Reporting And Evaluating Research And Development Results

12.3-1. Reporting. NEED. It seems almost unnecessary to comment on the need for reporting research and development results and activities, and yet much of the difficulty and misunderstanding surrounding a Research and Development (R&D) group results from poor or nonexistent reporting. Certainly no evaluation can be made without reports of results or plans. It is as important to report accurately and fully for the department's own use as it is for external use. Research unreported might as well be considered research undone. This section will discuss, in part, the need for reporting, the general types of reports which may be generated to satisfy the need, and finally, the evaluation of a project as judged by various commonly used standards. PURPOSE. Some specific observations might be appropriate concerning the reporting of R&D results. The requirements and background of the group receiving the report must be considered. A particular report is usually directed towards the background of a particular group, such as ((technical," "operational," "financial," or "marketing." It is essential that the emphasis and coverage be geared to the training of people receiving the report. It should be obvious that the financial department will be less interested in the technical details of the process and more interested in the capital funds and tax implications involved in the project. Operating personnel will be greatly interested in the effects of a new method on mining plans, and so on. This does not mean that the reporting in any way should slight pertinent details, nor should a patronizing attitude be assumed by the writer. However, it is essential that the needs of the reader be recognized. For reports that might have large and varied distribution, it is often feasible to group, either as sections or appendixes, the special details and information of interest only to certain functions within the organization. A