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This paper examines the key factors influencing the performance of research and development projects, synthesising recurring themes and insights from existing literature. The analysis identifies 49 distinct factors and illustrates how often they are referenced in the context of managerial discourse and practice. The frequency with which these factors appear is not interpreted as a measure of their actual impact, but rather as an indicator of managerial attention to specific challenges. These factors are organised into a functional model comprising four interrelated categories: strategic orientation, operational execution, organisational competence and innovative-adaptive potential. The primary contribution of this research is the development of a theoretical framework for the application of multi-criteria decision-making tools to assess and enhance project success, especially in the allocation of human resources in research and development settings. The findings emphasise the importance of adopting flexible, context-sensitive approaches to managing the performance of scientific and technological research projects.