A value framework for science and technology projects : a case study / by Greg Luoma and Andrew Vallerand.: D68-6/013-2013E-PDF

A framework to describe and assess “Value” has been elaborated. Value is taken as associated with “Measures of Impact”, measures that many S&T programs wish to be in a position to document from their outputs. Strategically, the framework also distinguishes between potential value (available but not exploited and sustained) and realized value (exploited by operators or end users) or even lost value. To verify and validate this value-based framework, existing data from a Case study, the CBRN Research Technology Initiative (CRTI) Call for Proposals #5-#9 projects have been used. To simplify the task, “Measures of Performance” normally associated with schedule, budget and scope of the project were not included in the assessment to encourage a specific focus on value and the “Impact” related measures: the logic that has been applied here is that although a well-managed project is important, if it generates no impact, it provides little value to clients. The premise of this effort is that S&T projects can be not only mapped but assessed for Value based on various measures of “impact” using the present Value Framework approach. Preliminary data from a Case Study of Call for Proposals #5-9 Projects (N=98) of the CRTI program indicate that all of them easily map first and foremost to the 2 types of S&T Outputs: documents (i.e. advice) or technology (i.e. sensor). Further, all of the outputs of the above projects easily mapped to one of the 5 Types of Value by considering the following ontology: 1) Knowledge/Advice, 2) Building the related Community of Practice, 3) Maturing Innovative Concepts/Technology, 4) Transitioning/Exploiting Innovative Concepts/ Technology, and 5) Support to Special Ops or Major Events with Concepts/Technology. The data analysis also validates the current value framework as a very useful framework to document Value in terms of influence or impact, vis a vis clients and their desired outcomes, regardless if output of the projects was a document or a technology. It is recommended that, as S&T organizations shift their focus from being technology-focused to (client) outcomes-driven, the concept of value and related measures of impact for Projects align well with the documentation of influencing outcomes that matter to client, stakeholder or partner. Finally, it is suggested that the framework is broadly applicable to many government-led S&T programs, provided it reflects the strategic goals of the program, the needs of client, stakeholder or partner and the guidance for S&T investments.

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