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Set-up of a corporate selection process for RDI projects Cécile Cavalade

Set-up of a corporate selection process for RDI projects Cécile Cavalade Project Management Office & KPI cecile.cavalade@tudor.lu EARTO Working Group Quality - 20.06.2011. Henri Owen Tudor (1858 – 1928). Origin of the process. A decision process of a young institution

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Set-up of a corporate selection process for RDI projects Cécile Cavalade

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  1. Set-up of a corporate selection process for RDI projects Cécile Cavalade Project Management Office & KPI cecile.cavalade@tudor.lu EARTO Working Group Quality - 20.06.2011 Henri Owen Tudor (1858 – 1928)

  2. Origin of the process • A decision process of a young institution • Acceptation of projects by the board of advisor • Annual budget / Performance contract with pluri-annual budget • Acceptation of projects by the executive board • Volume of projects • Neutralisation of the reviews • Ex-post « acceptation » of competitive projects • Acceptation of projects by financial director and PMO manager • Conformity review / legitimity for strategic review • Bottle neck • Ex-post « acceptation » of competitive projects Presentation Tudor

  3. 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 • Right use of each funding tool Presentation Tudor

  4. Project Definition Process Draft Pre-Proposal Full Proposal Project Charter

  5. Project Definition Process Draft Pre-Proposal Full Proposal Project Charter Development Screening • Project idea • Collaborative improvement • Output: Powerpoint for the screening • Strategic Alignment • Value for Tudor • Input from Dpt Management and from BusDev

  6. Project Definition Process Draft Pre-Proposal Full Proposal Project Charter Development PMO/CGReview Submission • Collaborative elaboration of quality pre- proposal • Reviewers contributing scientific reviews • Formal Approval • PMO focuses on quality and coherence of proposal • CG focuses on financial aspects • Electronic submission and/or printed copies • Answer to the PI

  7. Project Definition Process Draft Pre-Proposal Full Proposal Project Charter Development PMO/CGReview Submission • Collaborative elaboration of quality fullproprosal • Reviewers contribution • Formal Approval • PMO focuses on quality and coherence of proposal • CG focuses on financial aspects • Electronic submission and/or printed copies • Answer to the PI

  8. Project Definition Process Draft Pre-Proposal Full Proposal Project Charter Development PMO/CGReview • Project charter is developped • Reviewers contribution • Formal Approval • PMO focuses on quality and coherence of proposal • CG focuses on financial aspects

  9. Screening meeting • « Greenhouse » a small Lotus Notes DB • Coporate overview on what’s « in the pipe » • Workflow • Corporate coordination of the process • 0,25 ETP secretary • About 100 proposals /year • Screening meetings • Busness Development director • Departement director • PMO manager • Concerned managers (Unit & Programme) Presentation Tudor

  10. 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 Presentation Tudor

  11. Feedback after 8 monthes of implementation • Screening output • Utility of screening inputs

  12. a - Recommendations

  13. b – Decisions

  14. Feedback after 8 monthes of implementation 1. Effectiveness of Screening output 2. Utility of screening (survey)

  15. a. Perception/Feeling about screening

  16. b.1 The added value of the screening: mgmt (1/2)

  17. b.1 The added value of the screening: PIs (1/2)

  18. c. Screening templates quality

  19. Improvement – next steps • Right size the process • Asynchrone acceptance for some category of project • Ad hoc screening for maturation projects • Ad hoc screening for PhDs and Post-docs • Adaptation of the Lotus Notes tool • Flexibility of the workflow • From a list view to a real dashboard • Performance improvement of the process • Time to Project Charter • Adaptation to our new organisation (portefolio/programme mgt) • Homogeneity among department Presentation Tudor

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