Set-up of a corporate selection
process for RDI projects
Cécile Cavalade
Project Management Office & KPI
cecile.cavalade@tudor.lu
Henri Owen Tudor (1858 – 1928)
EARTO Working Group Quality - 20.06.2011
Origin of the process
A decision process of a young institution
-
Acceptation of projects by the board of advisor
-
-
Acceptation of projects by the executive board
-
-
Annual budget / Performance contract with pluri-annual budget
Volume of projects
Neutralisation of the reviews
Ex-post « acceptation » of competitive projects
Acceptation of projects by financial director and PMO manager
-
14/03/2016
Conformity review / legitimity for strategic review
Bottle neck
Ex-post « acceptation » of competitive projects
Presentation Tudor
2
Origin of the process
Demand of the executive board
-
A corporate definition process
-
-
Efficient, transparent
Corporate dashboard
A formal selection stage called « screening »
Objectives of the screening
-
Strategic alignement
Enrichment of proposal draft
- Multi-disciplinarity
- Partnership
-
14/03/2016
Right use of each funding tool
Presentation Tudor
3
Project Definition Process
Draft
PreProposal
Full
Proposal
Project
Charter
4
Project Definition Process
PreProposal
Draft
Development



Project idea
Collaborative
improvement
Output: Powerpoint for
the screening
Full
Proposal
Project
Charter
Screening



Strategic Alignment
Value for Tudor
Input from Dpt
Management and from
BusDev
5
Project Definition Process
Draft
Full
Proposal
Pre-Proposal
PMO/CG
Review
Development


Collaborative
elaboration of
quality preproposal
Reviewers
contributing
scientific
reviews



Formal
Approval
PMO focuses
on quality and
coherence of
proposal
CG focuses on
financial
aspects
Project
Charter
Submission


Electronic
submission
and/or printed
copies
Answer to the
PI
6
Project Definition Process
Draft
PreProposal
Project
Charter
Full Proposal
PMO/CG
Review
Development


Collaborative
elaboration of
quality full
proprosal
Reviewers
contribution



Formal
Approval
PMO focuses
on quality and
coherence of
proposal
CG focuses on
financial
aspects
Submission


Electronic
submission
and/or printed
copies
Answer to the
PI
7
Project Definition Process
Draft
PreProposal
Full
Proposal
Project Charter
PMO/CG
Review
Development


Project charter is
developped
Reviewers contribution



March 14, 2016
Formal Approval
PMO focuses on quality
and coherence of proposal
CG focuses on financial
aspects
8
Screening meeting
-
« Greenhouse » a small Lotus Notes DB
-
-
Corporate coordination of the process
-
-
Coporate overview on what’s « in the pipe »
Workflow
0,25 ETP secretary
About 100 proposals /year
Screening meetings
-
14/03/2016
Busness Development director
Departement director
PMO manager
Concerned managers (Unit & Programme)
Presentation Tudor
9
Screening meeting
Screening template presentation (PI researcher 20’)
-
Research question
-
Project overview
-
Business case
-
Legitimacy of Tudor
-
Value for Tudor (KPI)
-
Risk asessment
-
Definition phase feasibility
14/03/2016
Presentation Tudor
10
Feedback after 8 monthes of implementation
1. Screening output
2.
Utility of screening inputs
11
a - Recommendations
Type and extent of recommendations
observations: 67 projects screened
IP
3%
Dissemination/Valorisation
4%
Category
Budget/Financing
7%
Resources
9%
Partners
15%
Link to progr/proj/dpt.
17%
Project setting
46%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
% of recommendation
12
b – Decisions
Screening decision making
observation: 71 screened projects
2010
83%
2011
85%
90%
80%
% of projects
70%
60%
50%
40%
30%
20%
5%
3%
8%
9%
10%
0%
Go
No Go
Keep the idea
Decisions
13
Feedback after 8 monthes of implementation
1. Effectiveness of Screening output
2. Utility of screening (survey)
14
a. Perception/Feeling about screening
According to Management,
the screening is an important stage
in project definition....
According to PIs
the screening meeting is:
14 answers
61 answers
45%
35%
42.62%
31.82%
40%
30%
34.43%
35%
25%
30%
20%
25%
18.18%
20%
15%
10%
5%
13.11%
15%
9.09%
10%
9.84%
4.55%
5%
0%
0%
No
Partially
Largely
Fully
Useless
Partially
useful
Largely
useful
Fully
useful
15
b.1 The added value of the screening:
mgmt (1/2)
Perception………According to management, the
screening...
Largely+fully
provide formal agreement of dir?
16%
ensure the strategic alignment to CRP missions?
14%
allow identifying risks related to project?
13%
locate the project in the organisation?
13%
enrich project proposal?
9%
allows a corporate knowledge on all projects?
8%
allows being aware of projects of other dept?
6%
ensures the gathering of multidisciplinary competences?
6%
anticipates Intellectual Property issues and mgmt?
6%
allows evaluating the market view of the idea?
5%
ensures coherence among partners?
3%
ensures the availability of resources for project def?
2%
0%
2%
4%
6%
8%
10%
12%
14%
16%
16
b.1 The added value of the screening: PIs
(1/2)
Perception…The screening does...
largely + fully
ensure strategic align of the proj to CRP miss (46 answ)
12%
provide the formal agreement of dir (44 answ)
11%
allow identifying risks related to the project (47 answ.)
9%
improve your idea in business terms (48 answ)
7%
locate the project in the org (UST, progr) (44 answ.)
7%
anticipate Intellectual Prop issues and mgmt (47 answ.)
7%
provide specifications about funding opport (48 answ.)
7%
help you in the project setting (49 answ.)
7%
ensure the gathering of multidiscipl compet. (47 answ)
6%
ensure the coherence among partners (45 answ.)
6%
enrich the project proposal (50 answ.)
6%
ensure the availab of resources for project def (46 answ)
6%
provide useful info about the suitable progr (43 answ.)
5%
improve your idea in scientific terms (46 answ)
3%
0%
2%
4%
6%
8%
10%
12%
17
c. Screening templates quality
Average time to fill in the
screening template
Management
(54 answers)
PIs
35.00%
3
3 hours
Hours
2
According to PIs, the content of
the screening template is:
30.26%
30.00%
25.00%
2 hours
30
minutes
25.00%
20.00%
15.00%
1
9.21%
10.00%
5.26%
5.00%
0
Management
PIs
0.00%
Not
appropriate
Partially
Largely
appropriate appropriate
Fully
appropriate
18
Improvement – next steps
-
Right size the process
-
-
Adaptation of the Lotus Notes tool
-
-
Asynchrone acceptance for some category of project
Ad hoc screening for maturation projects
Ad hoc screening for PhDs and Post-docs
Flexibility of the workflow
From a list view to a real dashboard
Performance improvement of the process
-
14/03/2016
Time to Project Charter
Adaptation to our new organisation (portefolio/programme mgt)
Homogeneity among department
Presentation Tudor
19