As for measuring R&D project success, there have been a number of recent studies to identify specific risk management tools and techniques that can be used by R&D and NPD project managers to manage uncertainties more effectively. Keizer and Halman (2007) conducted a number of case studies to ascertain the types of risks that are typical of R&D and NPD projects. They identified two main types of risks: firstly, “unambiguous risks” (risks associated with consumer acceptance and marketing); and secondly, “ambiguous risks”, which occur when there is a difference of opinion concerning the organisation and project management (as reliable estimates of required resources) (Keizer & Halman, 2007, p. 35). Based on this, they put forward a list of recommended actions that R&D project managers could adopt to assist in the better identification and management of critical project risks. They suggest that project managers pay serious attention to ambiguous risks because they have the potential to threaten project success. A literature review conducted by Park (2010) also identified two main types of risks in R&D projects. These risks were categorised as internal and external. Risks that originate from the operational, technological and organisational aspects of the project were categorised as internal, while risks that originate from the market and supplier aspects were classified as external.