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Business Cases

Managing the development projects portfolio of an R&D organisation Monday 02 March 2009

How an integrated resource management and project management system allows better allocation of resources and activities within the R&D Department.

Context:

The R&D management wishes to provide improved visibility for all the activities in these departments, and on the types of task to which the resources have been allocated. In particular, the activities linked to the development of new products should be prioritised over those linked to maintenance of products already on the market.

 

Objectives:

• To keep maintenance activities below 40% of the R&D budget

• To allow planning of resources (personnel and budget) in alignment with project management

• To provide reports that can be used at the project sele4ction committees.

 

Organisation of the task:

• Definition of activity, project, organisation and resource references.

• Introduction of time management for all R&D staff members.

• Definition of resources management and project management processes, and of co-ordination between the two

• Introduction of integrated management of resources, budgets and activities.

 

Resources applied:

1 senior consultant

Results:

• The ratio of maintenance activities in relation to new products is in line with the industry.

• The formalisation of resource management allows the R&D management greater visibility for orientating its budget decisions and resource forecasts.