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2 Scientific Papers of Silesian University of Technology. Organization and Management Series
2 Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
1 Journal of Science of the gen. Tadeusz Kosciuszko Military Academy of Land Forces
1 Zeszyty Naukowe / Wyższa Szkoła Oficerska Wojsk Lądowych im. gen. T. Kościuszki

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Analysis of methods for constructing R&D project teams – results of quantitative studies

Dewor Dominika, Klaus-Rosińska Agata

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

z. 195

63--86

Purpose: The aim of the article is to analyse and evaluate methods for constructing teams involved in research and development projects and to formulate recommendations regarding their formation. Design/methodology/approach: The paper utilizes research conducted as part of a master's thesis awarded by IPMA Poland. The research project was based on a mixed-methods approach, combining quantitative and qualitative methods. This combination was chosen to fully understand the phenomenon under study. A sequential explanatory strategy was employed, allowing for the collection of quantitative data, followed by enrichment with qualitative data for a more in-depth interpretation. The adopted model facilitated a comprehensive examination of the subject and enabled an interdisciplinary approach to identified problems. Findings: The research reveals that some factors, for example team size, do not significantly impact the team's performance assessment. Larger teams report more negative roles. Motivations of participants in R&D projects differ from those in a 2008 study. Currently, career development and networking with other researchers are more important than in the past. Research curiosity is still the most cited motivation for R&D work but by a smaller number of individuals. Teamwork assessment is associated with the number of team issues. The number of roles according to M. Belbin's classification does not influence the team's performance assessment. Research limitations/implications: The article's limitation lies in the potential omission of advanced dependencies from related management fields – from psychology, sociology, or administration. Practical implications: The research indicates that key success factors for the practice of managing research and development projects include the appropriate selection of the team leader and effective management of team members' motivation. The number of reported team issues has an inversely proportional relationship with the team's performance assessment. Implementing these practices may contribute to improving the results of R&D teams. Originality/value: Filling a research gap on the construction of contemporary research and development teams. Discoveries regarding leader selection, researcher motivation, and the impact of various factors on team performance have significant implications for the practice of managing R&D projects. They are addressed to all individuals involved in research and development activities.

Analysis of methods for constructing R&D project teams – results of qualitative studies

Dewor Dominika, Klaus-Rosińska Agata

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

z. 195

47--62

Purpose: The aim of the article is to present results of qualitative research about constructing teams involved in research and development (R&D) projects and to formulate recommendations regarding their formation. Design/methodology/approach: The paper utilizes research conducted as part of a master's thesis awarded by IPMA Poland. This is also a continuation of another article published in this journal1 . In general, the whole research was based on a mixed-methods approach, combining quantitative and qualitative methods. A sequential explanatory strategy was employed, allowing for the collection of quantitative data, followed by enrichment with qualitative data for a more in-depth interpretation. This article is about the description of qualitative research, recommendations are written on the basis of full mixed research. Findings: For constructing teams in R&D projects, recommendations were made: 1) Strive for gender balance in the team, 2) Create teams with a small number of members, 3) Pay attention to the subject matter expertise and experience of the potential leader when forming the team, 4) Introduce a selection process for team members in which the project leader, the project initiator and the group of project initiators have a stake, 5) Value the work of team members and their contributions, regardless of their role in the project, 6) Focus on motivating team members through career development, research curiosity, and the opportunity to collaborate with other scientists, 7) Provide clear rules for project collaboration and accountability, 8) Ensure integration and adequate communication of the team, 9) Support effective management of R&D projects, 10) Monitor and resolve problems within the team. Avoid the occurrence of negative roles and create an environment where team members feel supported and valued. Research limitations/implications: The article's limitation lies in the potential omission of advanced dependencies from related management fields - from psychology, sociology, or administration. Practical implications: The research indicates recommendations for the practice of managing research and development projects. Implementing these recommendations may contribute to improving the results of R&D teams.Originality/value: Filling a research gap on the construction of contemporary research and development teams. Discoveries regarding leader selection, researcher motivation, and the impact of various factors on team performance have significant implications for the practice of managing R&D projects. They are addressed to all individuals involved in research and development activities.

Model romboidalny w zarządzaniu projektami badawczo-rozwojowymi

Kuchta D., Skowron D.

Zeszyty Naukowe / Wyższa Szkoła Oficerska Wojsk Lądowych im. gen. T. Kościuszki

2014

Nr 1

201--220

W artykule autorki przedstawiły propozycję zastosowania modelu romboidalnego (NTCP) w zarządzaniu ryzykiem projektów badawczo-rozwojowych (B+R). Model ten za pomocą wymiarów: innowacyjności (N), technologii (T), złożoności (C) oraz tempa realizacji (P) opisuje cechy danego projektu. Na podstawie analizy literatury stwierdzono, że projekty B+R często na początku ich realizacji nie posiadają znanych w pełni elementów niezbędnych do stworzenia planu projektu, np. określonych struktur podziału (PBS, WBS, OBS). Jednocześnie wysunięto wniosek, że charakterystyka ich rynku jest zbliżona do projektów realizowanych na rynku typu firma – państwo (B2G), a ich cechy podobne są do cech zarówno projektów branży farmaceutycznej, jak i IT. Tym samym najistotniejszymi wymiarami modelu romboidalnego czystej postaci w projektach B+R okazały się: wymiar innowacyjności oraz wymiar technologii. Autorki wybrały te elementy wymiarów, które najlepiej charakteryzowały projekty B+R i na ich podstawie zdefiniowały model romboidalny dostosowany do specyfiki tych projektów. Określony w ten sposób model romboidalny pozwala na szacowanie ryzyka związanego z poszczególnymi wymiarami projektu oraz na monitorowanie jego zmian wraz z realizacją kolejnych etapów projektu.

In this paper the authors present a proposal for the application of the rhomboidal model (NTCP) to risk management of research and development (R&D) projects. The NTCP model describes the characteristics of the project using several dimensions: novelty, technology, complexity and pace. Based on the analysis of literature, it was noticed that at the beginning of their implementation, R&D projects did not often have fully known elements necessary to create a project plan, for instance specific breakdown structures (PBS, WBS or OBS). At the same time, it was concluded that the characteristics of their market are close to those of the market of business government (B2G) projects and their features are similar to the features of projects of the pharmaceutical industry as well as IT. Thus, the most important dimensions of the pure rhomboidal model of R&D projects are innovation and technology. The authors chose those components of the dimensions that best characterize R&D projects and basing on that they defined the rhomboidal model adapted to the specificity of R&D projects. The rhomboidal model defined in this way allows one to estimate risks associated with the various dimensions of the project and to monitor the changes which often occur during R&D project implementation.