The Einstein Factor in Leading Science Based Projects - Part 4
The Einstein Factor in Leading Science Based Projects - Part 4
By Martin Wartenberg and Victoria Tucker, November 2007
Step 5: Closing Phase
At the end of this long project (remember we’re talking years or even decades), the project manager is still the project manager. There are a few key points to keep in mind when closing out the project:
* Start accumulating the necessary documentation before the conclusion and re-assignment date. At about the 90% point (based on weighted milestones) do an audit to see what exists and what is needed. This provides a fighting chance to get people to finish up reports and documents before they move to their next job.
* The lessons learned and retention of tribal knowledge is particularly difficult in long-duration projects. No body remembers, assignments have changed and getting anything useful is normally not worth the effort. We recommend that lessons learned be conducted at key phase gate reviews during the life of the project and that these be used and summarized at the final project recap and assessment meeting.
* Be particularly fair and inclusive in giving credit for work done and making sure that the key participants and contributors are included in technical papers, internal company reports or patent applications.
Some People Points to Ponder when Becoming a Project Leader
Very smart people don’t like to be told, they prefer to be asked
They need to be included in the decision making process
* The advisory approach to decision making works well in this environment.
Scientists often respond best to peers rather than bosses
* Consider having a respected peer deliver criticism or improvement suggestions if needed.
Never, ever criticize in public
* Scientists and technologists tend to be emotionally married to their ideas. Unless you’re highly respected in the same field, your input may be rejected. Come at the argument by making a strong intellectual or business case followed closely by acknowledging the emotional underpinnings such as time spent, methods employed, merits of overarching objectives, etc.
Do your absolute best to obtain the latest and best enabling technology to support the project efforts.
* If you’re spending $150K per year for a top level chemist, don’t skimp on providing him/her with the latest tools in computational chemistry.
To engage a savvy workforce, project leaders must establish trust.
* Trust doesn’t just happen. It’s built on the back of respect which in turn is built upon congruity of values and experiences. In other words, leaders need to act consistently paying close attention to both word and deed.
Some of the great characteristics of smart knowledge workers include a lot of curiosity, a strong work ethic and a passion for results.
* Your job as a leader is to make sure you don’t do anything to turn these folks off.
Scientists are often more motivated by the work given to them, recognition received for the work performed and the quality of their peers.
* These motivational drivers tend to outpace money, title or other perks.
Recruiting the right people for the project team requires the ability to clearly describe the opportunity as a unique challenge.
* Follow up by crafting a sound vision which shows how the project aligns with the organization, how the project cures a patient’s ailment and how the project can change the world for the better – no doubt lofty sounding, but you’d be surprised at the impact this reasoning makes.
Summary
The differences between managing science based research projects from those in other sectors are enough that even Einstein himself would have lamented the gaps. The passion, commitment and motivation found in those who work in the high sciences and technology areas represents an uncommon population.
As one of our colleagues said when asked why he worked in a science environment “I wake up each morning frothing at the mouth with the anticipation that I’m going to discover a cure for mankind.” Pretty heady stuff if you ask us. And pretty darn compelling – not only from an intellectual perspective, but from a view that takes into account – the heart.
References:
* State of Engagement Corporate Leadership Council Survey; 2007
* Cross Organizational Life Sciences Workforce Engagement Survey; BIOCOM, BEDC and ZeroBoundary Inc. 2007
* Dr. John Ivancevich, Managing Einsteins
* Alice Sapienza, Wiley Liss, Managing Scientists
About the Authors:
Martin Wartenberg is the Chief Inventor for the Zero Boundary Corporation and is the Lead Instructor for the University of California, Irvine Leadership and Management Program for Life Science Professionals. He has spanned leadership levels in high technology organizations ranging from technician to president.
Martin has managed and provided guidance in numerous projects in Aerospace, Pharma, Medical Device, Software Development, Biotechnology and many others. Much of his work involves consulting and guiding project initiatives on a global level. Martin is a licensed P.E. and has an MSEE and MBA.
Victoria Tucker is the Chief Dreamer and Managing Director of ZeroBoundary. She is an adjunct faculty member for the National Center of Leadership in Academic Medicine and other Life Science based programs for the University of California at San Diego and Irvine campuses. She’s also held internal executive positions with multi-national companies as Vice President of both Strategic Planning and Organization Effectiveness.
Victoria has an MA in Organizational Development with early training conducted in London, England. She has provided extensive consulting services in the Life Sciences sector, including alliance management, innovation, high performing project teams and leadership.
Upcoming articles include:
1. Cross-Country and Cross Time Zone – The Virtual Project
2. Business Alliance Based Projects
3. Outsourcing Project Elements to Contract Research Organizations
The Einstein Factor in Leading Science Based Projects Part 4 - To learn more about this author, visit Jeremy Tucker's Website.
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The Einstein Factor in Leading Science Based Projects - Part 4
By Martin Wartenberg and Victoria Tucker, November 2007
Step 5: Closing Phase
At the end of this long project (remember we’re talking years or even decades), the project manager is still the project manager. There are a few key points to keep in mind when closing out the project:
* Start accumulating the necessary documentation before the conclusion and re-assignment date. At about the 90% point (based on weighted milestones) do an audit to see what exists and what is needed. This provides a fighting chance to get people to finish up reports and documents before they move to their next job.
* The lessons learned and retention of tribal knowledge is particularly difficult in long-duration projects. No body remembers, assignments have changed and getting anything useful is normally not worth the effort. We recommend that lessons learned be conducted at key phase gate reviews during the life of the project and that these be used and summarized at the final project recap and assessment meeting.
* Be particularly fair and inclusive in giving credit for work done and making sure that the key participants and contributors are included in technical papers, internal company reports or patent applications.
Some People Points to Ponder when Becoming a Project Leader
Very smart people don’t like to be told, they prefer to be asked
They need to be included in the decision making process
* The advisory approach to decision making works well in this environment.
Scientists often respond best to peers rather than bosses
* Consider having a respected peer deliver criticism or improvement suggestions if needed.
Never, ever criticize in public
* Scientists and technologists tend to be emotionally married to their ideas. Unless you’re highly respected in the same field, your input may be rejected. Come at the argument by making a strong intellectual or business case followed closely by acknowledging the emotional underpinnings such as time spent, methods employed, merits of overarching objectives, etc.
Do your absolute best to obtain the latest and best enabling technology to support the project efforts.
* If you’re spending $150K per year for a top level chemist, don’t skimp on providing him/her with the latest tools in computational chemistry.
To engage a savvy workforce, project leaders must establish trust.
* Trust doesn’t just happen. It’s built on the back of respect which in turn is built upon congruity of values and experiences. In other words, leaders need to act consistently paying close attention to both word and deed.
Some of the great characteristics of smart knowledge workers include a lot of curiosity, a strong work ethic and a passion for results.
* Your job as a leader is to make sure you don’t do anything to turn these folks off.
Scientists are often more motivated by the work given to them, recognition received for the work performed and the quality of their peers.
* These motivational drivers tend to outpace money, title or other perks.
Recruiting the right people for the project team requires the ability to clearly describe the opportunity as a unique challenge.
* Follow up by crafting a sound vision which shows how the project aligns with the organization, how the project cures a patient’s ailment and how the project can change the world for the better – no doubt lofty sounding, but you’d be surprised at the impact this reasoning makes.
Summary
The differences between managing science based research projects from those in other sectors are enough that even Einstein himself would have lamented the gaps. The passion, commitment and motivation found in those who work in the high sciences and technology areas represents an uncommon population.
As one of our colleagues said when asked why he worked in a science environment “I wake up each morning frothing at the mouth with the anticipation that I’m going to discover a cure for mankind.” Pretty heady stuff if you ask us. And pretty darn compelling – not only from an intellectual perspective, but from a view that takes into account – the heart.
References:
* State of Engagement Corporate Leadership Council Survey; 2007
* Cross Organizational Life Sciences Workforce Engagement Survey; BIOCOM, BEDC and ZeroBoundary Inc. 2007
* Dr. John Ivancevich, Managing Einsteins
* Alice Sapienza, Wiley Liss, Managing Scientists
About the Authors:
Martin Wartenberg is the Chief Inventor for the Zero Boundary Corporation and is the Lead Instructor for the University of California, Irvine Leadership and Management Program for Life Science Professionals. He has spanned leadership levels in high technology organizations ranging from technician to president.
Martin has managed and provided guidance in numerous projects in Aerospace, Pharma, Medical Device, Software Development, Biotechnology and many others. Much of his work involves consulting and guiding project initiatives on a global level. Martin is a licensed P.E. and has an MSEE and MBA.
Victoria Tucker is the Chief Dreamer and Managing Director of ZeroBoundary. She is an adjunct faculty member for the National Center of Leadership in Academic Medicine and other Life Science based programs for the University of California at San Diego and Irvine campuses. She’s also held internal executive positions with multi-national companies as Vice President of both Strategic Planning and Organization Effectiveness.
Victoria has an MA in Organizational Development with early training conducted in London, England. She has provided extensive consulting services in the Life Sciences sector, including alliance management, innovation, high performing project teams and leadership.
Upcoming articles include:
1. Cross-Country and Cross Time Zone – The Virtual Project
2. Business Alliance Based Projects
3. Outsourcing Project Elements to Contract Research Organizations
The Einstein Factor in Leading Science Based Projects Part 4 - To learn more about this author, visit Jeremy Tucker's Website.
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