Browsing by Author "Barroso, Daniela"
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- Critical success factors of University-Industry R&D collaborationsPublication . Fernandes, Gabriela; Santos, José M.R.C.A.; Ribeiro, Pedro; Ferreira, Luís Miguel D.F.; O'Sullivan, David; Barroso, Daniela; Pinto, Eduardo B.University-industry R&D collaborations (UICs) play a vital role in stimulating open innovation that leads to new products, processes, and services that creates value for customers and broader societal impact. UICs, however, commonly fail to meet these stakeholders’ benefits. This study identifies thirty-four critical success factors (CSFs) for improving UIC success. The study includes a systematic literature review and a longitudinal UIC case study between Bosch Car Multimedia in Portugal and University of Minho, a multi-million Euro R&D collaboration from 2013 to 2021. The importance of the CSFs is discussed in the context of the UIC lifecycle. A survey among researchers and industry practitioners involved in R&D collaborative projects was completed to confirm the analysis of the empirical results. This paper provides UIC managers with CSFs, which, when addressed competently, can provide a basis for successful UIC projects and sustainable university-industry collaborations
- Fostering success of collaborative research, development, and innovation projects through project management officesPublication . Santos, José M.R.C.A.; Fernandes, Gabriela; Ribeiro, Pedro; Ferreira, Luís Miguel D.F.; Barroso, Daniela; Pinto, Eduardo B.Publicly funded collaborative research, development, and innovation (CRDI) projects are increasingly promoted to tackle key societal challenges. However, the success of these projects is difficult to appraise, and the role of project management offices (PMOs) to potentiate the project success is not well understood. This study contributes to the debate about the effectiveness of projects in research and innovation by elucidating the relationship between the existence of a PMO and the success of CRDI projects, and the role that project management practices play in this regard. Using the lens of Ika and Pinto’s project success theoretical framework it was found that PMOs contribute to the success of CRDI projects by facilitating the use of relevant project management practices. From a practical point of view, organizations involved in CRDI projects can gain insights into how a PMO can foster project benefits, stakeholder alignment and knowledge management.
- Key Project Management Practices in Collaborative R&D&I Projects Across Activity SectorsPublication . Santos, José M.R.C.A.; Fernandes, Gabriela; Ribeiro, Pedro; Ferreira, Luís Miguel D.F.; Barroso, Daniela; Pinto, Eduardo B.Collaborative Research and Development and Innovation (R&D&I) projects provide special challenges in understanding and expressing the value of project management (PM) practices to deliver stakeholders’ expected benefits. This study aimed to contribute to understanding the relevance of PM practices on collaborative R&D&I projects’ success from the perspective of firms, higher education institutions, and other research-performing organizations. It used exploratory factor analysis (EFA) to categorize the surveyed key PM practices initially grouped according to the typical project lifecycle (initiation, planning, execution, monitoring/controlling & replanning, and closure). EFA resulted in the identification of four underlying factors, designated by ‘must have’ practices that cover the whole PM lifecycle: ‘initiation’ practices; ‘planning’ practices; and ‘execution, monitoring/controlling & replanning’ practices. Significant variance in using key PM practices by respondents from different activity sectors is observed. For example, respondents from Interface Centers use more ‘must have’ practices than those from firms and use more ‘planning’ practices than those from firms and higher education institutions. This might be influenced by the reported existence of project management offices, beyond their administrative roles, in the vast majority of Interface Centers, as opposed to other activity sectors. The results suggest that this specific type of project would benefit from team capacity-building programs in PM practices tailored to the identified sector-specific needs of firms and research-performing organizations.
- Useful Project Management Practices in Collaborative R&D&I ProjectsPublication . Fernandes, Gabriela; Tassari, Guilherme; Rocha, Lucas; Ferreira, Luís Miguel D.F.; Santos, José M.R.C.A.; Ribeiro, Pedro; Barroso, Daniela; Pinto, Eduardo B.Collaborative Research and Development and Innovation (R&D&I) projects make an essential contribution to the development of knowledge-based, innovative products, processes, and services. The main objective of this paper is to gain a comprehensive understanding of project management (PM) in collaborative R&D&I projects, examining the usefulness of PM practices. The results are based on 465 valid responses from an online questionnaire survey on the perceptions of collaborative R&D&I project practitioners. The Relative Importance Index was used to classify the usefulness of the 35 key PM practices surveyed. The top 10 rank of the most useful PM practices cover the entire PM lifecycle and include well-known practices, such as ‘kick-off meeting’, ‘progress meetings’, ‘Gantt chart’, ‘project closure report’, ‘project closure meeting’, ‘milestone list’, ‘requirement analysis’ and ‘project scope plan’. Although, there are also less emphasised PM practices such as ‘alignment workshops’ and ‘project idea paper’. The paper contributes to supporting practitioners to decide which PM practices should be prioritised and implemented.