Project management strategies to maximize performance in exploratory research: Case study in solar thermal energy storage technology development

Kenneth Sullivan, Brian C. Lines

Research output: Contribution to journalArticle

1 Scopus citations

Abstract

Exploratory research and development projects bring inherent risk due to the unfamiliar nature of the technologies investigated. No consensus exists as to a project management methodology that will consistently add value and increase the rate of success in the exploratory research process. In response to this problem, the authors present observations from their vantage point in the overall project management effort of the design, construction, and engineering of new solar thermal energy storage technologies. The project integrated the efforts of academic institutions, industry representatives, federal energy organizations, and energy utility companies. Based on observations from this case study, the authors propose a project management model to increase performance and more consistently add value in innovative settings such as exploratory technology development projects, specifically with respect to the engineering design and prototyping effort to develop commercially viable technologies. The proposed model aims to reduce schedule slippage, increase accountability, and maximize innovation through performance measurement, preplanning, and team alignment strategies in exploratory design and construction projects.

Original languageEnglish (US)
Pages (from-to)71-80
Number of pages10
JournalLeadership and Management in Engineering
Volume12
Issue number2
DOIs
StatePublished - Apr 1 2012

Keywords

  • Exploratory research
  • Performance measurement
  • Project management
  • Renewable energy
  • Solar technology innovation

ASJC Scopus subject areas

  • Civil and Structural Engineering
  • Strategy and Management
  • Management Science and Operations Research

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