Abstract
In the current century, organizations face ever increasing dynamic ecosystems and are constantly devising strategies to meet their challenges. These include the implementation of the right organizational structure and avoid project schedule delays to achieve projects’ success. Unfortunately, the classification of significant project success dimensions in the RD whereas, centralization and departmentalization do not correlate strongly. The results also imply that decentralized organizational structures (organic) are more preferable than centralized structures (mechanistic) for the execution of R&D projects when proposed timelines are to be met timely. The proposed framework will act as a supporting mechanism for engineering managers to deal with organizational structure and schedule management factors in a highly uncertain R&D environment where projects deviate frequently from their anticipated timeline.
Highlights
Every project in an organization is typically unique in terms of type, importance, complexity and contract type [1]
The Delphi question asked in the first round was: Q: “What are the different kinds of sub-constructs and dimensions of organizational structures (Part – I) and schedule management (Part – II) being practiced for the successful execution of research and development (R&D) projects in your organization?”
In an R&D environment of public sector organizations, less significance is given in identifying these critical factors beforehand, which hampers the success of R&D projects, in the long run
Summary
Every project in an organization is typically unique in terms of type, importance, complexity and contract type [1]. This will introduce some difficulties in comprehension whether projects can meet a comprehensive set of success criteria or not? The relative importance and insights of project success differ by various phenomena, including but not limited to, concerning the nature of projects (e.g., R&D, nonR&D/ commercial, etc) and the population dispersed at different geographical locations [3]. The divergent viewpoints prevail across industries, individuals, and stakeholders on the account of the success of projects [4][6]. While explaining the challenges in globalization; R&D projects’ success is the most valuable contributing factor in industrial-technology demanding organizations [11]
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