. (205). Project management for research and development: Guiding innovation for positive R&D outcomes. Boca Raton, FL: CRC Press.
4 Slide 4 Agile Principles vs. R&D (Slide of 3) # Agile Principles (5) R&D Comment Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2 Welcome changing requirements, even late in development. 3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4 Business people and developers must work together daily throughout the project. Delivery and completion are not assured. May not know up front what s valuable. There may not be a knowledgeable customer Conversational Requirements Advancements in knowledge and capability do not necessarily happen on a schedule Still, this is a good idea to limit time spent pursuing dead ends R&D personnel are technically trained perfectionists who believe that cost and time are unimportant when it comes to improving the state of the art. (4) Models, prototypes Not as product-focused The application may not become clear until research is done
5 Slide 5 Agile Principles vs. R&D (Slide 2 of 3) # Agile Principles (5) R&D Comment 5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7 Working [product] is the primary measure of progress. 8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Researchers are typically highly motivated self-starters Trust, collaboration Small autonomous teams, nonbureaucratic Benefits to brainstorming and sharing results/challenges Depends on where you fall in the spectrum from research to development Sustainable pace Room for reflection, revisiting results
6 Slide 6 Agile Principles vs. R&D (Slide 3 of 3) # Agile Principles (5) R&D Comment 9 Continuous attention to technical excellence and good design enhances agility. 0 2 Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. The final product may be a prototype, or something intangible. Less emphasis on design. Technical excellence is always a good idea! Discovery is not pretty Slack time for discovery is beneficial Compatible, complementary teams (6) Researchers are full of creative ideas on how to do things better, however Room for improvement means admitting imperfection
7 Slide 7 Real World Example: Hybrid methodology Manufacturing (MRP) Sea Testing (Waterfall) Software (Agile) Data Analysis and Algorithm Development (R&D) Project Management Milestones Servant Leadership Integration EVMS-ish Hardware (Agile/R&D)
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