Philbin, Mallo 23 Business Planning Methodology to Support the Development of Strategic Academic Programmes Simon P. Philbin Enterprise Division, Imperial College London, United Kingdom Charles A. Mallo Enterprise Division, Imperial College London, United Kingdom Abstract: Higher education institutions are often required to design and deliver a range of strategic academic programmes in order to remain competitive, support growth and ensure operations are financially sustainable. Such programmes may include the creation of new research centres and institutes as well as the installation of major new research facilities. These programmes offer significant academic benefits but can often carry commercial risk associated with the major levels of financial investment that may be needed. There is also the need to develop a compelling case to secure the necessary funding. Consequently, this paper provides details of a management framework based on a business planning methodology, which can be applied to support the development of strategic academic programmes. Adapted from the recognised MSP (Managing Successful Programmes) management process, the framework has been explored as part of a case study investigation of a medical research facility. The case study highlights a number of managerial insights across the people, process, technology and knowledge dimensions that are pertinent to the management of strategic academic programmes. The management framework can be adapted to the needs of other organisations involved in the business planning for such complex initiatives. Keywords: Strategic Academic Programmes, Business Planning, Medical Imaging Facility Introduction Universities and independent research institutions can often be large and complex organisations that need to be flexible and adaptable to continuous change (Navarro & Gallardo, 2003). Indeed universities are required to meet the needs of various stakeholders through providing academic services involving the delivery of education and in the case of research intensive universities, this also includes undertaking research. Furthermore, knowledge exchange activities result in the translation of knowledge and research outcomes into commercial benefits for partners or societal benefits for wider stakeholders (Philbin, 2015). In this context universities have increasingly been viewed as occupying a strategic role through stimulating innovation and economic growth through technology transfer and the resulting commercial exploitation of intellectual property (Hughes & Kitson, 2012). Universities also face a number of challenges. There is increasing pressure on academic budgets, especially on the funding secured from governmental sources. There is an increasing level of The Journal of Research Administration, (47)1 24 Philbin, Mallo Philbin, Mallo 25 competition in terms of universities competing on multiple levels, e.g. competing for the best Consequently, this paper will describe an approach developed at Imperial College London in the students and staff as well as for research funding. There is also a tendency for universities to be United Kingdom to help support the development of strategic academic initiatives at universities engaged in greater levels of performance measurement to underpin effectiveness across research, through use of a structured business planning methodology. The framework is introduced and teaching and knowledge exchange activities (Ter Bogt & Scapens, 2012). But universities are an illustrative case study is described in order to provide readers with insights into the benefits also faced with the opportunities of adopting modern ICT (Information and Communications of adopting a structured business planning methodology at higher education institutions. Such Technology) to improve the scope and quality of teaching (Selwyn, 2007). Additional a framework can be deployed to support the development of strategic programme opportunities educational channels are under development and offered by an increasing number of universities, such as new research centres, major infrastructure investment as well as the creation of new e.g. through recent developments of MOOCs (Massive Open Online Courses) (Daniel, 2012). academic capabilities to support research and education delivery. Other opportunities could, for example, be associated with responding to major funding calls and setting up multidisciplinary research centres (Philbin, 2011), or establishing new research The Need for Business Planning facilities that bring together academic faculty to focus on a specific industrial requirement or societal need for research, such as healthcare, security or the environment. The process of business planning needs to capture the customer need in a succinct manner and then derive a viable solution and supporting approach in order for the need to be met. Addressing In this context, universities need to be able to adapt to emerging opportunities and respond this need involves the deployment of the necessary resources along with management oversight to strategic programme opportunities in an efficient and effective manner. In the case of major and the costs for such activities need to be ascertained. There is also a need to identify the opportunities, there will be the need to assemble a supporting business case that underpins the risks associated with such a business plan and other commercial factors such as the availability opportunity. The business case will need to sit alongside the academic case for financial support of investment capital and the level of competition from other suppliers in the sector. The use and will jointly be reviewed by the funding body, which could be a government agency, industrial of structured methodologies, such as programme management, offers the ability to provide company, charitable foundation, philanthropic source or even the university itself. Development a systematic approach to support the business planning process. Indeed ensuring there is a of a business plan for a new initiative requires appropriate commercial competencies in order robust process to support planning can help improve the success of strategic initiatives. Process to ensure a compelling and attractive case can be assembled, which can thereby attract the considerations include the features of the planning stage, human-dimensions of decision-making, necessary funding. While companies are experienced in such business planning, in the Not-For- managerial and technical skills available to the team—both the internal and external context Profit (NFP) and academic sectors there has historically been less of a need for such commercial for the planning as well as the initial and final outcome measures of performance (Bryson & competencies and capabilities. This is changing, however, and increasingly universities and NFP Bromiley, 1993). research organisations are adopting management practices derived from the corporate world (Nickson, 2014). Nevertheless, in our experience we have found there can be certain challenges In terms of developing strategic initiatives, there needs to be alignment with the relevant encountered, especially for strategic academic initiatives. These challenges are summarised in organisational strategy, which could be at the corporate, business or functional level (Grünig & Table 1. Kühn, 2015). This alignment is required to enable the pursuit of new strategic opportunities and Table 1 to help organizations receive the necessary funding. The development and maintenance of key TSaublme m1.a Sruym mofa ryc hoaf lclehnaglleesn geesn ecnocuonutnerteerde d ffoorr stsrtartaetgeigci acc adaecmadiec miniict iaitnivietisa ptiuvressu edp ubrys ued by infrastructure and facilities can be of strategic importance to academic institutions and initiatives ununivievresristiietise.s. that are pursued in order to maintain enterprise-wide research and associated experimental facilities can benefit from the support of standardised and transparent processes (Grieb, Horon, Challenges for Strategic Academic Initiatives Wong, Durkin & Kunkel, 2014). • An inability to secure sponsorship or capital investment to support the initiative. • A lack of a robust business case to support the initiative. The capabilities required for universities to initiate and deliver strategic initiatives, such as new • Insufficient leadership of the opportunity, either academic or commercial. research centres or subsidiary companies, will be associated with the processes adopted as well • The need for administration services to rapidly undertake financial and contracts related as the structures and resources that are available. Moreover, business planning can support the activities in order for a proposal deadline to be met. decision-making process required for developing such strategic initiatives but while adopting a • Difficulties in the estimation of the true costs associated with the initiative. structured approach to business planning offers clear benefits it should be balanced against the • Inadequate planning leading to difficulties in delivery of the initiative. need to avoid becoming overly rigid or bureaucratic (Oakes, Townley, & Cooper, 1998). Indeed • Difficulty in the effective review of commercial opportunities, which starts from the early business planning has historically been a recognised approach to support new venture creation conceptual stage and extends through to later stages in the development cycle. • Incomplete scope of work leading to the need for extensive change control that may result in (Delmar & Shane, 2003), which is highly dependent on being able to articulate the commercial cost overrun during delivery of the initiative. value to be delivered by the venture. Developing a strategic programme at a university needs to • Insufficient capture of risks and the required mitigation measures needed to reduce such risks. capture and articulate the academic (or technical/scientific) and the commercial case, so it is The Journal of Research Administration, (47)1 13 26 Philbin, Mallo Philbin, Mallo 27 logical to draw on best practice from the corporate environment but crucially with refinement to an efficient process for the management of major initiatives and also through capturing views the university/NFP context. on the matter from a range of senior stakeholders at Imperial College. Consequently, we sought to implement the MSP methodology through adapting the standard process model to Imperial Recognising the best practice and current approaches to programme management as well as College’s requirements for strategic academic initiatives and the process was also streamlined to business planning for strategic initiatives, we identified the Managing Successful Programmes™ be aligned with Imperial’s administrative systems and thereby avoid excessive bureaucracy. (MSP) framework (Office of Government Commerce, 2007) as a suitable methodology to support the development and management of strategic initiatives at Imperial College London. MSP is a management standard that has been developed over the last several years by the United This was supported by consultations with members of staff at Imperial College on the need for Kingdom’s Office of Government Commerce (OGC). This management approach is not Table 2 derived from theoretical study but has been established through building on the knowledge and TMabSleP 2 p. rMogSrPa mprmoger damefimniet idoenfisn aitnido nbsu asninde bssu spilnaensns ipnlga nanpipnlgic aaptpiolincsa tfioorn us nfoivre urnsiitvieerss.i ties. experience of practitioners and the approach therefore represents best management practice. The management standard relates a programme to the implementation of a set of related projects to Type Programme Definition Business Planning Applications deliver outcomes and benefits associated with the organisation’s strategic objectives. Moreover, Vision-led Focused on delivery of a • Development of a new multidisciplinary research a programme is focused on aligning corporate strategy with a delivery mechanism for change in programme strategic opportunity for centre at a university. the context of existing business operations, where according to the MSP framework a programme the organisation and often • Establishment of a joint venture company for the can either be vision-led, emergent or compliance. Table 2 provides the definitions for the three driven top-down to meet a delivery of, for example, joint testing or analytical defined vision. services with another organisation. main types of programmes together with a series of illustrative business planning applications for • Development of a new commercial educational universities according to the three types. initiative to provide university courses through an online platform on an international basis. • Developing a business case for a research services Business  Planning  Phase  (Pre-­‐Award  Administration)   Governance  Themes facility in order to respond to a major industrial funding opportunity. Programme Initial   1. Leadership  and   Emergent Evolves from concurrent, • Developing a strategic alliance with an industrial concept idea academic  vision   programme uncoordinated projects organisation that builds on a set of existing 2. Organisational   where there is recognition research projects that were previously not structure that coordination will coordinated as part of an integrated programme. Business   3. Faculty  engagement deliver defined benefits. • Linking together several disparate management case 4. Research  support  and   accounting systems in order to provide an coordination integrated approach to managing research 5. Stakeholder   administration activities across the university. engagement • Establishing a single office to support technology Delivery  Phase  (Post-­‐Award  Administration) 6. Planning,  monitoring   transfer and intellectual property management for Programme and  control  systems   a university that previously had such activities definition 7. Commercial  due   diligence carried out separately in different departments. Programme 8. Risk  and  issue   Compliance The organisation has to • Implementation of an equipment maintenance delivery management programme undertake the programme system (including additional resources and new 9. Quality  management so that compliance is processes) in order to respond to new safety Managing Review 10. Managing  realisation   achieved in the context of legislation relating to the operation of technical of  academic  and   an external event such as facilities. Realise   commercial  benefits new legislation. • Establishment of a research compliance office in benefits order to respond to new legal requirements and Governance  themes  are   obligations placed on the university by a major Close   applied  throughout  the   funding body such as a government healthcare programme programme  lifecycle agency. • Resourcing of an administration team for international students in order to administer and manage compliance with a new set of immigration FigFuigruer e1 1. . OOvveerraallll vvieieww o fo tfh et hmea nmaagnemageenmt fernatm ferwamorekw too rsku ptpoo rstu bpupsoirnte sbsu psliannensisn gp alanndn dinegli vaernyd requirements and procedures. delivery for fsotrra sttergaticeg aicc aadceadmeimc ipcr porgorgarmammmese s( a(dadapaptetded f rforomm t hthee M MSSPP m meetthhooddoollooggyy)).. The Journal of Research Administration, (47)1 14     15 28 Philbin, Mallo Philbin, Mallo 29 Table 2 highlights that there are a range of business planning applications in higher education relevant team (programme concept stage). This leads to establishment of the business case for the institutions that can be related to the programme management approach offered by MSP. programme (business case stage), followed by programme development where the programme Adoption of a recognised and structured methodology, such as MSP, offers a university a proposal and business case are refined in more detail (programme definition stage). These four number of benefits. These include the efficient use of administration resources to support stages represent the wider business planning process as part of the planning phase (pre-award research programmes, effective planning according to recognised best practice for management administration) and are summarised in Figure 2. initiatives, potential to be economical and offering value for money through avoiding duplication The business planning phase (pre-award administration) includes the primary outputs for each of management effort as well as capturing key data and information to support the ethical stage as well as the corresponding stage gate reviews. The process recognises that there may be a administration of research programmes. need for a previous stage to be repeated subject to the outcome of the relevant stage gate review, e.g. where the funding body’s requirements have changed, or the stage output may be viewed as Business Planning Methodology for Strategic Academic Programmes Table 3 The management framework to support business planning for strategic academic programmes has TKabelye a3c. tKiveiyti aecst iavcitcioers daicncgo rtdoi nthge t om tahien mstaaigne sst aogfe ps roofg prraomgrmaem mmaen maganemageenmt efrnat mfreawmoerwko (rbku siness been developed through applying the MSP methodology to the academic context and is provided (bpulasinnneisnsg p alanndn dinegli avnerdy d pehliavseersy) p. hases). in Figure 1. The framework includes the business planning phase (pre-award administration) and Stage Key Activities the delivery phase (post-award administration), which together comprise the different stages Initial idea • This is the preliminary stage where new ideas are driven by university strategy or academic of the programme lifecycle. The management framework also includes associated governance (pre- need and created by senior or academic faculty members across the university. themes. The ten governance themes describe the different elements required to support the overall award) • Ideas are validated to ascertain academic and commercial potential. process, such as leadership and academic vision, organisational structure, faculty engagement as • There will be allocation and acceptance of responsibility for the validated idea to a designated programme leader. well as research support and coordination. These governance themes provide the supporting • In order for a programme idea to be considered further then it is subject to an initial stage mechanisms to ensure programmes deliver the required outcomes and remain within corporate gate review. visibility and control. Programme • At the programme concept stage there will have already been an initial programme idea that concept has been communicated to internal stakeholders. In terms of a lifecycle perspective of strategic academic programmes, ideas for new programmes (pre- • The programme could potentially pass very quickly from programme concept to business are initially created (initial idea stage), whereupon they are conceptually developed by the award) case if there is a clear requirement to carry out the programme together with strong backing from the university’s leadership. Alternatively, there may be a need for more detailed work in the concept stage in order to qualify the programme opportunity. Business  Planning  Phase  (Pre-­‐Award  Administration) • At this stage there should be agreement by key stakeholders on the need for the programme and the required trajectory to realise the programme benefits. Business • This stage turns the concept into a tangible business proposition. Initial  Idea Programme  Concept Business  Case Programme  Definition case (pre- • A major part of the business case stage involves generating the material to prepare for award) approval of the programme brief, which is a crucial document that provides background to •Programme  ideas   •Conceptual   •Agreement  on  strategic   •Proposal  for  funding  is   the programme and defines the expected academic benefits, costs, timescales and risks. created  by  academic   development  of   basis  for  programme developed faculty  members programme  idea •Development  of   •Detailed  scientific  and   • The programme brief should clarify what is to be achieved, thereby allowing a management •Preliminary  validation   •Evaluation  of  strategic   business  case,  scientific   business  planning decision to be made on whether the programme is desirable and appropriate as well as a of  academic  and   intent  and  viability  of   case  and  risk  register •Income  modelling  and   commitment to be made to move to the next stage in the process (programme definition). commercial  potential business  case •Initial  engagement  of   programme  costing •Value  proposition  of   •Need  for  academic   funding  organisation   •Contractual  due   • The programme brief should set out the business case for the programme along with the idea  assessed leader  and  supporting   (MoU,  NDA) diligence  and  negotiation   available business structures, which could, for example, be the incorporation of a subsidiary •Allocation  and   programme  resource •Programme  brief  is   of  terms  and  conditions   company, or establishment of a strategic alliance with another organisation (university, acceptance  of   •Programme  concept   submitted  for  board  level   (including  IPR) responsibility taken  to  business  case   review •Programme  plan   company or government agency). •Programme  idea  taken   stage submitted  to  funding   • There will need to be commercial due diligence on the available business structures and this to  concept  stage organisation may require the support of legal advisors as appropriate. • As the programme definition stage progresses there will need to be engagement with the Stage   Idea Concept   Programme Programme eventual funding organisation. To support the interface with external funders, there may be Outputs: approved approved brief plan a need for a supporting Memorandum of Understanding (MoU) (or Heads of Agreement/Term Sheet, as appropriate) that sets out the principles for working together as well as the pathway for programme definition. • The MoU may be accompanied by a Non-Disclosure Agreement (NDA) allowing all parties Stages  repeated  where  required  and  subject  to  outcome  of  stage  gate  reviews concerned to easily share confidential information. These pre-contract documents can also Figure 2. Summary of business planning phase and supporting stages for strategic academic help bind the funding organisation to the emerging programme and they may also help Figure 2. Summary of business planning phase and supporting stages for strategic academic clarify the objectives for developing the programme. programmes (adapted from the MSP methodology). programmes (adapted from the MSP methodology). Programme • This part of the process involves development of the detailed proposal documentation in definition order to secure the funding required to undertake the programme. Th(apew rJeao-rudr)n al of R••e seaTTrhhchee r pAer wdomgilrlia nnmiesmetrdea ttdoieo bfnien, id(t4eiot7an)i 1lsetda gpel awninliln bge airnofuonrmd ethde b syc itehnet ipfrioc gprraompmosea lb arinedf .t h is will be led by the principal investigator (PI) with input from other faculty members. • Where it is appropriate, multidisciplinary proposals should be developed that draw on the academic strengths from relevant academic departments in order to provide the programme’s funder with the highest quality scientific offering. • Programme definition will involve detailed business planning including cost and income modelling. Programme costs should be calculated according to the university’s financial procedures, including costs for staff (namely academic, research and support), students (e.g. PhD) as well as laboratory and computing equipment, materials and other costs as required. Appropriate overhead calculations will also need to be carried out. • Typically the programme definition stage will need to include preparation of an outline programme management plan, including a programme schedule for the main programme 17     16 Table 3 Key activities according to the main stages of programme management framework (business planning and delivery phases). Stage Key Activities Initial idea • This is the preliminary stage where new ideas are driven by university strategy or academic (pre- need and created by senior or academic faculty members across the university. award) • Ideas are validated to ascertain academic and commercial potential. • There will be allocation and acceptance of responsibility for the validated idea to a designated programme leader. • In order for a programme idea to be considered further then it is subject to an initial stage gate review. Programme • At the programme concept stage there will have already been an initial programme idea that concept has been communicated to internal stakeholders. (pre- • The programme could potentially pass very quickly from programme concept to business award) case if there is a clear requirement to carry out the programme together with strong backing from the university’s leadership. Alternatively, there may be a need for more detailed work in the concept stage in order to qualify the programme opportunity. • At this stage there should be agreement by key stakeholders on the need for the programme and the required trajectory to realise the programme benefits. Business • This stage turns the concept into a tangible business proposition. case (pre- • A major part of the business case stage involves generating the material to prepare for award) approval of the programme brief, which is a crucial document that provides background to the programme and defines the expected academic benefits, costs, timescales and risks. • The programme brief should clarify what is to be achieved, thereby allowing a management decision to be made on whether the programme is desirable and appropriate as well as a commitment to be made to move to the next stage in the process (programme definition). • The programme brief should set out the business case for the programme along with the available business structures, which could, for example, be the incorporation of a subsidiary company, or establishment of a strategic alliance with another organisation (university, company or government agency). • There will need to be commercial due diligence on the available business structures and this may require the support of legal advisors as appropriate. • As the programme definition stage progresses there will need to be engagement with the eventual funding organisation. To support the interface with external funders, there may be Table 3 a need for a supporting Memorandum of Understanding (MoU) (or Heads of Agreement/Term Sheet, as appropriate) that sets out the principles for working together as 3K0ey Pahcitlibvinit,i eMs aalwlcoeclol rads ithneg p taoth twhaey mfoar ipnr osgtraagmemse o dfe fpinroitigorna. m me management framework (business Philbin, Mallo 31 • The MoU may be accompanied by a Non-Disclosure Agreement (NDA) allowing all parties planning and dceolinvceerrnye pd htoa esaessi)ly. share confidential information. These pre-contract documents can also help bind the funding organisation to the emerging programme and they may also help Stage clarify the objectives for developing Ktheey p Arocgtriavmitimese . not being acceptable or not of the required quality standard. Once the necessary funding has been IPnriotigarla imdemae •• TThhiiss ipsa trht eo fp rthelei mprioncaeryss s itnavgoe lwvehse dree vneelwop imdeeanst aorfe tdhrei vdeenta bilye du npirvoeprossitayl sdtoractuemgye notra taicoand ienm ic secured, programme delivery commences and this involves delivery of the capability alongside (dperfein-ition onredeedr atnod s eccreuarete tdh eb yf usnedniinogr orer qauciardeedm toic u fnadceurlttayk me tehme bperrosg arcarmomsse t.h e university. realisation of the programme’s academic benefits (programme delivery stage). Upon completion a(pwrea-rd) •• TIdheea sp raorge rvaamlimdaet edde ftion iatsiocenr stataing ea cwaidlle mbei ci nafnodr mcoemd mbye rthciea lp rpoogteranmtiaml.e brief. award) •• TThheerree wwiillll nbeee adl ltooc abtei odne taanilde da cpcleapntnainncge aorfo ruensdp othnes isbciileitnyt iffoicr tphreo pvoasliadl aatnedd itdheisa wtoi lal be led of all programme activities the programme is formally closed (close programme stage). bdyes tihgen aptreidn cpirpoagl rianmvemstei gleaatodre r(.P I) with input from other faculty members. Table 3 provides supporting details on the key activities to be carried out for all six stages (both •• WIn hoerrdee rit f iosr aap pprroogprraiamtem, me iudletiad itsoc bipel icnoanrsyi dperroepdo sfualrsth sehro tuhledn b iet idse svueblojepcetd t oth aant dinriatwia lo snt atghee agcaated eremviice wst.r engths from relevant academic departments in order to provide the pre- and post-award administration), although it is recognised that business planning refers Programme • Aprto tghrea mprmoger’as mfumned ecro wncitehp tt hseta hgieg htheesrte q wuaillli thya svcei eanltriefaicd yo fbfeeerinn gan. initial programme idea that only to the pre-award administration stage. These key activities are described in order to provide concept • hParos gbreaemnm coem demfiunniitcioante wd itlol iinnvteorlnvael dsteatkaielheodl dbeurssi.n ess planning including cost and income practitioners with greater insight into how the business planning methodology can be adopted in (pre- • Tmhoed eplrloinggra. m Pmroeg craomulmd ep octoesntsti aslhloyu pldas bs ev cearylc quulaitcekdl ya cfrcoomrd ipnrgo gtora tmhem uen civoenrcseiptyt ’tso f binuasninceiasls award) cparosec eidf uthreesre, iinsc alu cdlienagr rceoqsutsi rfeomr esntatf tfo ( ncaarmrye loyu at ctahdee pmroicg,r raemsemaerc tho gaentdh esur pwpiothrt )s,t rsotundge bnatcs k(ien.gg. their own organisation. Application to a given organisation should however take account of the fPrhoDm) tahse wunelilv aesrs liatyb’osr aletoardye rasnhdip c. o mAlptuertinnagti veqeluyi,p tmheernet ,m maayt ebreia als n aenedd ofothr emr ocores tds eatsa irleeqdu wiroerdk. local environment as well as management needs and hence the specific activities would need to iAnp tphreo cporinacteep otv setrahgeea idn coarldceurl attoi oqnusa wlifiyll tahles op rnoegerda mtom bee ocaprproierdtu onuitty. . be adapted as required. •• ATyt pthicisa lslyta gthee t hperoreg rsahmoumlde dbeef aingirteioemn setnatg bey w kielly n seteadk ethoo ilndcelrusd oen p trheep anreaetido nfo or ft haen poruotglirnaem me apnrodg trhaem rmeqeu mireadn atrgaejmecetnotr yp ltaon r,e ianlcislued tihneg p ar opgroragmrammem bee nscehfietds.u l e for the main programme Business • Tachtiisv isttiaegse a tnudr nms itlheest oconnesc.e pTt hinist ow ail tla enxgtiebnlde tbou sthinee psrso pgrroapmomsitei orins.k r egister that identifies the Case Study Investigation case (pre- • Aris mksa ijno rt epramrts o off t hime pbaucsti naensds lcikaseeli hstoaog1de7 a  inlovnoglv wesit ghe mneitriagtaintigo nth me emaastuerreisa la tnod p rriespka orwe fnoerr s.  award) • aTphper opvroagl roafm thmee p’sro ggorvamermnaen cberi eafr,r awnhgiecmh eins tas cnreuecdi atlo d boec ucomnesnidt ethreadt .p Trohveirdee ms bayac bkeg rao nuenedd t foo r Introductory Comments tahpep proropgriraatme bmoea radnsd o dfe mfinanesa gtheem eexnpt e(csutecdh aacsa ad esmtraicte bgeicn eafditvsi,s cooryst bs,o tairmde, socra olepse raantdio rnissk bso. a rd) • Tash ew pelrlo agsr apmromgera bmrimefe srheopuolrdti nclga rairfrya nwgheamt eisn ttso abned a acnhyie rveelde,v tahnetr peebryf oarlmloawnicneg ma emasaunraegmemenetn t The case study investigation involved the business planning for a medical imaging facility at dsyesctiesmio ns utoc hb ea sm thade eb oalna nwcheedt hsceor rtehcea prdro. g ramme is desirable and appropriate as well as a • cWomithminit mpreongtr atom bmee m daedfien tioti omno tvhee rteo wthiell nneexetd s ttoag bee i cno tnhtei npureodc eesnsg (apgreomgreanmt mweit hd ethfien iptoiotenn).t i a l Imperial College London in the United Kingdom. The case study is based on the experience • Tfuhned perros gorfa tmhem per borgireafm shmoeu lads sweet lol uats tchoem bpurseinheesnss icvaes ed ufoer d tihleig pernocger aomf tmhee parloopnogs wedit h the of the authors who were directly involved with the programme through being part of Imperial’s acvoanitlraabclteu ablu fsrianmesesw sotrrukc. t u res, which could, for example, be the incorporation of a subsidiary Enterprise Division. The division is responsible for providing business development, programme • cTohme ptearnmy,s oarn eds ctaobnldisithimonesn ot fo fth ae sctoranttergaicct awlliilal nbcee r weviitehw aendo tfhoerr a ocrcgeapntiasnactieo tno (tuhnei vuenrisvietyrs, ity’s ccoommpmaenryc ioarl greoqvueirrnemmeenntt sa ganendc iyn) .p articular those relating to the allocation of intellectual management, commercial planning and support to faculty members across Imperial College and • Tprhoepreer wtyi lrli gnhetesd ( tIoP Rbe). c ommercial due diligence on the available business structures and this this includes the development of industry funded research projects, European Union funded • mIna oyr dreeqr ufiorre tthhee psruopgproarmt mofe l etog aml oadvve iasohresa da st haeprper owpirlila ttyep. i c ally be submission of the consortium research projects as well as strategic academic programmes such as new research • Aprso tphoes aplr opglarnam inmcleu ddeinfign tihtieo nb usstaingees ps rcoagsree,s ssceise tnhteifriec wpriollp noeseadl aton db ea neyn gaacgcoemmepnatn wyiinthg the edvoecnutmuaeln ftus ntod itnhge osrpgoannsiosraitniogn o. rTgoan siuspatpioornt( sth).e interface with external funders, there may be centres and institutes. The following case study is provided for illustrative purposes. The findings Programme • aP rnoegerda mfomr ae sdueplipvoerrtyin tgak Mese pmlaocraen odnucme foufn Udinndge rhsatsa nbdeienng a(pMprooUv)e d(o arn Hde saudpsp oofr ting are reported through a process of reflective inquiry (Schön, 1983) by the authors and where delivery Acognrtereamcteunatl/ Tdoecrmum Sehneteatt,i oans hapasp rboepernia stieg) ntehda tb sye tasl lo tuhte t hreel epvrianncti pplaersti feosr. working together as appropriate, representative data and information is included to provide further context. The case (post- • wDeellli vaesr yth we iplal tihnwvoalyv efo irm pprloegmraemntmateio dne ofifn tihtieo np.r o gramme management plan through study highlights the practitioner benefits of utilising the management framework to support the award) • Taphpeo MinotmUe mnta oyf bteh ea crecqoumirpeadn isetadf bf ya nad N ino np-aDrtiiscculloasru trhee Areg wreiellm neenetd ( NtoD bAe )a palplooiwnitnmge naltl opfa trhtiee s cporinncceirpnael di ntvoe esatisgilayt osrh oarfe t hceo npfriodgernatmiaml ien.f ormation. These pre-contract documents can also business planning for the development of strategic academic programmes that are pursued by a • hPerolpg rbaimndm teh eb efunnedfiitnsg a roer graenaliissaetdio ans t iod tehnet iefimede rigni nthge p prrooggrraammmmee a pnlda nth teoy b me adye laivlseor ehde lp university or NFP research organisation. cinlacrriefmy ethneta ollbyj eocvtievre tsh efo prr doegvraemlompien’gs tdheel ipvreorgyr apmermioed. so as to avoid an apparent lack of Programme • Tprhoigs rpeasrst ionf tthhee ipnrioticael ssst aignevso.l v es development of the detailed proposal documentation in Need for Medical Imaging definition • oPrrdoegrr atom smeceus rseh tohuel dfu pnrdeifnegra rbelqyu biree sdt rtuoc utunrdeedr ttaok de etlhive eprr ‘oqguriacmk mwei.n s ’, e.g. setting (pre- • Tpehref oprrmogarnacme mmeil desetfoinnietsio fno rs ttahgee r ewcirlul ibtme iennfto ormf setda fbf,y o trh efo pr rtohger acmommme ebnrcieefm. e nt of initial The medical research imaging facility includes PET-CT (Positron Emission Tomography– award) • Trehseeraer cwhi lolr n eedeudc taot iboen daecttaivilietide sp.l a Tnhneinng, oavroeur nad l othneg esrc iteimnteiffirca mpreo optohsearl baennde tfhitiss swhiollu blde bleed Computed Tomography) and MRI (Magnetic Resonance Imaging) scanning equipment and breya tlhisee dp,r iwnchieptahle irn cvoemstmigeartcoira (lP oIr) awciatdhe imnpicu,t sfurochm a ost hesetra fbalcisuhlmtye mnte omfb neerws. f acilities, • Wpuhbelircea itti oisn aopfp rreosperairacthe, rmesuullttisd iisnc sipcileinnatirfyi cp jrooupronsaallss, sohro nuelgdo bteia dtieovne olofp leicde nthsaint gd raagwre oenm tehnet s the initiative related to a requirement to upgrade the facility so that academic research could be awciathd eimndicu ssttrrieanl gctohms pfraonmie sr.e l evant academic departments in order to provide the carried out on the imaging equipment. PET-CT is a medical imaging technique that combines • pDruorgirnagm tmhee p’sr ofugnradmerm wei tdhe ltihvee rhyig shtaegste qthuearliet ys hsocuielndt ibfeic p oefrfieordiincg r. e view by the programme through a single system a PET (Positron Emission Tomography) scanner and an X-ray CT delivery team (and externally where appropriate) of the programme to check on progress, • Programme definition will involve detailed business planning including cost and income evaluate benefits realised, make adjustments as well as learn and decide on appropriate (Computed Tomography) scanner. This allows images to be taken sequentially from both scanners modelling. Programme costs should be calculated according to the university’s financial pacroticoend,u irnecsl,u idnicnlgu deivnegn tcuoasltlsy f porro sgtaraffm (mnaem celolys uarcea. d emic, research and support), students (e.g. to build up a co-registered image. The PET imaging involves the patient receiving a small dose of Programme • PUhpDon) acso wmepllle atiso lna boof raaltlo prryo agnradm cmome paucttiinvgit ieeqsu, ioprm foelnlto, wminatge rai asltsr aatnegdi oc tdheecr icsoiosnts b ays trheeq uired. a radioactive tracer, e.g. fluorodeoxyglucose or FDG protocol. The scans provide an image of how closure Aunpipvreorpsirtiya t(ew oivthe rohtehaedr sctaalkceuhlaotlidoenrss winivllo alvlseod n aese adp tpor obpe rciaatrer)ie, dfo orumt.a l closure of the (post- • Tpryopgircaamllym teh ew pilrlo bger aumndmeer tdakefeinn.i t i on stage will need to include preparation of an outline the tracer is processed by the body, where the PET-CT technique is based on the use of X-rays award) • pItr oisg sraumggmeset emda tnhaagt eam seunitta pbllaen p, riongcrluamdimnge ae xpirto pglraanm ims de esvcehleodpuelde dfourr itnhge pmroaginr apmromgera mme to generate images of the body. Conversely, MRI is an imaging technique that produces detailed definition so that programme closure can proceed smoothly if required. anatomical images but without the need for radiotracers. An MRI scanner uses magnetic fields • In the case of subsidiary or joint venture companies, care will be needed to minimise the 17   and radio waves to form three-dimensional images of the body. For further reference, Suetens university’s financial exposure.   The Journal of Research Administration, (47)1 18 32 Philbin, Mallo Philbin, Mallo 33 (2009) provides details on the fundamentals of medical imaging. Both MRI and CT scanning are of the main refurbishment and upgrade works. At the first meeting of the steering group, there increasingly used in the provision of modern healthcare services and this is illustrated in Figure was discussion on the work packages of the programme, namely the engineering feasibility study 3, which highlights the growth in numbers of clinical imaging tests in England from 1995-96 to and the business case development. The feasibility study was required to determine the total 2013-14. This data from National Health Service (NHS) England (2014) identifies that the rate of programme costs for upgrading the facility and the business case was needed in order to derive the average annual growth over last 10 years for CT and MRI has been 10.1% and 12.1% respectively. likely revenues to be generated by the facility through providing an imaging service to members of the academic faculty. After this initial meeting of the steering group, the programme transferred to the business case stage. Total number of imaging examinations or tests by imaging modality, England, 1995-96 to 2013-14 Knowledge Dimensions of the Case 6,000,000 The business case was dependent on developing an improved understanding on how the clinical scanning facility would complement other facilities operated by the university, thereby allowing 5,000,000 an overall view to be established for the entire scanning services offered across the university. 4,000,000 Knowledge was generated on the clinical research areas to be investigated through use of the enhanced medical scanning facility. This knowledge was obtained from a series of academic 3,000,000 faculty consultations with leading medical research practitioners across the university’s various hospital campuses. Data and information was also acquired that related to the operation of the 2,000,000 medical scanning equipment including operating conditions, throughput levels and maintenance regimes. Plus, information relating to sponsor needs was obtained, including potential funding 1,000,000 opportunities with research councils and charitable foundations. Table 4 provides a summary of 0 the medical research areas that would be accessible through use of the upgraded medical imaging facility, which were identified during the consultation meetings with faculty members. Table 4 TSabulme m4.a Sruym omf mareyd oicf aml erdesiceaalr rcehse aarrceha sa raecacse ascsciebslsei bthler othurgohu guhse u osef othf et huep ugpragrdaedde dm medeidcaicla ilm aging CT MRI imfaacgiilnitgy .f acility. FigFuigruer 3e .3 G. Grorwowtht hin in n nuummbberesr so off cclliinniiccaall iimmaaggiinngg t teesststs i nin E Engnlgalnadn dfr ofrmom 1 919959-59-69 t6o t2o0 21031-134-1. 4. Medical Research Area Description Source: SNoHurSc eE: nNgHlanSd E, nAgnlannuda,l AImnnaugainl gIm aangdi nRga adniodd Riaagdnioosdtiiacgsn Dosattiac,s 1D9a9t5a-, 21091945.- 2014. Neuroscience • Investigation of the nervous system, including molecular and cellular research of nerve cells as well as imaging of brain functions. Development of Imaging Facility • For example, use of clinical imaging to improve understanding The programme involved refurbishment of the facility so that it could be used to support the of Parkinson’s disease, dementia, movement disorders and multiple sclerosis. research needs of academic faculty members at the university. The initial idea was identified Pharmacology • Investigation of the biological action of drugs. by senior staff at the university and this was communicated to Enterprise Division so that • For example, use of clinical imaging to understand the drug the business planning work could be initiated. The preliminary assessment of the programme action pathways in order to improve the treatment of diseases of opportunity was carried out and this highlighted the academic needs for the programme as well the central nervous system (CNS). as the commercial potential. The programme then transferred to the programme concept stage, Oncology • Investigation of tumours and cancer, which involves abnormal whereupon more detailed planning was carried out on the scope of the programme as well as the cell growth that occurs in a particular part of the body and academic benefits. At this stage, a programme steering group was assembled. The steering group which results in cancerous cells destroying surrounding healthy tissue and organs. was a multidisciplinary team representing different functional areas, such as senior management, • For example, use of clinical imaging to monitor the response of finance, facilities management, health and safety as well as general administration. cancerous tissue to therapeutic treatment regimes. During the concept stage there was also allocation of a limited amount of internal funds to support an engineering feasibility study that was required in order to ascertain the overall costs The Journal of Research Administration, (47)1 19     20 34 Philbin, Mallo Philbin, Mallo 35 Table 5 Programme Lifecycle Management TMabalne a5g. eMriaanla ignesriigahl itns sfirgohmts tfhreo mca tshee s ctausdey s tinuvdeys itnigvaesttioigna.t ion. Once the business case had been assembled for the enhanced facility and as part of the next stage Area of Consideration Managerial Insights in the lifecycle, the programme definition stage was undertaken. This involved more detailed People • The medical research facility was a strategic academic programme financial modelling on the expected level of revenues for the facility that was related to the for the university that required senior level oversight and eventual approval by the university’s management board. It was therefore medical research areas identified in the business case stage. Revenue modelling also included a essential that senior stakeholders, including senior academic and number of financial scenarios, including the so called best-case scenario (high level of revenues), management staff, were involved in the programme from the outset worst-case scenario (low level of revenues) and base-case scenario (medium level of revenues). through to completion. This form of financial scenario planning allowed probability factors to be applied to the various • The programme steering group benefited from being a sources of funding so that a reasonable estimate could eventually be made through the base-case multidisciplinary team that represented all the key functional areas scenario that took account of the relative levels of risk (and corresponding probability) for each that needed to be engaged through the programme lifecycle. This meant that the key internal stakeholders were engaged in the source of funding. programme from the outset, thereby helping with governance of the For example, in the scenario where a research programme has already been awarded by a medical programme as well as compliance with the university’s various protocols related to research facilities. research charitable foundation, this was viewed as a low risk source of funding corresponding • The individual consultation meetings that were held with academic to a high probability that there would be funding made available for imaging research on faculty members needed to be carried out in a highly structured the upgraded facility. Whereas, in the case where a research proposal was to be submitted to manner in order to ensure the medical research needs for the a pharmaceutical company that had yet to make a decision on programme funding, this was facility were properly captured. Such meetings should ideally be viewed as a high risk source of funding and a corresponding lower probability that there would conducted in an open and transparent manner to build trust. These be funding made available for imaging research on the upgraded facility. Programme definition meetings also provided the opportunity to highlight the research capabilities of the facility to be upgraded, thereby building a allowed the full business case to be prepared for the programme, including academic and technical pipeline of potential work for the medical research facility. aspects as well as commercial and business considerations. The funding proposal was submitted Process • Adapting the MSP methodology to the academic setting provided a to the university’s management board and after careful consideration the programme’s capital clearly defined and structured approach that was used to guide the expenditure (CAPEX) was approved. business planning work required for the medical imaging programme. Programme delivery took place after the allocation of programme funds and this involved the • Engineering risks were identified at an early stage in the overall upgrade of the facility so that the required medical research could be undertaken using the imaging process through the feasibility and design study that was carried equipment. This stage proceeded smoothly and included the various engineering works, such as out. These risks were mitigated through appropriate measures so upgrades to the M&E (mechanical and electrical) services as well as installation of additional that the programme could be completed in the required timeframe and according to the overall academic needs for the facility. pieces of equipment. The facilities were tested for effective operations and subsequently opened • Business case development through financial scenarios based on for use as a medical research imaging facility at the university. Programme closure involved the different levels of revenue generation for the upgraded facility facility being handed over from the engineering team to the academic department so that medical supported the decision-making process and thereby helped senior research studies and imaging activities could commence. Finally, programme finances were management to weigh up the costs and benefits for the new facility. reconciled with all outstanding payments met and other programme administration activities Process-driven management approaches also help give confidence completed allowing formal closure of the facilities development programme. to senior management that all the required factors have been properly identified when considering substantial CAPEX Managerial Insights from Case Study decisions. Technology and • Both the business planning and delivery phases should be A number of managerial or practitioner-related insights can be drawn from the case study that knowledge supported by appropriate ICT (Information and Communications involved implementation of the programme management framework and these are summarised Technology). This may include use of the university’s ERP in Table 5. The insights are described in terms of the people, process as well as technology and (Enterprise Resource Planning) system as well as standard tools, such as those from the Microsoft™ suite of products, such as MS knowledge dimensions. Excel, MS Access, etc. • The case study also required the use of programme-specific technologies and this included the various diagnostic and testing systems used to collect environmental data on the facilities as part of the engineering facilities work package. The technical team also employed various clinical related technologies associated with The Journal of Research Administration, (47)1 21 Table 5 Managerial insights from the case study investigation. Area of Consideration Managerial Insights People • The medical research facility was a strategic academic programme Table 5 for the university that required senior level oversight and eventual approval by the university’s management board. It was therefore Managerial insights from thee scsaenseti aslt uthdayt sinenvieosrt isgtaaktieohno.l ders, including senior academic and management staff, were involved in the programme from the outset Area of Consideration through to completionM. anagerial Insights People •• TThhee pmreodgircaaml mreese satrecehr ifnagc iglirtoyu wp abse nae sftirtaetde gfrioc mac baedienmg iac programme mfour ltthidei sucniipvleinrsairtyy ttehaamt r ethqauti rreedp rseesneinotre dle avlell tohve ekresiyg fhut nacntdio envael natrueaals tahpaptr noeveadl ebdy ttoh eb eu neinvgeargsietdy ’tsh rmoaungahg tehme epnrto bgoraamrdm. eI tl iwfeacsy tchleer. e fTohries meseseanntti tahl atth taht es ekneiyo rin sttearkneahl osltdaekresh, oinldcelursd iwnegr see enniogra gaecda dienm thice and pmraongaragmemmeen tf rsotmaff t,h we eoruet sinevt,o tlhveerde biny thheel ppirnogg rwaimthm geo fvreormna tnhcee oouft stheet pthrroogurgamh tmo ec oasm wpleeltli oasn .c ompliance with the university’s various • pTrhoet opcroolgsr aremlamteed s ttoe erreisnega rgcrho ufapc bileintieefsi.t ed from being a • Tmhuel tiinddisicviipdluinaal rcyo ntesaumlta tthioatn rmepereetsienngtse tdh aaltl w theer ek heyel dfu wncitthio ancaal daermeaisc fthacaut lnteye mdeedm tboe brse neenegdaegde dto t hbreo ucagrhr itehde opurto ginr aam hmigeh llyif esctryucclteu. r eTdh is mmaenannte rth iant othrdee kr etyo ienntseurnrea lt hseta mkeehdoilcdael rrse wseearrec he nngeaegdesd f oinr tthhee fparcoiglirtaym wmeere f rpormop tehrely o cuatpsetut,r tehde. rSebuych h melpeeintign gwsi tshh oguolvde ridneaanlcley obfe the cporongdruacmtemd ei na sa nw oeplle ans acnodm tpralinasnpcaer ewnitt hm tahnen uern itvoe brsuiitlyd’ str vuastr.i oTuhse se mpreoetoticnoglss arlesloat pedro tvoi dreesde tahrec ho pfapcoirltiutineist.y to highlight the research • cTahpea ibnidliitvieids uoafl tchoen fsauclitlaittyio tno mbee eutpinggrsa dthedat, wtheerree bhye lbdu wilditihn ga caa demic pfaicpuelltiyn em oefm pboeterns tniaele wdeodr kto f obre tchaer rmieedd iocuatl irne sae ahricghh lfya csitlriutyct.u red Process • mAdanapnteirn gin t hoerd MerS tPo emnestuhroed tohleo gmye dtoic tahle r aecseaadrecmh ince seedttsi nfogr p trhoev ided a fcalecailriltyy dweefirne epdr oapnedr lsytr ucacptuturerded a.p pSruocahc hm teheatti nwgas ss huoseudld t oid geuaildlye bthee cbounsidnuecstse dp liann nanin ogp weno rakn rde tqruainrsepda froern tt hme amnneedri ctaol bimuialdg itnrugs t. These mpreoegtrianmgsm aels. o provided the opportunity to highlight the research • cEanpgaibnieleitriiensg o rfi stkhse wfaecrieli tiyd etnot bifeie udp agtr aadne eda,r tlhye srteabgye binu itlhdein ogv ae rall ppirpoecleisnse tohfr opuogtehn tthiael fweaosrikb ifloitry t hane dm deedsiicganl sretusdeayr cthha ft awcialsit yca. r ried Process • oAudta. p Ttihnegs eth rei sMksS wP emree tmhoitdigoalotegdy tthor othueg ha caapdpermopicri saetett imngea psruorveisd seod a tchleaat rtlhye d perfoingeradm amnde sctoruucldtu breed c aopmpproleatcehd tihna tth we arse quusierde dto t igmueidfrea mthee abnudsi nacecsso rpdlianngn itnog t hweo orvke rreaqllu airceadd efomr itch ne emedesd ifcoarl tihme afgaicnilgi ty. • Bpruosgirnaemssm cea.s e development through financial scenarios based on • dEinfgfeirneenetr ilnegv erliss kosf wreevreen iudee ngteinfieerda taito nan f oera rthlye sutpaggera idne tdh efa ocvileitrya ll spuropcpeosrste tdh rtohueg dhe tchisei ofena-smibaikliitnyg a pnrdo cdeesssi gann ds ttuhdeyr etbhya th welapse cda srerineido r mouatn. a Tghemeseen rti stok sw weeigreh mupit tihgea tceods tths raonudg hb eanpepfriotsp rfioart eth me enaeswu rfeasc siloit y. Pthraotc tehses -pdrroivgeranm mmaen acgoeumlde nbte acpopmropalectheeds ianl stoh eh erelpq ugiirveed ctiomnfeifdreanmcee taon dse ancicoor rmdiannga tgoe mtheen ot vtheraat lal lal ctahdee rmeqicu inreeedd fsa cfotor rtsh he afvaec iblietyen. • pBruospienrelsys icdaesnet idfieevde lwophmene cnot nthsridoeurgihn gf isnuabnsctiaanl tsiacle nCaAriPoEs Xba sed on ddiefcfiesrieonnts l.e vels of revenue generation for the upgraded facility Technology and • Bsuoptpho trhtee db uthsein deescsi psiloann-nminagk ianngd pdreolciveessry a npdh atsheesr esbhyo uhledl pbeed senior Tknaobwlel e5d g e msuapnpaogretemde bnyt taop wpreoipgrhi autep ItCheT c (oIsntfso armnda tbioenne afnitds Cfoorm thme unneiwca ftaiocnilsi ty. 36 Philbin, Mallo Philbin, Mallo 37 PTreocchensosl-odgriyv)e. n T mhiasn magaeym iennctl uadpep ruosaec ohfe sth ael suon hiveelprs igtiyv’es cEoRnPfi dence Managerial insights from the(toE c nsaetsenerip osrrti usmed ayRn eainsgoveuemrsceteing tP atlhtaianotnn ai.nl lg t)h sey rsetqemui raesd wfaecllt oarss shtaavned abrede tno ols, spurochp earsly t hcoosnes ifdroemred t hweh Menic croonsosifdt™eri nsugi tseu bosft panrotidaul cCtsA, PsuEcXh as MS The programme management framework was developed through adapting the MSP methodology Area of Consideration Edexcciesli,o MnsS. Access, etcM. anagerial Insights PTeeochpnleo logy and ••• TBThhoeeth mc tahesede ibsctuausld irnyee saselsas ropc lhraen fqnauicniirlgei tday n twhde ad sue salie vs oetrfra ypt erpgohigacrs aaemcsa msdheeom-usilpcde pcbirefo igc ramme to the academic setting in order to derive a structured approach that is based on best management knowledge fsteoucrph ptnhooer ltuoengdii vbesey r aasniptdpy r ttohhpiasrt i iarnetceql uuICidreTedd ( tIshneefno ivoramrr ilaoetvuioesn ld oaiavngednr sCoisgothmict m aannuddn ietcevasettiniontnugsa l practice. This programme lifecycle approach is based on a stage-gate process that involves the aTsypespctrheonmvoasl lou bgsyye d)t. h t eoT uhcniosil vlmeecartsy ie tinynv’csilr umodnaemn uaesgneet amolf e dtnahtte ab uoonanir vdthe. re sI fitt awyc’iaslsi Et itehRseP ra esf opraer t business planning phase (including the initial idea, programme concept, business case and e(oEsfs ntehtneetr ipearnli gsthien aRet eesrseionnuigor fcra esc tPiallkiateinehnsoi lnwdgoe)rr sks,y pisnateccmlkua dagisen .gw T eshellen aitose rcs htaancnaicddaaelrm dte itacom oanl sad,l so programme definition stages) and the delivery phase (including the programme delivery and mseumacpnhla oagyse emtdhe ovnsate r sifotraoufmsf ,c wtlhieneri ecM ailin crvreoollasvoteefddt™ tien c sthuhnietoe pl oorogf giperrsao madsumscoetcs fi,r asotuemcdh tw haeist hoM uSts et programme closure stages). This framework provides a robust approach to support the business stEhcxraocneunlgi,n hMg t oSe q cAuocimpcmepsleesn,t iteo. tnSc..u ch technologies should be driven by the planning required for strategic academic programmes, including the so called vision-led, emergent •• sTTphheeec ipcfaricos egn rseatemuddmsy o eaf ls stthoe2ee r1 repi qnrouggi grreardom utmhpe eb ueasnneed fo iwtfe ipdllr ofcrgloermaarm lbyme biene-g sd paief fceifriecn t for dmteicfufhletnirdoeinlsotc gtiyipeplsie nasan rodyf itpner aotmhger atchmaasmt er eesspt.ur edsye tnhtiesd i nalcll uthdee dk etyh ef uvnacritoiounsa l areas and compliance type programmes. • Itdhniaa otg rnndoeeesrtd ifecod ra ntthode b tpeesr eotingngrgaa mgsyemsdt eet hmtroos buuegs heed ftf hteoec tpcivoroellg,e ricatt m wemnilvle in rloeifenedmc yteocn lgteae.l n dTearhatiatse The case study investigation reported in this paper highlights the utility of the programme tmohnee atrhneetq tufhaiarceti ldtih tkieen sko eawysl peindatrgete ro nafan ltd hs etta hekinse ghdioanltedae earrinsnd gw ifenarfceoi rlemintigaeatsig owendo i rsikn n ptehaeecd keadg teo. ipTnrhfooeg rtrmeacm thhmnei ecb afulrs otiemnae msths eap lolsaoun tensmeint,pg tl hopeyhreaedsbe vy. a Ihrnei oltphuiesn ccgla iwsneii ctshat ulg droeyvl aethtrenidsa ninccel uodf etdh e management framework to support the business-planning phase for an enhanced medical research tphreo gkrnaomwmleed agse wgeenlle arast ceodm onp lcialinnciec awl irtehs ethaerc uhn aivreearss i(tyn’asm vealryi ous facility. The imaging facility includes PET-CT and MRI imaging equipment that can be used nperoutroocsoclise nrceela, tpehda trom2 r1ae  csoealorcghy faancdil iotniecso. logy) that would be to support various medical research areas, such as neuroscience, pharmacology and oncology.   • iTnhvee sitnidgiavteiddu tahlr cooungshu ultsaeti oofn tmhee emtiendgisc athl astc awnenrien gh efladc iwliittyh. aAc ademic Implementation of the programme management framework will be highly dependent on the sfaucpuplotyrt imnge mcubletrusr en eoefd sehda rtion gb es uccahrr iiendfo orumt aitni oan h iisg ahllsyo s dtreuscirtuabreled. people, process as well as technology and knowledge dimensions of a given a strategic academic Amcacnensesr tion sourcdhe rk tnoo wenlseudrgee t ihse t hmeerdeifcoarel rae sceraurccihal nfeaecdtosr f ionr rtehgea rd to tfhaec isliutcyc wesesr eo fp broupseinrleys sc applatunrneidn.g Sanudc he vmeenetutianlg ds eslhivoeurlyd oidf ecaolmlyp bleex programme. A supporting culture that promotes sharing of knowledge across the programme accoanddeumctiecd p irno garna ompmene sa.n d transparent manner to build trust. These is also an important factor to the success of such programmes. Although the methodology meetings also provided the opportunity to highlight the research provided in this paper provides an overall route map to help practitioners design and deliver capabilities of the facility to be upgraded, thereby building a major new academic programmes, the individual activities carried are contingent on the specific C oncluding Remarks pipeline of potential work for the medical research facility. organisational context and the needs for a particular programme. Nevertheless, the programme Process • Adapting the MSP methodology to the academic setting provided a Universities and NFP research organisations face a number of challenges that include responding management framework can be adapted to the needs of other universities and NFP research clearly defined and structured approach that was used to guide the to increased pressure on fundbinusgi naensds pblaundngientgs waso rwk erlelq uasir eind cfroera tshine gm leedvieclasl oimf acgoimngp etition for organisations as needed. funding and the recruitment porfo gleraamdimnge . faculty. These challenges are, however, accompanied Future work is suggested on applying the programme management framework for business by various opportunities su•c h Easn gtihnoeseer ipngre rsiesnktse wd ebrey iaddeonptitfiinedg adti ffane reeanrlty f ostramges ionf tIhCe Tov einra rlle gard planning to other strategic academic programmes, such as the creation of multidisciplinary to educational delivery as weplrl oacse sos pthproorutguhn tihtiee sf eraesliabtielidty taon de sdteasbiglinsh sitnudg ym thaajto wr anse cwar rrieesde arch research centres and institutes or the creation of a new spin-out company arising from the out. These risks were mitigated through appropriate measures so initiatives. Moreover, the ability for such organisations to be able to adapt to changing that the programme could be completed in the required timeframe commercial exploitation of intellectual property. Such applications would further highlight the circumstances and drive forward strategic academic programmes is likely to be a major indicator and according to the overall academic needs for the facility. practical benefits of adopting a structured business planning approach to the development of of success in the future. • Business case development through financial scenarios based on strategic academic programmes that support the growth and financial sustainability of university different levels of revenue generation for the upgraded facility As distinct from smaller scale research projects, strategic academic programmes are complex and NFP research organisations. supported the decision-making process and thereby helped senior initiatives that require coordimnaatneadg edmeevnetl otop mweeingth. uThp tihs ec coomstps laenxdit bye ncaenfi tsb feo ra sthsoe cniaetwe dfa cwiliitthy . a Simon P Philbin, PhD MBA range of factors, such as the nPereodc efsosr- dcroivmepnl micaatneadg elmegeanl t aarprpanrogaecmheesn atsls, oc ohmelpp agnivye f coormnfiadteionnce, an Director of Programme Management international dimension, multtoi- dseenpiaorrt mmaennatg ienmveonlvt ethmaet natll, tohre rae qhuiigrehd-l efavcetlo rpsa hratnveer bsheeipn leading Enterprise Division, Imperial College London to significant funding. For epxraompeprlley, ctohnissi dceoreudl dw hinenc lcuodnes ida erhiniggh s-uvbalsutaen triaels eCaArcPhE Xpr ogramme decisions. South Kensington, London SW7 2AZ, United Kingdom enabling creation of a new centre or institute, or alternatively there could be development of the Technology and • Both the business planning and delivery phases should be Email: [email protected] business case to support a new joint venture (JV) company, or an overseas campus initiative. knowledge supported by appropriate ICT (Information and Communications In addition to the potential hiTgehcehrn aoclaodgeym). i cT hanisd m caoym inmcelurdciea ul sbee nofe fithtes, utnhievseer spitryo’gsr EamRPm es often Charles A Mallo, MEng carry an enhanced level of risk,( Efonrt eerxparmisep lRee, sinovuorclve iPnlga nfinnianngc) isayl srtiesmk ians twheel dl aesli vstearnyd paerdri otodo,l os,r the Director of Academic and Technology Ventures possibility for the university’s sburcahn das t toh obsee tfarronmis thheed M. Thicreo smofatn™ag seumitee notf fprraomduecwtso,r sku cdhe sacsr iMbeSd in Enterprise Division, Imperial College London this paper was established in oErxdceerl ,t oM sSu Appccoersts t, heetc b. usiness planning and development of such South Kensington, London SW7 2AZ, United Kingdom • The case study also required the use of programme-specific strategic academic programmes and to help manage the significant complexity that often arises Email: [email protected] technologies and in the case study this included the various with such programmes. diagnostic and testing systems used to collect environmental data Correspondence concerning this article should be addressed to Simon P Philbin, PhD MBA, on the facilities as part of the engineering facilities work package. Director of Programme Management, Enterprise Division, Imperial College London, South The technical team also employed various clinical related Kensington, London SW7 2AZ, United Kingdom, Email: [email protected] 21     The Journal of Research Administration, (47)1 22 38 Philbin, Mallo Philbin, Mallo 39 References Office of Government Commerce (OGC). (2007). Managing successful programmes (3rd ed.). London: The Stationery Office. Bryson, J. M., & Bromiley, P. (1993). Critical factors affecting the planning and implementation of major projects. Strategic Management Journal, 14(5), 319-337. doi:10.1002/ Philbin, S. P. (2011). An investigation of the development and management of university smj.4250140502 research institutes. Journal of Research Administration, 42(1), 103-122. Retrieved from http://srainternational.org/ Daniel, J. (2012). Making sense of MOOCs: Musings in a maze of myth, paradox and possibility. Journal of Interactive Media in Education, 2012(3), 1-20. doi:http://doi. Philbin, S. P. (2015). Exploring the challenges and opportunities for higher education org/10.5334/2012-18 institutions: Work domain analysis and development of strategic options. Proceedings of PICMET ’15: Management of the Technology Age, Portland (OR), USA, IEEE. Delmar, F., & Shane, S. (2003). Does business planning facilitate the development of new ventures? Strategic Management Journal, 24(12), 1165-1185. doi:10.1002/smj.349 Schön, D. (1983). The reflective practitioner: How professionals think in action. New York: Basic Books. Grieb, T., Horon, J. R., Wong, C., Durkin, J., & Kunkel, S. L. (2014). Optimizing institutional approaches to enable research. Journal of Research Administration, 45(2), 46-60. Retrieved Selwyn, N. (2007). The use of computer technology in university teaching and learning: a from http://srainternational.org/publications/journal/volume-xlv-number-2/optimizing- critical perspective. Journal of Computer Assisted Learning, 23(2), 83-94. doi:10.1111/ institutional-approaches-enable-research j.1365-2729.2006.00204.x Grünig, R., & Kühn, R. (2015). Developing and assessing strategic projects at the corporate Suetens, P. (2009). Fundamentals of medical imaging (2nd ed.). Cambridge University Press. level. In The strategy planning process (pp. 163-170). Berlin: Springer. Ter Bogt, H. J., & Scapens, R. W. (2012). Performance management in universities: Effects of Hughes, A., & Kitson, M. (2012). Pathways to impact and the strategic role of universities: the transition to more quantitative measurement systems. European Accounting Review, new evidence on the breadth and depth of university knowledge exchange in the UK and 21(3), 451-497. doi:10.1080/09638180.2012.668323 the factors constraining its development. Cambridge Journal of Economics, 36(3), 723-750. doi:10.1093/cje/bes017 National Health Service (NHS) England. (2014). Annual imaging and radiodiagnostics data 1995-2014. Retrieved November 12, 2015 from: http://www.england.nhs.uk/statistics/ statistical-work-areas/diagnostics-waiting-times-and-activity/imaging-and-radiodiagnostics- annual-data/ Navarro, J. R., & Gallardo, F. O. (2003). A model of strategic change: Universities and dynamic capabilities. Higher Education Policy, 16(2), 199-212. doi:10.1057/palgrave.hep.8300016 Nickson, A. (2014). A qualitative case study exploring the nature of New Managerialism in UK higher education and its impact on individual academics’ experience of doing research. Journal of Research Administration, 45(1), 47-80. Retrieved from http://srainternational. org/publications/journal/volume-xlv-number-1/qualitative-case-study-exploring-nature- new-managerialism Oakes, L. S., Townley, B., & Cooper, D. J. (1998). Business planning as pedagogy: Language and control in a changing institutional field. Administrative Science Quarterly, 43(2), 257-292. doi:10.2307/2393853 The Journal of Research Administration, (47)1