国家需求导向的重大科技项目立项决策模式比较研究OACHSSCD

[Purpose/Significance]The decision-making process for major science and technology(S&T)projects—specifically,determining which projects to fund under resource constraints,who makes these decisions,and how they are made—is a critical component of project management.This paper aims to analyze international typical practices to explore the characteristics and applicability of different project granting decision-making mod-els,providing practical insights for improving decision-making and management of major S&T projects in China.[Method/Process]Drawing on the practices of the Defense Advanced Research Projects Agency(DARPA),the U.S.Department of Energy(DOE),and the European Union,this study conducts a comparative analysis of three major decision-making models:the program manager-led model,in which individual program managers play a domi-nant role;the institutional model,in which scientists panel and institutional program officers jointly lead the de-cision-making process;and the scientist-led model,in which scientific panels operate with relative independence in determining project priorities.The comparison examines key dimensions including decision-making entities,mechanisms,strengths and challenges,as well as applicable contexts and conditions.[Result/Conclusion]This findings indicate that the program manager-led model is suited for applied research projects with clear objectives and specific requirements.The institutional model requires scientists to ensure the scientific frontier nature of projects while enabling managers to align institutional efforts with national needs.The scientist-led model is appli-cable to basic research fields characterized by open-ended goals and strong interdisciplinary collaboration.These results provide meaningful implications for optimizing how the roles and characteristics of different managerial entities are reflected in China's decision-making and management of major S&T projects,particularly under a na-tional demand-oriented framework.