I’m talking about access to the things produced by R&D projects; Services, Products, and Information. At pmNERDS we are sponsoring the R&D Journal on Integrated PM, but most folks aren’t aware of this yet.
The Editorial Board is still forming. If you are interested in participating, talk to someone and let them know.
Integrated PM is a new discipline, even though there are some who think when you gather stuff like Portfolios, Programs, and Projects into a hat, you will magically have an optimized system whose behavior can be managed with classical systems thinking.
For the rest of us, who through our real world experience find this to be just plain “wishful thinking,” we want access to the Services, Products, and Information produced by the scientific research into Integrated PM, to help us control the integrated environment we find ourselves in.
In TRIZ, an engineering method for inventive problem-solving, there is five levels of innovation.
Level 1 – Routine design problems solved by methods well known within the specialty. Usually, no invention needed. These are the “Maintenance and Utility” type of projects. Typically, the product or service already exists, and minor adjustments are being made.
Level 2 – Minor improvements to an existing system using methods known within the industry. These projects are cases where a little research was involved in identifying team members who have had experience in the approach. The innovation is not something done by everyone on the team, but well within the capabilities of the team. These are still the “Maintenance and Utility” type of projects, but with a slight degree of uncertainty about the solution.
Level 3 – Fundamental improvement to an existing system using methods known outside the industry. Projects at this level are typically found in the “Enhancement & Improvement” type of project. The level of risk is still very low in the technical approaches used. The source of risk is found in the team’s unfamiliarity with the approach, not in the approach.
Level 4 – A new generation of a system that entails a new principle for performing the system’s primary functions. Solutions are found more often in science than technology. These projects are still in the “Enhancement & Improvement” type of project. The source of risk is found equally in both the team’s unfamiliarity with using the approach and the risks inherent to the approach itself.
Level 5 – A rare scientific discovery or pioneering invention of an essentially new system. Level 5 innovation is out of the scope of Product Management charters. These projects are classified as R&D projects and the subject of this blog.
These R&D projects within the Center of Excellence, focus on Integrated PM, interrelationships between components and categorization, identifying control mechanisms and their correlation to the Integrated PM system behavior, and the effect-cause-effect thinking used to help all of us maximize our competitive advantage through better-controlled projects. But care needs to be taken to prove these new methods, and validate conclusions, before moving practices into production
Within the US, the White House has called on R&D agencies to develop plans to increase public access to peer-reviewed scientific literature, and the data sets generated by these types of projects. This White House mandate is one of the reasons for the R&D Journal of Integrated PM. With both executive and legislative requirements for broader public access to journal articles and datasets, agencies are opening access to vast quantities of scientific outputs – a movement that has growing momentum across the globe.
US President Franklin D. Roosevelt wanted to make known what contributions the War efforts had made to scientific knowledge. “The diffusion of such knowledge should help us stimulate news enterprises, provide jobs for our returning servicemen and other workers, and make possible great strides for the improvement of the national well-being.”
Today, by law, the DOE, its predecessor agencies, and contributing researchers are required to publicly disseminate unclassified R&D information, which takes place at the Scientific Office of Technical Information. At the Center of Excellence, we sponsor and gather Integrated PM research and publish it in the R&D Journal.
One of the reasons public access needs to exist is to increase the diffusion of the Center’s knowledge and, as a result, accelerate discovery and innovation for the common good or our practice. There was a time when academic journals were raking in huge profits by selling content that was supplied to them largely for free, and in the process restricting public access to valuable research to just those willing and able to pay the subscription, which is still known to be costly. Access to research sponsored or conducted by the Center is based on Open Access Journals, and is free, with the most relaxed copy write constraints possible.
Now, typically, there are two types of public access – green and gold. With the more widely used one - the green model- authors deposit their final peer-reviewed, accepted manuscript into an institutional or centralized repository. The public access is typically enabled after a wait period. After that period, the publication is freely accessible. I like to think of the Center’s public access model as a hybrid model, which presents to the public research results as soon as possible- within days of publication – and for free.
In the gold model – authors pay a fee to publishers to make the article immediately available upon publication. The fee varies from several hundred dollars to several thousand. The green model of public access was adopted by the government four years ago- Feb 2013. Public access is a global movement, and most nations are following this so-called green model. At the Center of Excellence, we feel our Green-Hybrid model is better.
We use volunteers within the academic community from around the world to run the Journal, which makes free access possible, and then rely on the community to drive research projects. pmNERDS publishes an Open Access Journal built upon the Open Journals Systems software for management and publishing support. OJS is an open source solution to managing and publishing scholarly journals online. It has been designed to reduce the time and energy devoted to the clerical and managerial tasks associated with editing a journal while improving the record-keeping and efficiency of editorial processes. It seeks to improve the scholarly and public quality of journal publishing through several innovations, from making journal policies more transparent to improving indexing.
Going forward, pmNERDS is looking to seamlessly integrate text, data, and videos that will appear in our publication in the Innovation Spark, of course, this is made available free to the public in the full spirit of public access.
With a degree in Mathematics and Computer Science, Val began working in the Aerospace and Defense, Telecommunications, and Electronics industries doing Predictive performance modeling, simulation, and animation. Later he would gain experience in Project, Product, Program and Portfolio Management. He leveraged this experience as Director of Global Marketing at Telelogic and while serving as Fellow at Ryma Technologies. He worked as a consultant in Enterprise Work Management for Workfront. He is the father of six kids and has been in Boy Scouting for 20 years. He has been an active evangelist for Integrated PM since 2009.
As a columnist at the Innovation Spark, Val writes a column about the issues and practices of Integrated PM leveraging the format of a 1960s cartoon, "Mr. Wizard and Tooter the Turtle".Website: www.linkedin.com/in/vworkman
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