Gate effectivenessDefects reportedDelayed Stage killsCost vs. budgetDecision Gate processesProbability of successEnvironmental management In R&DIdea generation and creativityPeople developmentIntellectual property managementR&D climateInformation Technology use in R&D
Strategic alignmentCycle timeMarket cycle timeProject management cycle timeCustomer satisfactionExternalInternalQuality of personnelInternal customer ratingExternal customer ratingExternal recognitionMarket shareComparative manufacturing costGross marginRating of technology features and benefitsResponse time to competitors movesComparative technology investmentCustomer rating of technical capabilityNumber and quality of patentsPercent usefulValue ratioPercent retentionPatents per R&D DollarSales protected by proprietary positionPatents onlyPercent proprietary salesCore technical [...]
Strategic alignmentUse of Project milestonesCustomer satisfactionInternalNumber of ways technology is exploitedProjects with business/marketing approvalProduct quality and reliabilityCustomer evaluationReliability/defectsUse of cross-functional teamsDelayed Stage killsDecision Gate processesTechnology planning
Strategic AlignmentProjected value of R&D pipelineProjected salesProjected incomeDistribution of technology investmentNumber of ways technology is exploitedMarket shareGross marginComparative technology investmentInformation Technology Use in R&DProbability of successTechnology planningEnvironmental management in R&D
Financial returnNew sales ratioCost savings ratioR&D yieldR&D returnProjected value of the R&D pipelineProjected salesProjected incomeNumber of ways technology is exploitedProduct quality and reliabilityCustomer evaluationReliability/defectsMarket shareGross marginsProduct technology ratingCustomer ratingEconomic trade-offsSales protected by proprietary positionPatents onlyPercent proprietary salesTechnology planningIntellectual property management
The goals of the Output or Impact Metrics are to improve the quality of decision making and the "practice of R&D". Note that there is overlap between In-Process and Output metrics. Many can be the same; it is just the scope of subject matter under evaluation that changes, e.g. a project or sub-activity [...]
At the organization level, R&D measures for self-organizational assessment are based upon Open Culture, Value Creation Passion, Articulating Compelling Business Cases, Organizational Learning Processes, Catalyzing Breakthrough Options, External Focus, Addressing The Full Company Value Chain, Robust Decision-Making, Incentives, And Implementing In The Face Of Risk and Uncertainty. When using this assessment, anchored scales [...]
In-Process or Activity metrics are great for tracking Agile / Lean projects too. Indeed, for each team, before beginning any experiment they should set the minimum success or fail criteria. These criteria will set the benchmark for how the team will know whether their assumptions are supported by the evidence. In the end [...]
Examples of Anchored Scales for rating Development Projects on their pathway to technical and commercial success are: 1. Proprietary position2. Competencies and skills3. Complexity4. Access to external technology5. Manufacturing capability6. Customer and market need7. Market and brand recognition8. Distribution channels9. Customer strength10. Raw material supply11. Environment health and safety When using these anchored [...]
Examples of anchored scales for rating “Knowledge Building”, “Fuzzy Front End (FFE)” or “New Concept Development Model (NCD)” projects on their pathway to technical and commercial success follow. Fuzzy Front End (FFE) Activities can be segmented into 20 areas. Anchored Scale Metrics for each of these 20 Fuzzy Front End (FFE) Activities can [...]
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