What is Project Management?Project management is a series <strong>of</strong> flexible anditerative steps that gives you a system for layingout what you want to achieve and a reasonableway to achieve it, with specifics as to who will dowhat and when. Formal tools have been developedfor complicated time-sensitive efforts such asconstructing large buildings with all <strong>of</strong> the sitepreparation, building materials, carpenters,plumbers, electricians, painters and other kinds<strong>of</strong> workers moving through at the right times andin the proper order.The strategies used in project management can beuseful for anyone in any size project, and the tools(especially s<strong>of</strong>tware) that have been developedto keep track <strong>of</strong> fluctuating resources and activeworkers can be useful for managing complicatedprojects in the laboratory. Project managementcapabilities are increasingly becoming requiredcomponents <strong>of</strong> clinical research projects and multisiteprojects. Formal training in project managementmay be available to you through your institution,government, or international NGOs.It should also be borne in mind that biomedicalresearch in the South, especially in diseaseendemiccommunities, relies heavily on fieldsurveys involving several people andcomplicated logistical issues. Personnel andtransport management and financial administrationare major components <strong>of</strong> projectactivities involving field surveys. However,many emerging science centers in low- andmiddle-resource regions do not have sufficienthuman resources with adequate skills inproject management.”Moses Bockarie, Papua New GuineaDECIDING ON A PROJECTYou may have an endless number <strong>of</strong> ideas forprojects, but your resources (i.e., research funds,number <strong>of</strong> students and other people working inyour lab, time, etc.) are limited. Deciding whichprojects to pursue within the limits <strong>of</strong> yourresources and considering your laboratory mission(see chapter 4) will help you get the best use out<strong>of</strong> what you have.Finding funding can itself be a complex project.Though finding money is seldom easy, you maydecide that to accomplish the research or publichealth goals you would like to achieve, you willneed to look for more funding. Imagine that youhave identified a grant program that seems to fitthe work you would like to do. The grant deadlineis in eleven months, but you see that it is a verycompetitive program. To have a chance <strong>of</strong> beingfunded, you will need to have at least one publicationthat connects the work you are proposing todo with the new grant money to work you havedone in the past.So you have two complicated but fairly welldefinedtasks in front <strong>of</strong> you: to get a new paperaccepted for publication and to submit a grantproposal by a given deadline. If you decide touse formal project management tools to organizeyour efforts as you work toward submitting theproposal, you should ask yourself the following:n What experiments do I need to conduct to write aresearch paper and submit it for publication beforethe grant deadline?n Do I have enough time to obtain the necessarydata?n Are there members <strong>of</strong> my group who could helpgenerate these data, or a student or trainee towhom I might delegate the work?Once you have defined your overall objectives,how to get there, and from whom you need buy-inand participation, you can start the process <strong>of</strong>planning your project, working backwards fromyour stated objective:82 excellence everywhere
My project is to get a grant funded within ayear-and-a-half.Thinking from the goal backwards, you can putdown what steps will make that dream a reality.You might say:I will need to:n Submit the grant with preliminary data(11 months).n Submit a paper for publication (6 months).n Integrate data and start writing a manuscript(5 months).n Complete the initial set <strong>of</strong> experiments(1-5 months).The sections below outline the tools that can helpyou plan each step <strong>of</strong> this multipart effort. One <strong>of</strong>the most important benefits <strong>of</strong> project managementis that it helps you accurately anticipate how muchtime a project will take and what resources youwill need. Even if some back-<strong>of</strong>-the-envelopethinking convinces you that a project is worthpursuing and that you can generate preliminarydata for your grant in five months, you will needto plan each step more carefully to answer thefollowing questions:n How long will the project really take?n Do we really have the people to do this?n Do we really have the funds to do it?n Can we get it done in time?Think <strong>of</strong> these questions as tools for your ownuse. You are not trying to convince a funder orimpress an influential scientist—you are realisticallyconsidering what you will be able to get done,given other demands on your time and resources,in the next week, month, year, and beyond.Q u e s t i o nq&aDo the strict definitions you impose when you set up a project management systemlimit scientific creativity?answerNot necessarily. All projects, including highly innovative ones, rely on defined resources. Projectmanagement helps you take stock <strong>of</strong> resources before you start working. If a creative idea comes along,you will have a better idea <strong>of</strong> how much money, materials, and “spare hands” you have to follow theidea through, or which sub-projects you might delay to free up the resources you need. Knowing what youhave available helps you bring your best ideas to completion, rather than leaving them foundering whenyou run out <strong>of</strong> some critical resource. Regardless <strong>of</strong> the scientific goals <strong>of</strong> a project, project managementhelps you determine whether your ideas can be implemented with the resources at hand and how bestto approach these ideas. If you realize ahead <strong>of</strong> time that you do not have the resources you need, you willknow you need to get them.project management83
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A R e s o u r c e f o r S c i e n t
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Table of ContentsVII119PrefaceChapt
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135 Chapter 10E x p a n d i n g Y o
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Q u e s t i o nq&aWhat Is a “Tenu
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preparing for immediate submission,
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Practicing the Talkn Practice your
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your one-on-one interviews you have
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If talking directly about money is
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When the institution responds and y
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equipment and supplies. Maintenance
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Q u e s t i o nq&aIs your instituti
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Working With Human SubjectsWhether
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RESPONSIBILITIES BEYONDTHE LABORATO
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UNDERSTANDING YOURINSTITUTION AND H
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Criteria for PromotionStructure of
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Submitting your Paper to Another Jo
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RESOURCESDavis, Martha. Scientific
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increase your impact as a scientist
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Q u e s t i o nq&aHow do I communic
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n Offer criticism and correction in
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It is important to discuss career g
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When Mentoring,Advisory, or Supervi
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For researchers in developing count
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n Is travel safe and convenient, or
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n The expected contribution of each
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Meetings. Set up systems to ensure
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SPECIAL CHALLENGESFOR THE BEGINNING
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e an important connection to future
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The invention of a new method or pr
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licensee, who can charge others for
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Most profound for developing countr
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Finally, the patents have been chal
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And, India benefited as a supplier
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paperwork involved in purchasing1.
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labeling mattersA case in point: In
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equipment, freeze-drying equipment,
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Responsibilityfor materialsIf an or
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Recent Improvementsin Materials Tra
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“Knowledge is power.” —Sir Fr
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MOUMemorandum of UnderstandingRFPRe
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notes continued182 excellence every
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notes continued184 excellence every