• Journal of Korean Society of Industrial and Systems Engineering
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• v.14 no.23
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• pp.57-64
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• 1991

The preliminary, advanced and final evaluation of R&D project is essential in order to reduce loss of resource and opportunity and to minimize uncertainty resulting from optimal selection and efficient progress of R&D project. This thesis examined characteristics of deterministic evaluation, economical evaluation, and OR-approach evaluation as theoretical methodology of evaluation of R&D project applicable to food industry in Korea by using scoring method, one of deterministic evaluations. In addition, this thesis divided the evaluation factors for preliminary evaluation of R&D project into 5 groups and 30 factors on basis of the environment of domestic companies and set up the standard of each evaluation factors and contains marking-selecting way. But, generally, the evaluation model by this thesis, as the conditions of the business company environment are different to each other, contents to be set up evaluation factors, evaluation standard and decision method conforming to each the environment of the business companies with referring to as one standard of evaluation project for selecting R&D project.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2001.05a
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• pp.369-385
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• 2001

A R&D project evaluation method has been applied for the national nuclear R&D projects in a developing-country setting. In the methodology, Saaty's analytic hierarchy process model is used to evaluate and rank of the selected nuclear R&D project which have a wide range of objectives and characteristics. The criteria used for evaluation related specifically to the Korea's evaluation needs and culture, and they are weighted according to their relative importance as perceived by the evaluator of the R&D project. As a real-world case of evaluation, we elicited and reproduced the evaluation process of the nuclear R&D projects which is going under the research process. As the results of the paper suggests, the methodology can be applied to the evaluation of the R&D projects and has much potential.

• Journal of Korea Technology Innovation Society
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• v.3 no.2
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• pp.48-60
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• 2000

An effort has been made in this paper to measure the project manager's reaction to R&D project evaluation and present the useful information related to rebuilding an R&D evaluation system. Results of this study show that project manager's reaction is related to the selection of reasonable items for evaluation, the rater's expertise, the project manager's participation in evaluation process and so on. Accordingly, managers of the research institute have to set up the evaluation system after deeply considering these results.

• Journal of Technology Innovation
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• v.31 no.3
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• pp.171-199
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• 2023

The purpose of this study was to develop an evaluation tool for selecting new projects for R&D project planning level of K Research Institute. For this purpose, items and questions for R&D project selection evaluation were developed based on the CIPP model and previous studies on selection evaluation and evaluation indicators for research project evaluation, and then two Delphi surveys were conducted. The developed evaluation tool was surveyed by 13 experts to verify contents validity ratio, convergence and consensus. The finally selected evaluation tool for R&D project planning consisted of 21 questions in 8 items, including 5 questions for context evaluation, 2 questions for input evaluation, 8 questions for process evaluation, and 6 questions for product evaluation. The evaluation tool developed will contribute to the solution of problems in the bottom-up planning process and to the improvement of the planning competence of the researchers. It will also contribute to improve the consistency and efficiency of evaluation during the selection process.

• Korean Management Science Review
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• v.12 no.3
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• pp.45-60
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• 1995

This study examines a normative model of project management systems, PPMS, to provide information for directing R&D activity in order to increase R&D productivity. The PPMS (Project Process Management System) is a disciplined and systematic framework to manage R&D projects effectively and efficiently under the assumption of a strategic decision making and long-range planning. The purpose of PPMS is to provide for the management of research organization at different levels an effective management tool; first, for the planning system which deals with rational selection and authorization of R&D projects, second, for the control system which concerns monitoring and controlling the execution of R&D projects, and finally, for the evaluation system which attains evaluation of the performance results of R&D projects and determination of the necessary follow-up. A view for the future development of project management within the context of a project-performing organization is also elaborated to exhibit the progress and phase description of the project management system.

• Journal of Korea Technology Innovation Society
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• v.18 no.4
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• pp.621-640
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• 2015

The aim of this study is to provide evidence of how a change in the process of calculating the economic valuation of a project can affect the decision regarding national R&D investment. The paper examines a R&D project of cooperative research program of university-industry-research institute for the construction of a woodchip power plant to explore the role of capital expenditure in the economic evaluation of an investment project. The paper finds that the simple introduction of capital expenditure in the profitability analysis affects the perspectives on the construction plan. The results of this study indicate that standardization of the calculation process that takes different characteristics of industries into account is needed in the preliminary feasibility study of national R&D projects.

• Journal of Korean Institute of Industrial Engineers
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• v.1 no.1
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• pp.57-65
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• 1975

A perfect evaluation for scientists and engineers is impossible unless the R&D process is fully explored. But the study in this area is being intencified, and consequently progress is being made. In this paper an evaluation method for scientists and engineers in project-oriented R&D organizations is developed. That is, a method that the evaluation for the job performance directly influences personnel management such as promotion, and the evaluation for their potential, characteristics influences indirectly. Further systematization of evaluation process, which is no less importatant than evaluation itself, is attempted.

• Journal of Korea Technology Innovation Society
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• v.1 no.1
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• pp.117-124
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• 1998

Corporations are pursuing maximum returns from their R&D investment. They are also interested in sound measures to quantify returns. In fact, they use various measures and criteria for measuring returns from the R&D investment. But the fundamental problem is that there is no generic and widely acceptable measures and criteria. To make things more complicated, measures are very powerful and influential to the people in the corporations. Herbert Simon already indicated that people do many things but people usually do their best for the only tasks which are measured. Many researchers, like Chester(1995), are interested in R&D productivity measures and risks because what the company measures really influence R&D people and output. This article present design concepts of the R&D project selection and evaluation system in POSCO(Pohang Iron & Steel Company). This is an output extract from the 6-month joint activities with POSRI(POSCO Research Institute) researchers and POSCO R&D personnel. Process changes, new organizations and new selection and evaluation criteria are developed to improve R&D performance and to enhance technology management of the POSCO. This article covers new selection and evaluation criteria only. We would like to share our experience about how we redesign the selection and evaluation of R&D projects. We also bring insights how we seamlessly integrate 4 different project selection and evaluation steps as a whole. We hope that this case will give you a clue to improve your R&D management.

• IE interfaces
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• v.22 no.3
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• pp.192-204
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• 2009

Based on the characteristics of 'Korean electric power industry R&D programs', this study proposes a new performance evaluation framework where electric power industry related R&D projects are scrutinized. The abovementioned R&D programs have their own goals and especially they emphasize the effectiveness as well as the efficiency of each subordinate R&D project. Hence, in this framework, a performance evaluation procedure is established and then a mathematical model is developed according to the procedure. The model calculates performance evaluation indices for a set of R&D projects integrating the effectiveness with the efficiency of each R&D project. In a case study with an empirical dataset, statistical significance is tested on the integrated performance evaluation indices of R&D projects regarding organizational types and program categories considered.

• Journal of Technology Innovation
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• v.3 no.1
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• pp.55-83
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• 1995

This paper addresses three central decision-making problems frequently encountered in developing evaluation checklists for ex-post evaluation of R&D projects at private R&D centers: 1) what kind of evaluation elements and factors should be included in the evaluation forms\ulcorner 2) how much weight should be assigned to each evaluation factor and element\ulcorner and 3) could the same evaluation elements and factors with weights be applied all the project type(research, development, and engineering)\ulcorner To answer these questions, we identified the evaluation elements/factors based on the review of relevant literature and measured the perceptions of researchers, R&D managers, and top managements of the three private R&D centers to get the information about the importance levels of the elements and the weights of the factors for each of the three project types. The findings include that 1) all the evaluation elements derived from the literature exhibited high importance levels, and 2) the importance levels of the elements and the weights of the factors were quite varied along the project types. Theoretical and practical implications of the findings for ex-post evaluation of R&D projects are discussed.