Pelatihan intensif dua hari ini diarahkan kepada pengelolaan proyek R&D yang berbeda dengan pengelolaan proyek pada umumnya. Secara strategis R&D bergerak dalam organisasi yang merupakan kunci dari keberhasilan bisnis dan R&D manager tidak lagi sekedar menguasai ketrampilan teknis saja. Ide-ide baru dan cara-cara baru dalam melakukan sesuatu akan meningkatkan kemampuan kompetitif dan kemampuan strategis yang utama. Pengelolaan R&D merupakan tantangan yang spesifik bagi ahli yang profesional atau science leader demikian pula dengan pengelolaan ketidakpastian dan tak terprediksinya proyek R&D. 

TUJUAN PELATIHAN

Setelah mengikuti pelatihan ini, peserta diharapkan dapat

1. Mengelola dan mendisain  semua elemen proses proyek yang mempunyai karakteristik R&D;
2. Mengelola dengan efektif proyek R&D sehingga tujuan dan kriteria kunci sukses terbangun dan tercapai secara efisien;
3. Memperjelas lingkup pekerjaan yang diperlukan untuk memenuhi sasaran proyek;
4. Meyakinkan sumberdaya untuk R&D teridentifikasikan, tertimbang dan terstruktur pembiayaannya;
5. Menentukan tanggungjawab dan kehandalan proyek terdefinisikan dan teralokasikan;
6. Menentukan perencanaan dan penjadwalan semua aktivitas proyek;
7. Terekam kemajuan proyek: bagaimana jalannya, pengelolaan, dan pelaporannya;
8. Mengetahui kapan dan bagaimana merangkum suatu proyek;
9. Mengetahui bagaimana hubungan dan alur informasi berbagai stakeholder suatu proyek.

PESERTA

Semua manager, supervisor, dan team/group leaders yang ingin meningkatkan ketrampilan  kepemimpinan, manajemen, motivasi, kerjasama, dan komunikasi dalam lingkup R&D – komersial, publik, dan akademik. 

METODE

1. Lecture
2. Group Discussion
3. Group Presentation & Insight

TOPIK DAN BAHASAN

Hari Pertama

1. Key concepts  

• The world of R&D; particular challenges of R&D projects
• Projects and project management
• Key phases in an R&D project lifecycle
• Success and failure: the critical factors and role of the project leader
• The key management roles and responsibilities

2. Initiating projects 

• Opportunity appraisal and validation; getting early decisions right
• Getting organised: identifying and managing project stakeholders
• Understanding and managing expectations; articulating project goals
• Preparing preliminary estimates of time and cost; recognising risk
• Financing the work; estimating the costs, cash flow and financial risks
• Project leadership, sponsorship and team structures

3. Defining projects 

• Developing project strategy; linking long term and short term goals 
• Defining the deliverables for each phase; using scope charts
• Converting customer needs into a design brief; the role of specifications
• Setting priorities for development; the needs/benefit matrix
• Detailing the work to be done; 
• Defining ‘who does what’; identifying resource requirements

4. Planning the work 

• Avoiding the classic pitfalls, especially ‘hopeless optimism’
• Planning the plan: choosing the format and deciding the level of detail
• Mapping out the logical sequence; creating the summary Gantt chart
• Estimating activity durations, resource requirements and costs
• Alternative methods for dealing with estimating uncertainties
• ‘Concurrent engineering’ – challenges and benefits

Hari Kedua

5. Project execution, monitoring and control 

• Initiating work assignments and mobilising resources; delegating tasks 
• Pro-active and re-active control – striking the right balance
• Minimising ‘scope-creep’ and managing change
• Monitoring for pro-active control; avoiding blame culture mentality
• Creating a systematic control process; project reviews and meetings
• Tracking performance; trend monitoring techniques that give early warning

6. Exploiting the results of R&D 

• Defining the boundaries between R&D and operations departments
• Managing the transitions between conceptual design and manufacture
• Planning for scale-up; involving production departments and suppliers
• Managing/supporting commissioning activities; resolving problems
• Transferring know-how to operations groups; planning an exit strategy
• Completing and closing projects; de-briefing the team

7. Project leadership and teamwork 

• The teamwork challenges of a typical R&D multi-project environment
• Defining team member roles and responsibilities; the team leader’s role
• Building effective communication throughout the project team
• Understanding team dynamics and building team performance
• Developing and using the most appropriate project leadership style
• ‘Managing upwards’ – working with and influencing senior stakeholders