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.
II. Delivery versus Discovery
Why highly uncertain projects require a new management approach
IV. A new research-driven way of doing business
How uncertainty and risks incite us to change our management tradition
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.
VI. The MAZE Principle
More than one path, more than one objective, and resources enough for several attempts.
VII. Four EVIL contentions
The main reasons for possible internal conflict in every research project.
VIII. QUEST Memorandum
The marching song of explorers that has come down to us.
XIII. Understand your MISSION
MISSION Canvas — fast and concise tool to structure definition of your project
XIV. The Good, the Bad, and the Unspoken
Initiating a project with unclear success criteria
XV. Why solving a strong problem is almost like besieging a fortress
Budget estimation under uncertainty
XVI. Level Up
The fundamental principle of planning and execution for complexity and uncertainty.
XVIII. Uncertainty is not a peril, but a lottery ticket
How to make uncertainty a driver instead of a blocker.
XIX. You need a MAP
Divide and conquer by structuring your research space for Metrics, Architectures, and Problems
XX. Architecture patterns, mapping and leveling guides
9 most common architecture patterns
XX.II. Assembly Chain
The 2nd process architecture pattern: several chains converging to construct a compound product
The 3rd process architecture: a process with rapidly diminishing number of items conveyed from step to step
XX.V. Decision Chain
The 5th process architecture pattern: a routing process with multiple destinations
The 7th system architecture pattern: achieving a problem-solution fit
XX.VIII. Business Model
The 8th system architecture pattern: General architecture of all businesses
XX.IX. Customer Acquisition Funnel
The 9th system architecture pattern: Designing a customer journey
XX.X. Service Cycle
The 10th system architecture pattern: Designing a user experience
XX.XI. Production and Supply Chain
The 11th system architecture pattern: Designing the production process
XX.XII. Management Cycle
The 12th system architecture pattern: The mechanism of running business
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