best practices for industry-university collaboration
In a predictive approach, usually referred to as traditional, the project scope, time, and cost are determined in the life cycles early phases. As for earned value management interviewee four stated, the level of maturity of people concerning PM is not appropriate to the use of certain practices, such as earned value management, and also makes difficult its application given the fact that, in these projects, more than one organization is involved, within a university with no culture in producing timely updated timesheets. The framework conceptualization identifies a set of transversal or must-have PM practices used by all projects within an overall major program. Collaborative university-industry R&D initiatives are usually organized as programs with a set of related projects associated. Research Policy, 39(7), 858868, Canhoto, A. I., Quinton, S., Jackson, P., & Dibb, S. (2016). International Journal of Project Management, 29(4), 408421, Azenha, F. C., Reis, D. A., & Fleury, A. L. (2021). (Eds. 2021). 0000010499 00000 n Project Management Journal, 44(1), 734, Besner, C., & Hobbs, B. These served as the basis for deductive reasoning, where we grouped our first-order codes into two distinct categories that were previously identified as transversal and contingent PM practices. Research Policy, 45(9), 19071922. 0000053247 00000 n 3. Industry More than meets the partner: a systematic review and agenda for University-Industry cooperation. Serrador, P., & Pinto, J. K. (2015). It also conceptualizes contingent practices that may be voluntarily adopted by individual projects within the program. Project Management Journal, 37(3), 3748. Industry recognizes the value of collaborating with universities for enhancing their own internal innovation capabilities (Kobarg et al. The research was performed using a single case study. International Journal of Project Management, 33(5), 10401051, Shenhar, A. J., & Dvir, D. (2007). Only one interviewee did not allow the use of tape recording. 2002; Hernndez-Trasobares and Murillo-Luna 2020). Best Practices for Industry-University Collaboration | Harvard 2013), at the level of both individuals and organizations along the multiple stages of the collaboration (Oliver et al. KROHNE joins global business coalition, Alliance for Industry Decarbonisation. 1. The reason behind this is perhaps not surprising, since the PgPMO team is very close to the operational management of both the program and its constituent projects. KROHNE joins global business coalition, Alliance for Industry Decarbonisation. Toward an improved understanding of agile project governance: A systematic literature review. In P.W.G. 0000018867 00000 n The presence of universities in the research area is seen as key to the progress of an institution. Industry members had put more emphasis on the importance of the transition plan to facilitate the ongoing project benefits realization. WebBest Practices in Industry-University Collaboration. It identifies seven practices in the initiation phase instead of four in the initial framework (Table1). Innovative Vs. Technological Forecasting and Social Change, 123, 210215, Jimnez, V., Afonso, P., & Fernandes, G. (2020). Wednesday, June 7, 2023 8:30 am - Thursday, June 8, 2023 5:00 pm CDT. 2018). -8&00`U0; ` m4/@6$w@ Evolution of governance in a collaborative universityindustry program. Use the Previous and Next buttons to navigate the slides or the slide controller buttons at the end to navigate through each slide. This increasing prevalence of UICs also means potential increases in failure to meet stakeholder expectations (Brooke and Lippe 2015; Nsanzumuhire and Groot 2020), often a consequence of lack of partner trust; lack of clarity regarding objectives, poorly assigned responsibilities and planning; and lack of flexibility and agility within the management structure (Oliver et al. (2010). However, at the case study, a whole PgPMO structure was created and was found critical to promote communication among stakeholders and fostering trust. London: Sage. r/NS_3LZ84;8#u,BS 0000002122 00000 n Research Policy, 41(9), 16661682, Derakhshan, R., Fernandes, G., & Mancini, M. (2020). A framework for structuring interdisciplinary research management. London: Sage, Hanel, P., & St-Pierre, M. (2006). Journal of Business Economics, 89(2), 221250, Santoro, M. D., & Bierly, P. E. (2006). The university program manager was professional manager, however university project managers (project leaders) were academic principal investigators. Collaborative know-how and trust in universityindustry collaborations: Empirical evidence from ICT firms. (2010). The main studies used were from Besner and Hobbs (2006, 2008, 2012, 2013), Fernandes and Almeida (2010), Fernandes et al. Research literature concerning UICs has focused on the macro-level of UIC implementation namely, the key channels of interaction between universities and industry, the implementation mechanisms of building trust or boundary spanning, and the barriers and challenges faced by partners, the dynamics of triple helix infrastructure, the economic and societal impact of UIC activities (Nsanzumuhire and Groot 2020, Skute et al. Computers & Industrial Engineering, 29(1-4), 355359, Pinto, E. B., & Fernandes, G. (2021). Carsten Schultz, Oliver Gretsch & Alexander Kock, Irina-Emily Hansen, Ola Jon Mork, Geir Ringen, Frederic Hilkenmeier, Christian Fechtelpeter & Julian Decius, Jos A. Alfaro-Tanco, Miguel Mediavilla & Amaya Erro-Garcs, Paula de Oliveira Santos & Marly Monteiro de Carvalho, The Journal of Technology Transfer Project management practices in major university-industry An inherent criticism made on these studies is that they are too focused on the outputs of UICs rather than on the mechanisms or practices deployed during execution (Albats et al. 2023 WBEA Women's Business Leadership Conference 2011). Open Access, Faria, J. R., Ferreira, J. J., Johnson, K. H., Mixonc, F. G., & Wankee, P. F. (2020). 0000054060 00000 n Bellini et al. Mohammad Ilyas, PhD Associate Dean for Graduate Studies and Research . 0000053891 00000 n Industry Journal of Cleaner Production, 258, 120861, Nerur, S., Mahapatra, R., & Mangalaraj, G. (2005). Participant observation, document analysis, and thirty semi-structured interviews were conducted in a large UIC case study to help identify PM practices and check their relevance. Using the case study approach, researchers can focus on a particular phenomenon and discover crucial knowledge (Yin 2018). The DSDM Agile Project Framework. Development of global partnerships Research institutions in sub-Saharan Africa must come to terms with the fact that local industry may not yet be ready or robust enough to provide the required support for research. With this program, Bosch expected to increase its international accumulated sales volume and diversify business and products and consolidate its reputation among customers and within Bosch Group. Cambridgeshire, United Kingdom: IT Governance Publishing, Book For instance, the conduction of regular progress meetings in the Bosch-UMinho case study allowed continuous communication among members of both partners, reducing misunderstandings between partners during the collaboration (Bruneel et al. Classification and Comparison of Agile Methods. Chin et al. Kanban in Software Development: A Systematic Literature Review. Here are five ways through which university-industry collaboration can be improved on the continent: 1. How can academic innovation performance in university-industry collaboration be improved? InProceedings of 7th International Conference on the Quality of Information and Communications Technology, 391396. 0000010353 00000 n 2021). Qualitative content analysis was used for data analysis. We would love to have you join for Dassault Systems Rail Industry Forum on June 7th. The tables also indicate if each PM practice was identified during participant observation (*) and document analysis (**). (2004). Best practices for collaborating with universities: what do industry teams need to know? Transversal practices are must-have PM practices distributed throughout the PM lifecycle to assure effective governance of the overall UIC program. HSn0+HM$ul UR"9 IImls7'"aDzp@,d.0 W(.4X0S-4# F>-%l 4mK"RJ! (2014) argue that trust at the organizational level is centered on efficiency, including alignment with contract provisions and time commitment to the project that PM practices would promote. Accessed on December 2018, Ahmad, M., Markkula, J., & Oivo, M. (2013). 0000004617 00000 n For example, the MoSCoW method is renamed to method for requirements prioritization (e.g., MoSCoW). Using agile project management in the design and implementation of activity-based costing systems. Research institutions in sub-Saharan Africa must come to terms with the fact that local industry may not yet be ready or robust enough to provide the required support for research. Firstly, this research builds knowledge of UICs by having a micro-level perspective on managing collaborative R&D projects for which there is limited understanding (Brocke and Lippe 2015; Nsanzumuhire and Groot 2020). 0000052486 00000 n Papadakis and Tsironis (2020) recently identified the challenges and best practices to implement in-house hybrid PM in organizations. 0000065768 00000 n Here are five ways through which university-industry collaboration can be improved on the continent: 1. (2006). 2020; Pertuz et al. 2020; Rybnicek and Knigsgruber 2019). Fey, C. F., & Birkinshaw, J. 0000011106 00000 n 62 0 obj <> endobj (2021) argue that hybrid approaches are fundamental for developing technology-based products and services and deal with distinct organizational cultures, processes and contractual requirements. A conceptualization of a hybrid approach is presented based on a literature review. 3DEXPERIENCE The Journal of Technology Transfer, 44, 916947. Overall, these modifications resulted in a PM.UIC framework with 29 transversal and 30 contingent PM practices (Fig. university These changes may sometimes lead to conflicts among collaborators (Bennett and Lemoine 2014). (Eds. 0000001227 00000 n HELIX 2018, LNEE 505. 111). 2020b) since its main objective was to support both the program management and project teams during the program and project lifecycle. WebAccording to Global Connect Report (2007) best practices related with commercialization researches and collaboration internal to the university and how it interfaces with the external community are the following. UIC projects are driven by both industry and scientific challenges, therefore industry member engagement was crucial. 2010), namely related to ownership of intellectual property and academic freedom to publish (Bellini et al. 0000007211 00000 n Driving collaboration, addressing challenges, empowering success, sharing digital acceleration best practices and promote knowledge-sharing in the Rail industry. Register now. The emergence of the PgPMO aimed to provide PM practices that fostered the translation of program objectives into project objectives and to develop skills and competencies for project teams through training, workshops, and seminars. 5 ways to strengthen university-industry collaboration in Africa United Kingdom: SAGE Publications, Angrosino, M. (2005). In fact, champions promote an important role in promoting trust between partners, specially where there is limited experience with UIC (Hemmert et al. Addressing these two challenges can lead to the identification of new ideas and behaviors that can help to reduce the cultural gap between collaborating partners. University-industry collaboration: A Closer Look for The Journal of Technology Transfer, 38, 6992, Nomakuchi, T., & Takahashi, M. (2015). Weve also been a Project Management Journal, 52(1), 90110. 2021). Therefore, a hybrid PM approach was developed based on a case study research strategy. (2015b), the standardization and tailoring of PM tools and techniques are critical initiatives to improve PM practice in organizations. Performance measurement in university industry innovation networks: Implementation practices and challenges of industrial organisations. Gabriela Fernandes. Qualitative Data Analysis (3th ed.). However, PM research studies in the micro-level practices in UICs are limited (Skute et al. WebThese practices are: 1) select collaboration projects that complement company R&D; 2) select university researchers who understand specific industry goals and practices; 3) Therefore, as Knig et al. Why projects fail? Cooke-Davies et al. xref 0 (2019). The first stage of the research involved developing an initial framework derived from the literature. 0000001872 00000 n Emergency knowledge management and social media technologies: A case study of the 2010 Haitian earthquake. Register now. In this paper, we have proposed a collaborative framework of practices to improve universityindustry collaborations. (2016). (2015a) suggested a program and project management lifecycle approach in the context of large-scale UIC. The management of industryuniversity joint research projects: How do partners coordinate and control R&D activities? - 51.75.65.162. 2015a), composed of four phases initiation, initial planning, execution, (including monitoring/controlling and replanning), and closure. Best Practices For University Partnerships - brightspot strategy Best Practices for Industry-University Collaboration The focus on identifying appropriate PM practices also contributed to the sustainability of the Bosh-UMinho partnership over three collaboration periods 2013-2015, 2015-2018 and 2018-2021 and currently proposed again between 2022 and 2024 comprising an investment of over 60 million euros. Florida Atlantic University . Table1 presents the transversal PM practices grouped according to the PM lifecycle (Fernandes et al. These contingent PM practices are divided into traditional, agile and common, i.e. In situations where projects have a high degree of volatility, uncertainty, ambiguity and complexity, PM approaches need to be able to respond quickly to changes (Serrador and Pinto 2015). (2002). Challenges of migrating to agile methodologies. Best Practices and Strategies for Collaboration Between It is a known fact that industry and university collaboration is essential for innovation in modern day scenarios. Depending on selection, contingent PM practices are then integrated into the PM lifecycle phases of the project. 0000014051 00000 n Best channels of academia-industry interaction for long-term benefit. volume48,pages 361391 (2023)Cite this article. External sources of knowledge, governance model, and R&D performance. Project Management Journal, 39(1), 1633, Besner, C., & Hobbs, B. The Journal of Technology Transfer, 31(4), 485499, Hanisch, B., & Wald, A. Program management and the creative art of coopetition: Dealing with potential tensions and synergies between spatial development projects. PM2 Project Management Methodology Guide. PMI (2017) states that PM approaches can be predictive and adaptive. Barnes, T., Pashby, I., & Gibbons, A. Does Agile work? UIC projects are a way for firms to obtain expertise that cannot be generated in-house through knowledge transfer (Becker and Dietz 2004), promoting economic progress, innovativeness, and competitiveness fostered by a continuous research engagement (Skute et al. Improving and embedding project management practice in organisations A qualitative study. MoSCoW is just one of the methods for requirements prioritization, narrowing down its scope. They criticize the unconditional use of PM standards and a misfit between specific project characteristics and the chosen management approach. International Journal of Project Management, 25(1), 4155, Pertuz, J. /RyIM.Db\@()IXdpE omc0vt @H`U jL?^b `+3p 0000003119 00000 n The PM.UIC framework for PM practices in major UIC programs. 2019). 2010), and in the diversion of program management resources away from their strategic role (Rijke et al. Spalek, S. (2016). The consortium can then assess the relevance of PM practices for their own particular context, by for example giving each practice a weight between 0 and 100%. The Governance of Organizational Project Management. This research extends the existing knowledge on UICs by giving a micro-level perspective on managing UIC projects and providing evidence of the adoption of hybrid approaches to assure the overall governance of significant inter-organizational endeavors. Data analysis led to a framework comprising 29 transversal or must-have practices distributed throughout the project lifecycle and 30 contingent or optional practices, divided into traditional, agile and common. Article Published: 11 March 2022 Project management practices in major university-industry R&D collaboration programs a case study Gabriela Fernandes & A PM approach describes how a project will be manged and governed (Gemino et al. used either by traditional or agile PM approaches. In the project initial planning and project closure phases, there were no changes. The researcher explained, in advance and by email, the scope of the research study and the purpose of the interviews through a briefing document, which clarified the research scope, anonymity and confidentiality, and the critical PM terms adopted by the study, to assure that the interviewees perceived these terms consistent with the researchers understandings.
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