دانلود مقاله روش های مدیریت پروژه در برنامه های اصلی مشارکت
چکیده
مقدمه
مروری بر مطالعات پیشین
روش تحقیق
یافته ها
بحث
نتیجه گیری
منابع
Abstract
Introduction
Literature review
Research methodology
Findings
Discussion
Conclusions
References
چکیده
پروژه های همکاری دانشگاه و صنعت (UIC) تعهدات پیچیده ای هستند که می توانند چندین طرف یا ذینفعان را درگیر کنند. مدیریت مؤثر UICها می تواند به معنای تفاوت بین موفقیت و شکست از نظر انتقال فناوری و تجاری سازی تحقیقات باشد. این مقاله تحقیقاتی بر تحلیل سطح خرد UICها و به ویژه شیوه‌های مدیریت پروژه که می‌تواند به UICهای اصلی کمک کند تا مزایا و تأثیرات اجتماعی گسترده‌تری داشته باشند، تمرکز دارد. PM به سمت رویکردهای ترکیبی تر که شامل روش های سنتی و چابک است، در حال تکامل است. یک مفهوم سازی از یک رویکرد ترکیبی بر اساس بررسی ادبیات ارائه شده است. سپس این مفهوم سازی به عنوان نقطه شروعی برای تحقیقات تجربی اکتشافی استفاده می شود. مشاهده شرکت کنندگان، تجزیه و تحلیل اسناد، و سی مصاحبه نیمه ساختاریافته در یک مطالعه موردی بزرگ UIC برای کمک به شناسایی اقدامات PM و بررسی ارتباط آنها انجام شد. تجزیه و تحلیل داده ها به چارچوبی منتهی شد که شامل 29 روش عرضی یا ضروری است که در طول چرخه عمر پروژه توزیع شده و 30 روش احتمالی یا اختیاری، که به سنتی، چابک و رایج تقسیم می شوند. این تحقیق دانش موجود در مورد UIC ها را با ارائه دیدگاهی در سطح خرد در مدیریت پروژه های UIC و ارائه شواهدی مبنی بر اتخاذ رویکردهای ترکیبی برای اطمینان از حاکمیت کلی تلاش های بین سازمانی مهم گسترش می دهد. این چارچوب یک نقشه راه برای پروژه های بزرگ UIC در آینده ارائه می دهد.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
University-industry collaboration (UIC) projects are complex undertakings, that can involve multiple parties or stakeholders. Effective management of UICs can mean the difference between success and failure, in terms of technology transfer and research commercialization. This research paper focuses on the micro-level analysis of UICs and in particular the project management practices that can help major UICs deliver benefits and broader societal impact. PM has been evolving toward more hybrid approaches involving both traditional and agile practices. A conceptualization of a hybrid approach is presented based on a literature review. This conceptualization is then used as a starting point for exploratory empirical research. 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. 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. 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. The framework provides a roadmap for future major UIC projects.
Introduction
Companies are more open to collaborative innovation and investment in research and development (R&D), and this positively influences university-industry collaborations (UICs) (Galan-Muros and Davey 2017). Industry recognizes the value of collaborating with universities for enhancing their own internal innovation capabilities (Kobarg et al. 2018). R&D collaboration is now regarded as one of the essential ingredients for innovation (Hernández-Trasobares and Murillo-Luna 2020). In recognition of this, the European Union has made innovation the central theme of the Horizon 2020 research funding program (Spalek 2016). Collaboration between universities and industries is also encouraged by governments for enhancing national competitiveness and wealth creation (Barnes et al. 2002; Hernández-Trasobares and Murillo-Luna 2020). Given the grand challenges of the 21st Century, UICs are expected to play a key role in developing new products, technologies, and processes for industry, that create value for customers and broader societal impact through employment and economic growth (Faria et al. 2020). The current Covid-19 pandemic, for example, has demanded an unprecedented number of UICs, and their success has never been more important for society. 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. 2020; Rybnicek and Königsgruber 2019).
Conclusions
This study investigates the key PM practices for the context of major university-industry R&D collaboration (UIC) program. The first stage of the research involved developing an ‘initial framework’ derived from the literature. The framework conceptualization was based on the contingency theory (Drazin and Van de Ven 1985; Lawrence and Lorsch 1968; Sauser et al. 2009), which comprised 24 transversal PM practices (Table 1), and 32 contingent PM practices (Table 2). The contingent PM practices are divided into three subsets; 15 of the 32 are agile PM practices, three traditional and 14 remaining common to both agile and traditional approaches. The transversal PM practices are presented according to the PM lifecycle, divided into four phases: ‘project initiation’, ‘project initial planning’, ‘execution, monitoring/ control and replanning’, and, lastly, ‘project closure’. In R&D projects, traditional or agile approaches might also be used (Barbosa et al. 2021). However, in the case study, the traditional approach was the most adopted by the project teams.