390
June 2017
PHOTOGRAMMETRIC ENGINEERING & REMOTE SENSING
style to one of what we will call Research and Development in
Production or RDP. This involves clearly acknowledging and
defining the project risks of performing research and develop-
ment like activities while in a production environment. The
constraints are production based requirements and schedules
tied to real world deliverables. Because of the high tech/high
cost nature of our industry, having 100% redundancy on
standby is simply not practical.
It is necessary to think through the entire project lifecycle
from this perspective, understanding that unlike a project
that is using established predictable resources and tools with
known/predictable shortcomings the RDP project will be in a
constant state of change. While all those changes are occurring
what remains the same is the final expectations of schedule,
quality, scope, and cost. The PMwill have to manage the project
successfully through them all.
The RDP project is very risk management focused. Much of the
execution and control phases are focused on adapting to the
outcomes with each step or miss-step that is taken. Because of
the unpredictable path of the RDP project we can easily find
our project hemorrhaging money and time. The PM approach
must be heavily invested in the review of outcomes at increased
intervals to allow for quick adjustment. Because the workflow
is unknown, either in part or in whole, the key performance
indicators (KPI) that might typically be used to gauge project
health are no longer reliable. Revised metrics and KPI’s must
be developed and modified as needed on an RDP project.
The key to success with the RDP project is ultimately to take
action and make adjustments quickly. To facilitate that the
PM should consider breaking the RDP project into its key
components such as staff, hardware, software etc., scrutinizing
them first independently and then again as a whole. Because
each RDP project is in essence new, it is critical that each one
be reviewed with fresh eyes and that no assumptions be made.
Some elements to consider/review during your RDP projects’
life cycle:
●
Are the differences between your organizations well-
established projects and RDP projects clearly identified
and elevated amongst appropriate stakeholders?
●
Have you weighed your risk differently/appropriately?
It’s one thing to acknowledge risk as with all projects but
and another to schedule it realistically when there are so
many unknowns.
●
Project staff:
Are they adaptable and quick to identify issues and
potential issues?
Do they have the level of skills that you believe are
needed? This is a key question on all projects but it is
even more relevant with an RDP project.
●
Resources:
How confident are you that you know what resources
Reality
New Technology or
So�ware
Research and
Development
Tes�ng
Process
Development
Produc�on
Deliverable
Ideal
New Technology or
So�ware
Research and
Development
Tes�ng
Process
Development
Produc�on
Deliverable
Research and Development in Produc�on (RDP)
