The application of a stage-gate method to manage projects at an academic research centre in South Africa

Abstract

The study focused on exploring the application of the Stage-Gate method for managing research and development (R&D) projects within academic research centre in South Africa. There is a need for R&D centres in academic institutions to seek alternative methods of managing projects due to the inefficiencies and financial implications of the current methods. In this study, the qualitative exploratory-descriptive research design was used and this is underpinned by the interpretivist research paradigm with an inductive approach. The study was conducted in one academic research centre and the population included all employees that are involved in R&D projects. This study took place over a single period in the short term due to limited time and resources. A convenience nonprobability sampling technique was used and the data was collected through semi-structured interviews, involving a total of 15 participants from engineering and scientific professional backgrounds. The collected data was transcribed and the thematic analyses were then employed to interpret the patterns and themes. It was found that the research centre uses informal and unstructured project management methods to run R&D projects. Therefore, challenges such as poor communication, scope creep, procurement issues, and cost overruns were experienced. Above all, the incorporation of agility in the Stage-Gate method as well as the quality control or gatekeeping by management and project leaders will mitigate the challenges mentioned. The partial alignment of the current unformal method with Stage-Gate suggests seamless implementation. Furthermore, the availability of a skilled R&D team, support from management and clear organisational goals regarding commercialisation point in the right direction towards product launching. A formal Stage-Gate method will assist in the expedition of the transition from R&D to market launch. Based on the findings, Stage-Gate must be customised as follows: Engineering projects are high-risk and complex, and therefore a five-step method is suitable. Most scientific projects are low to medium risk and a three-step method can be used. The Stage-Gate method can help an organisation improve its strategic planning, policy development, operational efficiency, and, ultimately, its ability to achieve long-term success. Recruiting a team of representatives from R&D, commercial law, marketing, finance, and other strategic and policy divisions can foster diverse perspectives and collaborative problem-solving for the successful implementation of the Stage-Gate method. Management should execute a Stage-Gate pilot programme that will help to customise the method based on the risk level and the practical insights of each project.