Most R&D projects are multidisciplinary by nature. Is any given human resource an "insider", an "outsider", or a combination of the two? Is this person a highly paid, busy scientists, or a contractor-minded performer with a concise scope of work? As R&D-intensive companies develop new business models to compete successfully, they have to tap into talent wherever they can find it, and for however long they can justify the high costs of expertise. As long as you track the effort on multiple projects, it shouldn’t matter how you asked the question, and how often you need the answer. One way to overcome these challenges is to offer different interfaces that are suited to how each person thinks of the use of his or her time, e.g.: 2 hours, 25% of their time, or 40 hours spread evenly across however many projects they are working on, managing, or supervising. Furthermore, tracking time in R&D might happen daily, weekly or monthly in any given organization. For others, it may lie at the very core of what they do, and how well they do it. Some may feel tracking time is beneath them. Some people like digital watches, others prefer analog ones. Others realize that tracking their time accurately is a precondition to getting paid. Some can be very sensitive to time tracking, especially when closely related to the concept of management. You can only make sense of where you are headed if you can accurately link these two dimensions.īut the human resources come in all shapes and forms. Tracking time in R&D has two key dimensions: the time that’s going in-the project/activity effort of your most expensive (human) resources-and the time it takes to see results. Because we all know you can't manage what you can't measure.
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