• Journal of information and communication convergence engineering
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• v.9 no.5
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• pp.491-499
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• 2011

In this paper, we offer a new strategic portfolio model for national IT R&D project selection in Korea. A risk and return (R-R) portfolio model was developed using an objectively quantified index on the two axes of risk and return, in order to select a strategic project and allocate resources in compliance with a national IT R&D strategy. We strategize using the R-R portfolio model to solve the non-strategy and subjectivity problems of the existing national R&D project selection model. We also use the quantified evaluation index of the IT technology road map (TRM) and the technical level reports (TLR) for the subjectivity of project selection, and try to discover the weights using the analytic hierarchy process (AHP). In addition, we intend to maximize the chance for a successful national IT R&D project, by selecting a strategic portfolio project and balancing the allocation of resources effectively and objectively.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.1
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• pp.18-28
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• 2006

Some issues which should be considered in an R&D project selection problem are as follows: First, quantitative analysis on the efficiencies of R&D projects is required to guarantee objective validity in the evaluation of the projects. For this reason, the methodology for selecting R&D projects should be based on mathematical models that perform quantitative analysis. Second, in general there are ordinal factors like Likert-scale in the data for evaluating R&D projects. Previous researches, however, couldn't suggest explicit methods incorporating these ordinal factors into models. Third, for the R&D project selection problems with limited resources like budget, it is necessary to decide the perfect ranking of the all projects. This paper develops a mathematical model that can be applicable to the problems of selecting R&D projects with the previous features. In this paper, we improve the original DEA model for evaluating efficiency to incorporate ordinal factors and suggest a new model which can decide the perfect ranking of all projects by merging the improved DEA model and AHP method. Furthermore a web-based R&D project selection system using the DEA/AHP model suggested in this paper is developed and illustrated.

• Journal of the Korean Operations Research and Management Science Society
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• v.16 no.2
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• pp.61-61
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• 1991

We propose a strategic R&D resource allocation and project selection model based on national R&D policy and objectives. First, contributions to R&D policy and objectives for each R&D area are evaluated by using analytical hierarchy process (AHP). Second, fuzzy Delphi are proposed to estimate R&D budget for each R&D area. Then, a project selection grid is also introduced to implement two-phased evaluation for R&D project selection. We also discuss how to improve the consistency in AHP and how to reduce the pairwise comparison in AHP. The proposed model enables the decision makers to allocate R&D budget, and to evaluate and select the R&D proposals based on both the contribution to national R&D policy and objectives, and the size of each R&D area concurrently

• Korean Management Science Review
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• v.16 no.2
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• pp.61-77
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• 1999

We propose a strategic R&D resource allocation and project selection model based on national R&D policy and objectives. First, contributions to R&D policy and objectives for each R&D area are evaluated by using analytical hierarchy process (AHP). Second, fuzzy Delphi are proposed to estimate R&D budget for each R&D area. Then, a project selection grid is also introduced to implement two-phased evaluation for R&D project selection. We also discuss how to improve the consistency in AHP and how to reduce the pairwise comparison in AHP. The proposed model enables the decision makers to allocate R&D budget, and to evaluate and select the R&D proposals based on both the contribution to national R&D policy and objectives, and the size of each R&D area concurrently.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.15 no.3
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• pp.501-509
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• 2011

In this paper, we offer a new strategic Portfolio Model for national IT R&D project selection in Korea. A risk and return (R-R) Portfolio Model was developed using an objectively quantified index on the two axes of risk and return, in order to select a strategic project and allocate resources in compliance with a national IT R&D strategy. We strategize using the R-R Portfolio Model to solve the non-strategy and subjectivity problems of the existing national R&D project selection Model. We also use the quantified evaluation index of the IT technology road map (TRM) and the technology level Survey (TLS) for the subjectivity of project selection, and try to discover the weights using the analytic hierarchy process (AHP). In addition, we intend to maximize the chance for a successful national IT R&D project, by selecting a strategic Portfolio project and balancing the allocation of resources effectively and objectively.

• 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.

• Journal of Korean Institute of Industrial Engineers
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• v.43 no.1
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• pp.49-61
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• 2017

This paper proposes an R&D project selection methodology for green technology centered on developing country-oriented technology commercialization. Eight selection criteria are derived from the R&BD logic model : technology needs of developing countries, effectiveness of green technology, technological potentials, domestic technological capability, commercialization feasibility, economic benefits, business feasibility, and spillover effects of developing countries. 21 qualitative and quantitative indicators are then defined for each criterion. The analytic hierarchy process is conducted to produce relative importance of evaluation indicators and to set final priority scores of R&D project candidates. The working of the proposed methodology is provided with the help of a case study example of Green Technology Center. The proposed methodology is expected to be effectively utilized for policy practices of R&D project selection in the field of green technology.

• Journal of Technology Innovation
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• v.13 no.2
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• pp.223-237
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• 2005

This paper explains that tacit knowledge is a critical component for the success of government-led R&D project selection, where rapid and accurate decision making need to be made under lack of information circumstances. It also explores ways to fully exploit the tacit knowledge of experts participating in the Korean government's R&D project selection process. Some of these include: (1) strategic attention from the top officials, (2) forming self-organizing teams, (3) establishing a horizontal and risk-taking culture, (4) encouraging a sense of responsibility in creating and sharing tacit knowledge, and (5) providing a seamless monitoring system and training.

• The Journal of the Korea Contents Association
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• v.13 no.6
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• pp.401-411
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• 2013

Selection of profitable research and development (R&D) projects is one of the major factors affecting sustained growth of firms and countries. This paper analyze what influences the knowledge on the business model exerted on selection of a R&D project. A business model converts the technology value to the customer value, and comprehensively describes the target customers for commercializing a new technology, core values, behaviors within organizations, resources, and external partners. Thus, understanding a business model would make R&D project evaluators place the feasibility and profitability of the business above the merits of the proposed technology in evaluating the technology development. To verify this hypothesis, we had 78 R&D project evaluators acquire the knowledge on the business model and measured how their criteria for R&D project selection have changed using the AHP method. The results shows that feasibility and profitability are more important than the merit of proposed technology, especially capability of company and business development are more important than the levels of technology innovation.

• 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.