PM Research Journal

Research and development—the backbone of project management

According to the Frascati Manual (OECD), scientific and technological innovation may be considered as the transformation of an idea into a new or improved saleable product or operational process in industry and commerce or into a new approach to a social service.  It thus consists of all those scientific, technical, commercial and financial steps necessary for the successful development and marketing of new or improved manufactured products, the commercial use of new or improved processes and equipment or the introduction of a new approach to a social service.

R&D is only one of these steps. In science we deal with the natural and engineering sciences and with the social sciences and humanities. Research and experimental development (R&D) comprise of creative work undertaken on a systematic basis in order to increase and refresh the stock of knowledge and competence, including the knowledge of man, culture and society and the use of this supply of knowledge and competence to devise new applications, and new methods of working and delivering. R&D activities comprise of three main types: basic research, applied research and experimental development.

Project management involves the integration of different areas of knowledge and draws upon organizational sciences, social sciences and humanities but also may draw on a host of other disciplines.  The nature of R&D activities in the field of project management frequently has the characteristics of applied research and experimental development but may also encompass basic research.

These approaches may be set against different organizational environments (different types of profit and non-profit organizations), different application fields (production, product research and development, commercial services, government services, marketing, public relations, human resources development etc.) and industries (IT, banking, automotive, aerospace, pharmaceutical, construction etc.). R&D activities may consist of any of these approaches.  Researchers may perform their work within industrial organizations, R&D organizations, universities or in other organizations.

The IPMA mission is to be a global integrator and “value space” for researchers and research organizations working in the field of R&D and to provide a framework for sharing and disseminating such knowledge. “Value space” means the place where different demands and needs can meet, and where researchers and international R&D project teams can exchange their ideas, initiate some new R&D activities and so on.  Part of described value space is the new PM Research journal. PM Research is the place where we want to publish the latest findings from the field of project management research and development and to support the global growth and recognition of project management body of knowledge.

Brane Semolic, Editorial Board Chairman

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