Research QUEST

Introduction to commercial research management
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Being an inventor, an explorer, and an innovator is an honorable profession. As with any other profession, it retains a body of knowledge and practices which we humbly tried to assemble in this book.

When applied with diligence, such skills bring fortune and proficiency in due course. Well-prepared captains are able to find their way even when they are puzzled by a strong problem, run out of funds, or find their crew exhausted by failed experiments and protracted research.

Research projects differ from standard projects in many ways. Because of infinite unknown unknowns, they tend to be unpredictable, hard to evaluate and manage, and they often end up taking much longer and being more expensive than originally planned.

Although Project is a word most used today by business people to designate an undertaking with certain goals and budget, we chose to follow the wisdom of old masters and utilize the word Quest for such endeavors that entail extreme uncertainty.

Table of contents
Process management
RESEARCH QUEST: INTRODUCTION

II. Delivery versus Discovery

Why highly uncertain projects require a new management approach

Research QUEST: Pick your character
RESEARCH QUEST: INTRODUCTION

III. Pick your QUEST character

Are you ready to start your own QUEST?

The old tradition of management vs Research-driven approach
RESEARCH QUEST: INTRODUCTION

IV. A new research-driven way of doing business

How uncertainty and risks incite us to change our management tradition

Research project “happiness” curve. Inspired by Paul Graham’s “Startup curve”.
RESEARCH QUEST: INTRODUCTION

V. The Silence of Science: The problem of observable increments in research

Don't expect gradual progress in research projects, but explosive breakthroughs after a long, discouraging period of time.

Planning a journey is always a choice between anticipation and apprehension.
RESEARCH QUEST: INTRODUCTION

VI. The MAZE Principle

More than one path, more than one objective, and resources enough for several attempts.

Four EVIL contentions: Estimation, Validation, Investment, and Loss
RESEARCH QUEST: INTRODUCTION

VII. Four EVIL contentions

The main reasons for possible internal conflict in every research project.

QUEST Memorandum
RESEARCH QUEST: INTRODUCTION

VIII. QUEST Memorandum

The marching song of explorers that has come down to us.

The legend of QUEST
RESEARCH QUEST: INTRODUCTION

IX. The legend of QUEST

(Management)

No quest origitates without sponsors
Q. QUESTIONS

X. ACCCept a new quest

Three “C” questions to be answered before aCCCepting a quest

The sponsor’s greatest concern is the solution to the business problem and the ROI of that solution.
Q. QUESTIONS

XI. The Roles and Goals Triangle

Fortune favors the bold, united, and concord.

Decision to be Made — the sharpest tool in your business-understanding inventory
Q. QUESTIONS

XII. Decision-to-be-Made

The sharpest tool in your business-understanding inventory

MISSION Canvas —a tool to structure all important information about your project
Q. QUESTIONS

XIII. Understand your MISSION

MISSION Canvas — fast and concise tool to structure definition of your project

When criteria are unclear, move gradually step by step: First, find out what is good and what is bad. Then validate the requirements. And finally, construct a measurable metrics of success.
Q. QUESTIONS

XIV. The Good, the Bad, and the Unspoken

Initiating a project with unclear success criteria

Fortress siege curve: Attacking a strong problem
Q. QUESTIONS

XV. Why solving a strong problem is almost like besieging a fortress

Budget estimation under uncertainty

5 levels of solution
Q. QUESTIONS

XVI. Level Up

The fundamental principle of planning and execution for complexity and uncertainty.

mission
Q. QUESTIONS

XVII. Questions answered and unanswered

[Q]uest best practices in a nutshell

Researchers
U. UNCERTAINTIES

XVIII. Uncertainty is not a peril, but a lottery ticket

How to make uncertainty a driver instead of a blocker.

map
U. UNCERTAINTIES

XIX. You need a MAP

Divide and conquer by structuring your research space for Metrics, Architectures, and Problems

mapping and leveling guides
U. UNCERTAINTIES

XX. Architecture patterns, mapping and leveling guides

9 most common architecture patterns

Simple Chain
U. UNCERTAINTIES

XX.I. Simple Chain

The 1st process architecture pattern: sequence of steps

assembly chain
U. UNCERTAINTIES

XX.II. Assembly Chain

The 2nd process architecture pattern: several chains converging to construct a compound product

funnel
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XX.III. Funnel

The 3rd process architecture: a process with rapidly diminishing number of items conveyed from step to step

Cycle leveling guide
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XX.IV. Cycle

The 4th process architecture pattern: a repeating process

Decision Chain
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XX.V. Decision Chain

The 5th process architecture pattern: a routing process with multiple destinations

demand
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XX.VI. Demand

The 6th system architecture pattern: achieving product-market fit

product
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XX.VII. Product

The 7th system architecture pattern: achieving a problem-solution fit

Business Model
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XX.VIII. Business Model

The 8th system architecture pattern: General architecture of all businesses

Customer Acquisition Funnel
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XX.IX. Customer Acquisition Funnel

The 9th system architecture pattern: Designing a customer journey

Service cycles
U. UNCERTAINTIES

XX.X. Service Cycle

The 10th system architecture pattern: Designing a user experience

Production and Supply Chain
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XX.XI. Production and Supply Chain

The 11th system architecture pattern: Designing the production process

Management Cycle
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XX.XII. Management Cycle

The 12th system architecture pattern: The mechanism of running business

ABCDE Levels of Leadership
U. UNCERTAINTIES

XX.XII.I Strong leaders and where to find them

ABCDE spectrum of Leadership

OPERA.TIONS: Asset lifecycle
U. UNCERTAINTIES

XX.XIII Asset Lifecycle

The 13th system architecture pattern: The long life cycle of assets.

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