The Einstein Factor in Leading Science Based Projects - Part 2
The Einstein Factor in Leading Science Based Projects - Part 2
By Martin Wartenberg and Victoria Tucker, November 2007
The impact of the differences requires that the leadership of the Science Project Team (whether pharmaceutical or medical device oriented) must take into account those emotional arguments which engage their fellow Einstein-like colleagues.
Engaging Fellow Einsteins - The Project Leadership Challenge
In the majority of cases, scientists are introduced to leadership by being drafted into managing a single laboratory function. For example, a Senior Chemist may reluctantly take on the job of guiding a group of chemists in a laboratory.
The good news is that he or she will usually have the respect of the team based on proven subject matter expertise and results. The bad news is that many organizations typically fail to provide the resources needed to support the scientific project leader. The reality of managing and leading science based projects (and the Einsteins who comprise the project team) requires an aptitude not readily understood.
Frankly speaking, scientific project leads must be schooled in the following:
Cross-Functional Capability - Chemistry, Biology, Animal and Human Modeling, Fluid Dynamics, IT, Statisticians, Clinicians are just some of the intertwined functions
Cross Company Alliances - As in Big Pharma meets Start up Biotech
Inclusion of Contract Research Organizations (CRO’s) - Integral parts of the project are often outsourced
Cross Cultural and Cross Country - Virtual research labs can be found in China, India and Neuchatel
Heavy emphasis on meeting schedules, cost objectives and scientific objectives - Complex drug discovery or instrument prototyping requires more than sticky notes on the wall
Key management involvement and visibility - Approval, sponsorship and guidance from the highest levels is paramount
Obviously, the challenges are enough that an organization’s senior management team must recognize that parachuting someone without an applicable track record into a complex project is akin to the darn parachute not opening – in other words “the flop heard round the world”.
What makes for necessary leadership traits? The following are specific tips and suggestions for those finding themselves thrust into a high science or technology project leadership role:
5 Steps to Leading Successful Science Based Projects
Step 1. Initiation Phase
During the early discovery phase, it’s extremely important that the project leader develop a project charter that includes the following:
* Final outcomes sought
* What is in scope and what is not
* Assumptions for each member of the team
* Constraints and limitations (time, money, resources, etc)
* Key stakeholders that must be involved
* Reporting and escalation ground rules
A charter document, even if only partially completed, is a reasonable start. With a mindset of inclusion and peer defaulting repartee, scientists can become involved early on in the project. They’re then more likely to champion the efforts throughout the project life.
Step 2. Planning Phase
As the leader, recognize that fellow scientists might resist detailed planning with the following “How can you ask me to schedule a break through? We’ve never done this before; how should I know how long it will take?”
Leaders must provide boundaries on how long individuals will be allowed to pursue a discovery quest. If the researcher can’t come up with a pre-determined time frame, then obtain a range of probabilistic estimates based on similar research.
Other areas that are important to put down on paper include: initial assessments of the risks and uncertainties; resources that will be needed in terms of personnel, consultants, equipment, and facilities. Building a Work Breakdown Structure to at least the third level should not be too difficult a task and completing a Responsibility Assignment Matrix provides sufficient planning details to launch the initiative.
The last stumbling block faced during planning is how to determine the milestones and defining what completion actually means. If done poorly, it will come back to bite you in the behind during execution and monitoring. If the milestone is the completion of an experiment, then establish clarity about ultimate measurements. For example, the leader may determine that the results which achieve a 90% success rate are adequate for completion.
Einstein was a perfectionist, so are most scientists and technologists. Set reasonable parameters that meet veracity tests versus striving for absolute perfection. If you don’t, scientists will tend to try for that 100% proof which may not only be unreachable but also unnecessary.
The Einstein Factor in Leading Science Based Projects Part 2 - To learn more about this author, visit Jeremy Tucker's Website.
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The Einstein Factor in Leading Science Based Projects - Part 2
By Martin Wartenberg and Victoria Tucker, November 2007
The impact of the differences requires that the leadership of the Science Project Team (whether pharmaceutical or medical device oriented) must take into account those emotional arguments which engage their fellow Einstein-like colleagues.
Engaging Fellow Einsteins - The Project Leadership Challenge
In the majority of cases, scientists are introduced to leadership by being drafted into managing a single laboratory function. For example, a Senior Chemist may reluctantly take on the job of guiding a group of chemists in a laboratory.
The good news is that he or she will usually have the respect of the team based on proven subject matter expertise and results. The bad news is that many organizations typically fail to provide the resources needed to support the scientific project leader. The reality of managing and leading science based projects (and the Einsteins who comprise the project team) requires an aptitude not readily understood.
Frankly speaking, scientific project leads must be schooled in the following:
Cross-Functional Capability - Chemistry, Biology, Animal and Human Modeling, Fluid Dynamics, IT, Statisticians, Clinicians are just some of the intertwined functions
Cross Company Alliances - As in Big Pharma meets Start up Biotech
Inclusion of Contract Research Organizations (CRO’s) - Integral parts of the project are often outsourced
Cross Cultural and Cross Country - Virtual research labs can be found in China, India and Neuchatel
Heavy emphasis on meeting schedules, cost objectives and scientific objectives - Complex drug discovery or instrument prototyping requires more than sticky notes on the wall
Key management involvement and visibility - Approval, sponsorship and guidance from the highest levels is paramount
Obviously, the challenges are enough that an organization’s senior management team must recognize that parachuting someone without an applicable track record into a complex project is akin to the darn parachute not opening – in other words “the flop heard round the world”.
What makes for necessary leadership traits? The following are specific tips and suggestions for those finding themselves thrust into a high science or technology project leadership role:
5 Steps to Leading Successful Science Based Projects
Step 1. Initiation Phase
During the early discovery phase, it’s extremely important that the project leader develop a project charter that includes the following:
* Final outcomes sought
* What is in scope and what is not
* Assumptions for each member of the team
* Constraints and limitations (time, money, resources, etc)
* Key stakeholders that must be involved
* Reporting and escalation ground rules
A charter document, even if only partially completed, is a reasonable start. With a mindset of inclusion and peer defaulting repartee, scientists can become involved early on in the project. They’re then more likely to champion the efforts throughout the project life.
Step 2. Planning Phase
As the leader, recognize that fellow scientists might resist detailed planning with the following “How can you ask me to schedule a break through? We’ve never done this before; how should I know how long it will take?”
Leaders must provide boundaries on how long individuals will be allowed to pursue a discovery quest. If the researcher can’t come up with a pre-determined time frame, then obtain a range of probabilistic estimates based on similar research.
Other areas that are important to put down on paper include: initial assessments of the risks and uncertainties; resources that will be needed in terms of personnel, consultants, equipment, and facilities. Building a Work Breakdown Structure to at least the third level should not be too difficult a task and completing a Responsibility Assignment Matrix provides sufficient planning details to launch the initiative.
The last stumbling block faced during planning is how to determine the milestones and defining what completion actually means. If done poorly, it will come back to bite you in the behind during execution and monitoring. If the milestone is the completion of an experiment, then establish clarity about ultimate measurements. For example, the leader may determine that the results which achieve a 90% success rate are adequate for completion.
Einstein was a perfectionist, so are most scientists and technologists. Set reasonable parameters that meet veracity tests versus striving for absolute perfection. If you don’t, scientists will tend to try for that 100% proof which may not only be unreachable but also unnecessary.
The Einstein Factor in Leading Science Based Projects Part 2 - To learn more about this author, visit Jeremy Tucker's Website.
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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