Part Three - Managing expectations

Introduction

Overview

Checklists

Finding Partners

Managing expectations

Gaining the support of senior management
Making the consortium work
Protecting your organisationís investment
The implications of 'opportunity cost'
Being realistic about the opportunity

Making the commitment

Getting started

Sustainability

Final checklist

Last updated:
08/05/05
web-weaver:  neil@neilsandford.co.uk 

In justifying the proposed project to your management, you are balancing the likely outcomes against the cost of building the partnership and submitting the proposal, the contribution being made to the project budget and the likely cost of exploiting the results once the project has finished. The In4Tek case study describes a situation where a crucial management decision had to be taken about whether or not to proceed when the funding on offer turned out to be less than expected.

A successful project such as ITHACA is likely to be expensive initially. A poor one will be more so, without the long-term opportunities. Be realistic about what can be achieved and select projects that meet your needs at a justifiable cost. Bear in mind also that a research project is inherently risky. A Framework Programme research project is not the ideal vehicle for solving a problem that is critical to your organisationís future. Equally, a project that is marginal to your core business is unlikely to be justifiable. As Keith Jones of case study company KAJ-Isis acknowledged, it is the business plan that has to drive the opportunity, not the other way around.