portfolios of r&d: what is currently known about selecting projects as a group ?
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Portfolios of R&D: What is currently known about selecting projects as a group ?. Jonathan D. Linton University of Ottawa, Canada [email protected] . Thanks to SSHRC for their support of this research and panel. Problem: Best (Projects vs Portfolio). Definitions of projects - PowerPoint PPT PresentationTRANSCRIPT
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Portfolios of R&D: What is Portfolios of R&D: What is currently known about currently known about
selecting projects as a groupselecting projects as a group?? Jonathan D. LintonJonathan D. Linton
University of Ottawa, CanadaUniversity of Ottawa, [email protected].
Thanks to SSHRC for their support of this research and panel
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Problem: Best (Projects vs Problem: Best (Projects vs Portfolio)Portfolio)
Definitions of projects Definition of portfoliosEvaluating projectsEvaluating portfoliosFinancial Portfolio TheoryOpportunitiesNeedsSummary Notes
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Project Definitions Project Definitions Effort to achieve a specific objective within a
schedule and budget target (Cleland & King, 1983)
Human, material and financial resources organized in a novel way, to undertake a unique scope of work within constraints of cost and time (Turner, 1993)
A complex effort, made up of interrelated tasks with a well-defined objective, schedule, and budget (Archer & Ghasemzadeh, 1999)
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Project Definitions Project Definitions
A temporary organization for assigning resources to management of change within the organization as an agency for managing uncertainty (Tunner & Muller, 2003)
A temporary organization and process for a certain goal under constrained time, budget, and resources (Shenhar, 2004)
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Portfolio DefinitionsPortfolio Definitions A group of projects carried out under the
sponsorship/ management of an organization (Archer & Ghasemzadeh, 1999)
An organization of a group of projects - managed together to coordinate interfaces and prioritize resources thereby reducing uncertainty (Turner & Muller, 2003)
The initial screening, selection and prioritization of projects proposals, the concurrent reprioritization and allocation and reallocation of resources to reflect priority (Blichfeldt & Eskerod, 2008)
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Metrics for Projects Metrics for Projects
Financial – NPV, ROI, or OptionsRisk and FeasibilityRelevance, Organization Fit,
Strategic ImportanceCompetitive Advantage – Economic
and Non-EconomicMarket and TechnologyLife CycleInnovation and Creativity
Financial – NPV, ROI, Real OptionsRisk/Feasibility
Market/TechnologyRelevance/Organization Fit /Strategic
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Methods for Evaluating Methods for Evaluating ProjectsProjects
Financial IndicatorsPeer ReviewBCG Matrix – growthBalance Score CardStage Gate ModelDEAAHP/ANPFuzzy Selection
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Visual tools for project Visual tools for project selectionselection
Source: Bell Labs
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Metrics for PortfoliosMetrics for Portfolios
Return – NPV, ROI, OptionsResourcesCapacityRiskProbability of SuccessEfficiencyEffectivenessIP
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Methods for Evaluating Methods for Evaluating PortfoliosPortfolios
R&D Effectiveness IndexReal Options AnalysisConditional Stochastic DominanceMOI Linear ProgramMean-Gini AnalysisDEAFuzzy Selection ModelBalance Score Card
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Issues Specific to Issues Specific to PortfoliosPortfolios
SynergyInterrelationIndependentAlignment with ObjectivesResource – InteractionBenefit - Interaction
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Visually Evaluating Visually Evaluating PortfoliosPortfolios
http://www.vosviewer.com/
maps/journal_application_
domains
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Flaws With Current Flaws With Current ApproachesApproaches
Limited checking for duplicationNot checking for over-representationNot checking for absence of areasNot considering potential of lock-outNot considering absorptive capacityAppropriability often overlooked
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Application of Financial Application of Financial TheoryTheory
Financial Portfolio Theory well developed
Some difficulties, however:Lack of efficient marketsDifference in underlying
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Efficient MarketsEfficient Markets
Buy and Sell at Market Clearing Price
Calculate volatility
Determine relationship between assets
Select Desired Risk/Return Tradeoff on Efficient Frontier
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Difference in UnderlyingDifference in Underlying
Financial Assets – Market Risk Gaussian Distribution
Research Assets – Market and Technical Risk Thick Tails
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What is Needed - easyWhat is Needed - easy
Learn by revisiting existing groups of projects and reassessing them as a portfolio
Assess how differences in FPT affect the selection, valuation and performance of portfolios of research
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Possible Steps ForwardPossible Steps Forward
In a coordinated fashion, consider: Stage of Development Capability Maintenance Technological Lock-Out Appropriability Interrelation Portfolio Diversification Risk – Technical and Market
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What is Needed - difficultWhat is Needed - difficultUnderstanding of underlying distributions for
Basic Science, Applied Science, Technology and Innovation
Methods for Thick Tailed Portfolio Management
National Innovation Policy that considers current national research portfolio to guide future decisions
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Current QuestionsCurrent Questions
Appropriate Balance Between Different Stages of Scientific Inquiry – Basic, Applied, Technology, Innovation
What should the portfolio balance be – including diversity and risk?
How to select projects to ensure that balance reflects objectives?
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SummarySummary
Portfolios are currently just groups of projects in most cases
Need to consider projects in terms of portfolio objectives
Financial Portfolio Theory has some desirable traits, but needs to be developed to reflect the nature of STI
Opportunities exist in seeing how current and past decisions would differ with a portfolio perspective
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Thank you for your attention
Than
Our thanks to SSHRCThe Social Sciences and Humanities Research Council