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Services> Research & Development

R&D of ICT Alliance is done in following areas:
  1. Image Processing
  2. Microcontroller/FPGA processing
  3. Robotic Vision
  4. Augmented reality
  5. Product R&D
  6. Process R&D
  7. Product/Service Reengineering
  8. Algorithm
Project selection and evaluation is one of the more critical and difficult subjects of our R&D management. Of equal importance, we highly emphasize in practice, is the subject of project selection, project termination, particularly in the case of unsuccessful or marginal projects.

SELECTION OF R&D PROJECTS.
Since the decision to start on an R&D project is both a technical and a business decision, we help you to select projects on the basis of the following objectives, in order of importance:
  • Maximize the long-term return on investment;
  • Make optimum use of the available human and physical resources;
  • Maintain a balanced R&D portfolio and control risk;
  • Foster a favorable climate for creativity and innovation.
EVALUATION OF R&D PROJECTS.
Since R&D projects are subject to the risk of failure, we calculate the expected value of a project according to the following statistical formula:
          EV=P×pt×pc×pf
where;
  • P is the payoff if the project is successful; that is, the stream of net income accruing to the company over the life of the new product (or process, or service) resulting from the project. The payoff P is then multiplied by the probability of success, which is the product of three separate probabilities:
  • pt is the probability of technical success, i.e., that the new product or process will meet the technical and functional specifications
  • pc is the probability of commercial success, i.e., that the new product will be accepted by the marketplace and will achieve the forecasted market share
  • pf is the probability of financial success, i.e., that the new product will achieve the forecasted financial goals, in terms of profits, return on investment, and cash flow.
Consequently, we consider project evaluation along two separate dimensions: technical evaluation, to establish the probability of technical success; and business evaluation, to establish the payoff and the probabilities of commercial and financial success.

MANAGEMENT OF R&D PROJECTS
We do the management of R & D projects with the basic principles and methods of project management. There is, however, one significant caveat in relation to normal engineering projects: R & D projects are risky, and it is difficult to develop an accurate budget, in terms of technical milestones, costs, and time to completion of the various tasks. Therefore, we consider R & D budgets initially as tentative, and should be gradually refined as more information becomes available as a result of preliminary work and the learning process.

TERMINATION OF R&D PROJECTS
Termination of projects is a difficult subject because of the political repercussions on the laboratory. Theoretically, a project should be discontinued for one of the following three reasons:
  • There is a change in the environment—for instance, new government regulations, new competitive offerings, or price declines—that make the new product less attractive to the company;
2. Unforseen technical obstacles are encountered and the laboratory does not have the resources to overcome them; or
3. The project falls hopelessly behind schedule and corrective actions are not forthcoming.

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