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Research Project Manager Job Description

Research project manager duties & responsibilities.

To write an effective research project manager job description, begin by listing detailed duties, responsibilities and expectations. We have included research project manager job description templates that you can modify and use.

Sample responsibilities for this position include:

Research Project Manager Qualifications

Qualifications for a job description may include education, certification, and experience.

Licensing or Certifications for Research Project Manager

List any licenses or certifications required by the position: PMP, PMI, GCP, IATA, SAS, SOLE, NACE, SMRP, ASQ, CITI

Education for Research Project Manager

Typically a job would require a certain level of education.

Employers hiring for the research project manager job most commonly would prefer for their future employee to have a relevant degree such as Master's and Bachelor's Degree in Writing, Project Management, Public Health, Management, Social Sciences, Communication, Science, Spanish, Education, English

Skills for Research Project Manager

Desired skills for research project manager include:

Desired experience for research project manager includes:

Research Project Manager Examples

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• To be responsible for the completion of annual financial reports
• To set up reporting processes for partners, and set deadlines for interim meetings reports and collate these for circulation to partners
• To collate technical and management reports from partners, and ensure that they are processed by the required deadlines, by ensuring that partners are provided with the necessary information, guidance and support required in order for these deadlines to be met
• To monitor the budget and check all claims from project partners
• Organisation of and attendance at project meetings involving partners, presenting their work and take minutes at meetings
• To ensure that all records relating to the University and partners are maintained
• To act as main liaison point between the University and project partners in Ghana, Botswana, Namibia and South Africa
• To keep abreast of the rules and conditions of the Royal Society-DFID programme
• To advise on eligibility of all project expenditure, including requirements regarding supporting documentation
• To participate in the further development of quality systems within the University
• Must demonstrate effective communication, consulting, interpersonal and project management skills
• The ability to make contributions to research projects and strategic planning at a conceptual level
• Demonstrated ability to apply a broad and integrated perspective when planning, problem solving, and assessing impact across functional areas
• Bachelor of Arts or Sciences degree required, Master’s Degree preferred
• Clinical Research Certification (CCRC, CCRA or CCRP) preferred, or willing to obtain
• Analytical and detail oriented skills
• Project leadership - Leads local and cross-functional projects with limited complexity and or sub-project of a complex project as responsible for all elements of the projects
• Project execution and control - Manages the project team allocated to the project, defining, with key stakeholders, the scope of work, cost/budget, resources required, time schedule and detailed work allocation
• Manage uncertainties and risks - Identifies, contains and reduces risk
• Networking - Manages relationships with stakeholders, internal functions, other R&D teams in Technology Center and/or Corporate Research Centers and external relevant parties
• Producing/completing the bibliography on the subject
• Determining and contacting partners who may be able to support us with this project
• Setting up test protocols and validating them
• Putting forward potential plans for optimising home cooking
• Conduct team meetings with internal and external stakeholders
• Ensure project scope is clearly defined
• Analyzes staff performance
• Demonstrated experience applying multi-variate research techniques to decisions
• Minimum of 3 years project experience in assigned area which may include progressively responsible experience supporting a clinical system and/or data/financial analysis
• Must have normal or corrected vision and be able to clearly communicate verbally by phone or in person
• Ability to use statistical and web applications, such as ArcGIS, SPSS , ASP.net
• Provide support to project principal investigator
• Prepares internal, project-specific budgets to monitor cost and timeline performance
• Reports to company executives on status of projects and problems related to meeting performance goals
• Ensures tasks are completed on-time and work is of the highest quality possible
• Performs related duties as required to ensure successful management of ongoing projects
• Reviews scientific literature & evaluates & recommends applicable techniques & procedures
• Identifies funding opportunities and writes grant proposals in cooperation with principal investigators and university partners
• Convenes topic-focused faculty working groups and supports the work of multidisciplinary teams
• Engages and interacts with external institutions, agencies, and potential funders
• Works with the Director of Global Health and faculty on study design and development, and implementation of study protocols
• Develops objectives, methodology, evaluation, and budgets, and conducts research and analyses
• Experience developing and managing budgets, preferably research project budgets
• Ability and/or experience in developing and implementing research instruments
• Conducts and interprets quantitative and/ or qualitative analyses
• Ability and/or experience developing and implementing research instruments
• Prior experience as a Project Manager on at least four medium to large projects
• Leads and manages other professionals through influence and collaboration
• Create proposal specs and costs, and submit for review
• Act as operational liaison between internal client service teams (industry groups) and the qualitative team
• Provides strategic management and leadership support for Principal Investigator’s (PIs) research programs
• Establishes systems for the orderly functioning of the (PIs) projects
• Oversees completion of study activities per protocol and according to timeline
• Develops research designs for studies that involve quantitative data analysis, including for evaluating the effect of specific education and workforce programs on participants’ employment and earnings and future educational attainment
• Identifies and calculate appropriate performance measures for tracking the effectiveness of education and workforce programs
• Identifies and implement the most appropriate statistical models for conducting quantitative studies of data
• Devise and implement plan for a concept or technology
• Run data queries and data analysis reports to identify and ensure appropriate patient population for study design
• Formal Project qualifications PMI
• Attention to detail and demonstration of quick follow-up to client needs, commits to quality
• Successful completion of a full 4-year course of study in an accredited college or university leading to a bachelor's or higher degree in economics, social sciences, public policy, or related fields
• Master's level or equivalent degree or 4 years of relevant experience
• Experience developing and presenting professional reports and presentations to senior-level audiences
• Four years direct experience with Process Improvement and Project Management required
• Develops, manages, and maintains systems for collecting data important to central administration, school, and departmental administration, and faculty, in partnership with a team
• Delivers and maintain data reports, ensure data integrity, and reconcile data discrepancies
• Provides support for the Office’s data system operations
• Work closely with existing staff responsible for day-to-day operations of participant enrollment, tracking and follow-up biospecimen collection
• Design and implement models to forecast expenditures on existing projects and the likelihood of future funding via pending or planned research proposals
• Participate in the establishment of sales and service accounts to support department provision of scientific services to external clients
• In addition to highly sophisticated, non-routine analyses of data, and selection and interpretation of appropriate statistical modeling methods, provides training and direction as appropriate to graduate research assistants
• Develops and manages project plans and work plans for carrying out analyses of data
• Provides technical advice to faculty researchers
• Plans, coordinates and implements complex data analyses, works with research teams to implement analyses
• Minimum 1 year experience (2 or more years preferred) in project management for complex projects/business processes, preferably market research projects
• Strong attention to details, process oriented, and organized
• Highly adoptable to new business areas and fast-paced environment
• Superb documentation skills on MS Office, Confluence
• 5+ years’ experience managing research studies, preferably in a business setting including end-to-end project management experience
• Organizational skills including planning

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Project Management for Research

The tools you need to make your research project a success.

This toolkit includes a variety of tools for managing your research projects including recommendations for general project management software and tools to help you and your team manage activities from grant writing to implementation and project closeout.

Explore the toolkit below:

Grant Writing + Project Development

A Gantt Chart is a popular project management tool; it is a type of bar chart that illustrates a project’s schedule. The chart allows for organizing and viewing project activities and tasks against pre-established timeframes.

Gantt Chart Template Gantt Chart Instructions Gantt Chart Example

Graphic display of the flow or sequence of events that a product or service follows; it shows all activities, decision points, rework loops and handoffs.

Process maps allow the team to visualize the process and come to agreement on the steps of a process as well as examine which activities are duplicated. Process maps are used to:

• Capture current and new process information
• Identify the flow of a process
• Identify responsibility of different business functions
• Clearly show hand-off between functions
• Identify value added and non-value added activities
• Train team members in new process

Process Map Template Process Mapping Guide Process Map Example 1 Process Map Example 2

The Data Management Plan (DMP) defines the responsibilities related to the entry, ownership, sharing, validation, editing and storage of primary research data.

A data management plan must not only reflect the requirements of the protocol/project but also comply with applicable institutional, state and federal guidelines and regulations. The DMP Tool details your agencies expectations, has suggested language for REDCap and exports a properly formatted plan.

DMP Tool NIH Data Management & Sharing (DMS) Policy

The Project Charter's purpose is to define at a high level what the Project Team will deliver, what resources are needed and why it is justified.

The Project Charter also represents a commitment to dedicate the necessary time and resources to the project. It can be especially useful when organizing a multi-disciplinary, internally funded team. The document should be brief (up to three pages maximum).   

Project Charter Template Project Charter Instructions Project Charter Example

Milestones are an effective way to track major progress in your research project.

A Gantt Chart is an effective tool for setting and tracking milestones and deliverables. It is a type of bar chart that illustrates a project’s schedule.  

The proposal budget should be derived directly from the project description.

The proposal budget should follow the format specified by the sponsor. The Office of Sponsored Programs Budget Preparation webpages provide descriptions of the standard budget categories, lists of typical components of those categories, Ohio State rates where appropriate and other details to help ensure your budget is complete. Budget Preparation Resources from Office of Research The 398 grant form from the NIH is a template that includes standard categories required for an NIH grant (and many others) that you can use to develop a preliminary budget.

PHS 398 Forms PHS 398 Budget form for Initial Project Period Template PHS 398 Budget Form for Entire Proposal Project Template

The Risk Assessment and Mitigation Plan first assists the research team in anticipating risk that may occur during the research project before it happens.

The plan then specifies when to act to mitigate risk by defining thresholds and establishing action plans to follow. As a fundamental ethical requirement research risks are to be minimized to the greatest extent possible for all research endeavors. This includes not only prompt identification measures but also response, reporting and resolution. Risk Assessment and Mitigation Plan Template Risk Assessment and Mitigation Plan Example

The Work Breakdown Structure (WBS) organizes the research project work into manageable components.

It is represented in a hierarchical decomposition of the work to be executed by the research project team. It visually defines the scope into manageable chunks that the team can understand.  WBS Instructions and Template WBS Structure Example

Implementation

A Gantt Chart is a popular project management tool; it is a type of bar chart that illustrates a project’s schedule.

The chart allows for organizing and viewing project activities and tasks against pre-established timeframes. A Gantt Chart can also be used for tracking milestones and major progresses within your research project.

The purpose is to define at a high level what the Project Team will deliver, what resources are needed and why it is justified.   

It is represented in a hierarchical decomposition of the work to be executed by the research project team. It visually defines the scope into manageable chunks that the team can understand.  WBS Instructions + Template WBS Structure Example

A communications plan facilitates effective and efficient dissemination of information to the research team members and major stakeholders in the research project.

It describes how the communications will occur; the content, security, and privacy of those communications; along with the method of dissemination and frequency.

Communications Plan Template Communications Plan Example

The Data Management Plan (DMP) defines the responsibilities related to the entry, ownership, sharing, validation, editing, and storage of primary research data.

A data management plan must not only reflect the requirements of the protocol/project but also comply with applicable institutional, state, and federal guidelines and regulations. The DMP Tool details your agencies expectations, has suggested language for REDCap, and exports a properly formatted plan.

DMP Tool DMP Tool Instructions Ohio State Research Guide: Data

The chart allows for organizing and viewing project activities and tasks against pre-established timeframes. Gantt Chart Template Gantt Chart Instructions Gantt Chart Example

This tool helps you capture details of issues that arise so that the project team can quickly see the status and who is responsible for resolving it.

Further, the Issue Management Tool guides you through a management process that gives you a robust way to evaluate issues, assess their impact, and decide on a plan for resolution.

Issue Management Tool Template Issue Management Tool Instructions Issue Management Example

A Pareto Chart is a graphical tool that helps break down a problem into its parts so that managers can identify the most frequent, and thus most important, problems.

It depicts in descending order (from left to right) the frequency of events being studied. It is based on the Pareto Principle or “80/20 Rule”, which says that roughly 80% of problems are caused by 20% of contributors. With the Pareto Principle Project Managers solve problems by identifying and focusing on the “vital few” problems. Managers should avoid focusing on “people” problems. Problems are usually the result of processes, not people.

Pareto Chart Template Pareto Chart Instructions Pareto Chart Example

Closeout, Transfer + Application

Completing a project means more than finishing the research. 

There remain financial, personnel, reporting, and other responsibilities. These tasks typically need to be completed within a timeline that begins 60 to 90 days before the project end date and 90 days after. Specifics will vary depending on the project and the funding source. The Office of Sponsored Programs “Project Closeout” webpage provides a description closeout issues, a list of PI Responsibilities and other details to help ensure your project is in fact complete.  Project Closeout Checklist Project Closeout Resources from Office of Research

A communications plan facilitates effective and efficient dissemination of information to the research team members and major stakeholders in the research project. 

It describes how the communications will occur; the content, security and privacy of those communications; along with the method of dissemination and frequency.

Project Management Software

An open-source project management software similar to Microsoft Project.

OpenProject  has tools to create dashboards, Gantt Charts, budgets, and status reports. Activities can be assigned to team members and progress monitored. OpenProject also has a tool for Agile Project Management. While the software is free, OpenProject must be installed and maintained on a local server and there will probably be costs associated with this. Talk to your departmental or college IT staff.

A secure, web-based project management system.

Basecamp  offers an intuitive suite of tools at a minimal cost: ~$20/month or free for teachers. Basecamp facilitates collaboration between research team members with features such as to-do lists, messaging, file sharing, assignment of tasks, milestones, due dates and time tracking.  

A project management tool that organizes tasks, activities, responsibilities and people on projects.

Trello can help manage research projects by keeping everyone on time and on task. It uses a distinctive interface based on cards and lists and may be especially useful for smaller projects.

If you have a disability and experience difficulty accessing this content, please submit an email to [email protected] for assistance.

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• v.20; 2019 Oct 25

Managing Ideas, People, and Projects: Organizational Tools and Strategies for Researchers

Samuel pascal levin.

1 Beverly, MA 01915, USA

Michael Levin

2 Allen Discovery Center at Tufts University, Suite 4600, 200 Boston Avenue, Medford, MA 02155-4243, USA

Primary Investigators at all levels of their career face a range of challenges related to optimizing their activity within the constraints of deadlines and productive research. These range from enhancing creative thought and keeping track of ideas to organizing and prioritizing the activity of the members of the group. Numerous tools now exist that facilitate the storage and retrieval of information necessary for running a laboratory to advance specific project goals within associated timelines. Here we discuss strategies and tools/software that, together or individually, can be used as is or adapted to any size scientific laboratory. Specific software products, suggested use cases, and examples are shown across the life cycle from idea to publication. Strategies for managing the organization of, and access to, digital information and planning structures can greatly facilitate the efficiency and impact of an active scientific enterprise. The principles and workflow described here are applicable to many different fields.

Graphical Abstract

Information Systems; Knowledge Management

Introduction

Researchers, at all stages of their careers, are facing an ever-increasing deluge of information and deadlines. Additional difficulties arise when one is the Principal Investigator (PI) of those researchers: as group size and scope of inquiry increases, the challenges of managing people and projects and the interlocking timelines, finances, and information pertaining to those projects present a continuous challenge. In the immediate term, there are experiments to do, papers and grants to write, and presentations to construct, in addition to teaching and departmental duties. At the same time, however, the PI must make strategic decisions that will impact the future direction(s) of the laboratory and its personnel. The integration of deep creative thought together with the practical steps of implementing a research plan and running a laboratory on a day-to-day basis is one of the great challenges of the modern scientific enterprise. Especially difficult is the fact that attention needs to span many orders of scale, from decisions about which problems should be pursued by the group in the coming years and how to tackle those problems to putting out regular “fires” associated with the minutiae of managing people and limited resources toward the committed goals.

The planning of changes in research emphasis, hiring, grant-writing, etc. likewise occur over several different timescales. The optimization of resources and talent toward impactful goals requires the ability to organize, store, and rapidly access information that is integrated with project planning structures. Interestingly, unlike other fields such as business, there are few well-known, generally accepted guidelines for best practices available to researchers. Here we lay out a conceptual taxonomy of the life cycle of a project, from brainstorming ideas through to a final deliverable product. We recommend methods and software/tools to facilitate management of concurrent research activities across the timeline. The goal is to optimize the organization, storage, and access to the necessary information in each phase, and, crucially, to facilitate the interconnections between static information, action plans, and work product across all phases. We believe that the earlier in the career of a researcher such tools are implemented and customized, the more positive impact they will exert on the productivity of their enterprise.

This overview is intended for anyone who is conducting research or academic scholarship. It consists of a number of strategies and software recommendations that can be used together or independently (adapted to suit a given individual's or group's needs). Some of the specific software packages mentioned are only usable on Apple devices, but similar counterparts exist in the Windows and Linux ecosystems; these are indicated in Table 1 (definitions of special terms are given in Table 2 ). These strategies were developed (and have been continuously updated) over the last 20 years based on the experiences of the Levin group and those of various collaborators and other productive researchers. Although very specific software and platforms are indicated, to facilitate the immediate and practical adoption by researchers at all levels, the important thing is the strategies illustrated by the examples. As software and hardware inevitably change over the next few years, the fundamental principles can be readily adapted to newer products.

Software Packages and Alternatives

A Glossary of Special Terms

Basic Principles

Although there is a huge variety of different types of scientific enterprises, most of them contain one or more activities that can be roughly subsumed by the conceptual progression shown in Figure 1 . This life cycle progresses from brainstorming and ideation through planning, execution of research, and then creation of work products. Each stage requires unique activities and tools, and it is crucial to establish a pipeline and best practices that enable the results of each phase to effectively facilitate the next phase. All of the recommendations given below are designed to support the following basic principles:

• • Information should be easy to find and access, so as to enable the user to have to remember as little as possible—this keeps the mind free to generate new, creative ideas. We believe that when people get comfortable with not having to remember any details and are completely secure in the knowledge that the information has been offloaded to a dependable system and will be there when they need it, a deeper, improved level of thinking can be achieved.
• • Information should be both organized hierarchically (accessible by drill-down search through a rational structure) and searchable by keywords.
• • Information should be reachable from anywhere in the world (but secure and access restricted). Choose software that includes a cell phone/tablet platform client.
• • No information should ever be lost—the systems are such that additional information does not clog up or reduce efficiency of use and backup strategies ensure disaster robustness; therefore, it is possible to save everything.
• • Software tools optimized for specific management tasks should be used; select those tools based on interoperability, features, and the ability to export into common formats (such as XML) in case it becomes expedient someday to switch to a newer product.
• • One's digital world should be organized into several interlocking categories, which utilize different tools: activity (to-dos, projects, research goals) and knowledge (static information).
• • One's activity should be hierarchically organized according to a temporal scale, ranging from immediate goals all the way to career achievement objectives and core mission.
• • Storage of planning data should allow integration of plans with the information needed to implement them (using links to files and data in the various tools).
• • There should be no stored paper—everything should be obtained and stored in a digital form (or immediately digitized, using one of the tools described later in this document).
• • The information management tasks described herein should not occupy so much time as to take away from actual research. When implemented correctly, they result in a net increase in productivity.

The Life Cycle of Research Activity

Various projects occupy different places along a typical timeline. The life cycle extends from creative ideation to gathering information, to formulating a plan, to the execution for the plan, and then to producing a work product such as a grant or paper based on the results. Many of these phases necessitate feedback to a prior phase, shown in thinner arrows (for example, information discovered during a literature search or attempts to formalize the work plan may require novel brainstorming). This diagram shows the product (end result) of each phase and typical tools used to accomplish them.

These basic principles can be used as the skeleton around which specific strategies and new software products can be deployed. Whenever possible, these can be implemented via external administration services (i.e., by a dedicated project manager or administrator inside the group), but this is not always compatible with budgetary constraints, in which case they can readily be deployed by each principal investigator. The PIs also have to decide whether they plan to suggest (or insist) that other people in the group also use these strategies, and perhaps monitor their execution. In our experience, it is most essential for anyone leading a complex project or several to adopt these methods (typically, a faculty member or senior staff scientist), whereas people tightly focused on one project and with limited concurrent tasks involving others (e.g., Ph.D. students) are not essential to move toward the entire system (although, for example, the backup systems should absolutely be ensured to be implemented among all knowledge workers in the group). The following are some of the methods that have proven most effective in our own experience.

Information Technology Infrastructure

Several key elements should be pillars of your Information Technology (IT) infrastructure ( Figure 2 ). You should be familiar enough with computer technology that you can implement these yourself, as it is rare for an institutional IT department to be able to offer this level of assistance. Your primary disk should be a large (currently, ∼2TB) SSD drive or, better, a disk card (such as the 2TB SSD NVMe PCIe) for fast access and minimal waiting time. Your computer should be so fast that you spend no time (except in the case of calculations or data processing) waiting for anything—your typing and mouse movement should be the rate-limiting step. If you find yourself waiting for windows or files to open, obtain a better machine.

Schematic of Data Flow and Storage

Three types of information: data (facts and datasets), action plans (schedules and to-do lists), and work product (documents) all interact with each other in defining a region of work space for a given research project. All of this should be hosted on a single PC (personal computer). It is accessed by a set of regular backups of several types, as well as by the user who can interact with raw files through the file system or with organized data through a variety of client applications that organize information, schedules, and email. See Table 2 for definitions of special terms.

One key element is backups—redundant copies of your data. Disks fail—it is not a question of whether your laptop or hard drive will die, but when. Storage space is inexpensive and researchers' time is precious: team members should not tolerate time lost due to computer snafus. The backup and accessibility system should be such that data are immediately recoverable following any sort of disaster; it only has to be set up once, and it only takes one disaster to realize the value of paranoia about data. This extends also to laboratory inventory systems—it is useful to keep (and back up) lists of significant equipment and reagents in the laboratory, in case they are needed for the insurance process in case of loss or damage.

The main drive should be big enough to keep all key information (not primary laboratory data, such as images or video) in one volume—this is to facilitate cloning. You should have an extra internal drive (which can be a regular disk) of the same size or bigger. Use something like Carbon Copy Cloner or SuperDuper to set up a nightly clone operation. When the main disk fails (e.g., the night before a big grant is due), boot from the clone and your exact, functioning system is ready to go. For Macs, another internal drive set up as a Time Machine enables keeping versions of files as they change. You should also have an external drive, which is likewise a Time Machine or a clone: you can quickly unplug it and take it with you, if the laboratory has to be evacuated (fire alarm or chemical emergency) or if something happens to your computer and you need to use one elsewhere. Set a calendar reminder once a month to check that the Time Machine is accessible and can be searched and that your clone is actually updated and bootable. A Passport-type portable drive is ideal when traveling to conferences: if something happens to the laptop, you can boot a fresh (or borrowed) machine from the portable drive and continue working. For people who routinely install software or operating system updates, I also recommend getting one disk that is a clone of the entire system and applications and then set it to nightly clone the data only , leaving the operating system files unchanged. This guarantees that you have a usable system with the latest data files (useful in case an update or a new piece of software renders the system unstable or unbootable and it overwrites the regular clone before you notice the problem). Consider off-site storage. CrashPlan Pro is a reasonable choice for backing up laboratory data to the cloud. One solution for a single person's digital content is to have two extra external hard drives. One gets a clone of your office computer, and one is a clone of your home computer, and then you swap—bring the office one home and the home one to your office. Update them regularly, and keep them swapped, so that should a disaster strike one location, all of the data are available. Finally, pay careful attention (via timed reminders) to how your laboratory machines and your people's machines are being backed up; a lot of young researchers, especially those who have not been through a disaster yet, do not make backups. One solution is to have a system like CrashPlan Pro installed on everyone's machines to do automatic backup.

Another key element is accessibility of information. Everyone should be working on files (i.e., Microsoft Word documents) that are inside a Dropbox or Box folder; whatever you are working on this month, the files should be inside a folder synchronized by one of these services. That way, if anything happens to your machine, you can access your files from anywhere in the world. It is critical that whatever service is chosen, it is one that s ynchronizes a local copy of the data that live on your local machine (not simply keeps files in the cloud) —that way, you have what you need even if the internet is down or connectivity is poor. Tools that help connect to your resources while on the road include a VPN (especially useful for secure connections while traveling), SFTP (to transfer files; turn on the SFTP, not FTP, service on your office machine), and Remote Desktop (or VNC). All of these exist for cell phone or tablet devices, as well as for laptops, enabling access to anything from anywhere. All files (including scans of paper documents) should be processed by OCR (optical character recognition) software to render their contents searchable. This can be done in batch (on a schedule), by Adobe Acrobat's OCR function, which can be pointed to an entire folder of PDFs, for example, and left to run overnight. The result, especially with Apple's Spotlight feature, is that one can easily retrieve information that might be written inside a scanned document.

Here, we focus on work product and the thought process, not management of the raw data as it emerges from equipment and experimental apparatus. However, mention should be made of electronic laboratory notebooks (ELNs), which are becoming an important aspect of research. ELNs are a rapidly developing field, because they face a number of challenges. A laboratory that abandons paper notebooks entirely has to provide computer interfaces anywhere in the facility where data might be generated; having screens, keyboards, and mice at every microscope or other apparatus station, for example, can be expensive, and it is not trivial to find an ergonomically equivalent digital substitute for writing things down in a notebook as ideas or data appear. On the other hand, keeping both paper notebooks for immediate recording, and ELNs for organized official storage, raises problems of wasted effort during the (perhaps incomplete) transfer of information from paper to the digital version. ELNs are also an essential tool to prevent loss of institutional knowledge as team members move up to independent positions. ELN usage will evolve over time as input devices improve and best practices are developed to minimize the overhead of entering meta-data. However, regardless of how primary data are acquired, the researcher will need specific strategies for transitioning experimental findings into research product in the context of a complex set of personal, institutional, and scientific goals and constraints.

Facilitating Creativity

The pipeline begins with ideas, which must be cultivated and then harnessed for subsequent implementation ( Altshuller, 1984 ). This step consists of two components: identifying salient new information and arranging it in a way that facilitates novel ideas, associations, hypotheses, and strategic plans for making impact.

For the first step, we suggest an automated weekly PubCrawler search, which allows Boolean searches of the literature. Good searches to save include ones focusing on specific keywords of interest, as well as names of specific people whose work one wants to follow. The resulting weekly email of new papers matching specific criteria complements manual searches done via ISI's Web of Science, Google Scholar, and PubMed. The papers of interest should be immediately imported into a reference manager, such as Endnote, along with useful Keywords and text in the Notes field of each one that will facilitate locating them later. Additional tools include DevonAgent and DevonSphere, which enable smart searches of web and local resources, respectively.

Brainstorming can take place on paper or digitally (see later discussion). We have noticed that the rate of influx of new ideas is increased by habituating to never losing a new idea. This can be accomplished by establishing a voicemail contact in your cell phone leading to your own office voicemail (which allows voice recordings of idea fragments while driving or on the road, hands-free) and/or setting up Endnote or a similar server-synchronized application to record (and ideally transcribe) notes. It has been our experience that the more one records ideas arising in a non-work setting, the more often they will pop up automatically. For notes or schematics written on paper during dedicated brainstorming, one tool that ensures that nothing is lost is an electronic pen. For example, the Livescribe products are well integrated with Evernote and ensure that no matter where you are, anything you write down becomes captured in a form accessible from anywhere and are safe no matter what happens to the original notebook in which they were written.

Enhancing scientific thought, creative brainstorming, and strategic planning is facilitated by the creation of mind maps: visual representations of spatial structure of links between concepts, or the mapping of planned activity onto goals of different timescales. There are many available mind map software packages, including MindNode; their goal is to enable one to quickly set down relationships between concepts with a minimum of time spent on formatting. Examples are shown in Figures 3 A and 3B. The process of creating these mind maps (which can then be put on one's website or discussed with the laboratory members) helps refine fuzzy thinking and clarifies the relationships between concepts or activities. Mind mappers are an excellent tool because their light, freeform nature allows unimpeded brainstorming and fluid changes of idea structure but at the same time forces one to explicitly test out specific arrangements of plans or ideas.

Mind Mapping

(A and B) The task of schematizing concepts and ideas spatially based on their hierarchical relationships with each other is a powerful technique for organizing the creative thought process. Examples include (A), which shows how the different projects in our laboratory relate to each other. Importantly, it can also reveal disbalances or gaps in coverage of specific topics, as well as help identify novel relationships between sub-projects by placing them on axes (B) or even identify novel hypotheses suggested by symmetry.

(C) Relationships between the central nervous system (CNS) and regeneration, cancer, and embryogenesis. The connecting lines in black show typical projects (relationships) already being pursued by our laboratory, and the lack of a project in the space between CNS and embryogenesis suggests a straightforward hypothesis and project to examine the role of the brain in embryonic patterning.

It is important to note that mind maps can serve a function beyond explicit organization. In a good mapped structure, one can look for symmetries (revealing relationships that are otherwise not obvious) between the concepts involved. An obvious geometric pattern with a missing link or node can help one think about what could possibly go there, and often identifies new relationships or items that had not been considered ( Figure 3 C), in much the same way that gaps in the periodic table of the elements helped identify novel elements.

Organizing Information and Knowledge

The input and output of the feedback process between brainstorming and literature mining is information. Static information not only consists of the facts, images, documents, and other material needed to support a train of thought but also includes anything needed to support the various projects and activities. It should be accessible in three ways, as it will be active during all phases of the work cycle. Files should be arranged on your disk in a logical hierarchical structure appropriate to the work. Everything should also be searchable and indexed by Spotlight. Finally, some information should be stored as entries in a data management system, like Evernote or DevonThink, which have convenient client applications that make the data accessible from any device.

Notes in these systems should include useful lists and how-to's, including, for example:

• • Names and addresses of experts for specific topics
• • Emergency protocols for laboratory or animal habitats
• • Common recipes/methods
• • Lists and outlines of papers/grants on the docket
• • Information on students, computers, courses, etc.
• • Laboratory policies
• • Materials and advice for students, new group members, etc.
• • Lists of editors, and preferred media contacts
• • Lists of Materials Transfer Agreements (MTAs), contract texts, info on IP
• • Favorite questions for prospective laboratory members

Each note can have attachments, which include manuals, materials safety sheets, etc. DevonThink needs a little more setup but is more robust and also allows keeping the server on one's own machine (nothing gets uploaded to company servers, unlike with Evernote, which might be a factor for sensitive data). Scientific papers should be kept in a reference manager, whereas books (such as epub files and PDFs of books and manuscripts) can be stored in a Calibre library.

Email: A Distinct Kind of Information

A special case of static information is email, including especially informative and/or actionable emails from team members, external collaborators, reviewers, and funders. Because the influx of email is ever-increasing, it is important to (1) establish a good infrastructure for its management and (2) establish policies for responding to emails and using them to facilitate research. The first step is to ensure that one only sees useful emails, by training a good Bayesian spam filter such as SpamSieve. We suggest a triage system in which, at specific times of day (so that it does not interfere with other work), the Inbox is checked and each email is (1) forwarded to someone better suited to handling it, (2) responded quickly for urgent things that need a simple answer, or (3) started as a Draft email for those that require a thoughtful reply. Once a day or a couple of times per week, when circumstances permit focused thought, the Draft folder should be revisited and those emails answered. We suggest a “0 Inbox” policy whereby at the end of a day, the Inbox is basically empty, with everything either delegated, answered, or set to answer later.

We also suggest creating subfolders in the main account (keeping them on the mail server, not local to a computer, so that they can be searched and accessed from anywhere) as follows:

• • Collaborators (emails stating what they are going to do or updating on recent status)
• • Grants in play (emails from funding agencies confirming receipt)
• • Papers in play (emails from journals confirming receipt)
• • Waiting for information (emails from people for whom you are waiting for information)
• • Waiting for miscellaneous (emails from people who you expect to do something)
• • Waiting for reagents (emails from people confirming that they will be sending you a physical object)

Incoming emails belonging to those categories (for example, an email from an NIH program officer acknowledging a grant submission, a collaborator who emailed a plan of what they will do next, or someone who promised to answer a specific question) should be sorted from the Inbox to the relevant folder. Every couple of weeks (according to a calendar reminder), those folders should be checked, and those items that have since been dealt with can be saved to a Saved Messages folder archive, whereas those that remain can be Replied to as a reminder to prod the relevant person.

In addition, as most researchers now exchange a lot of information via email, the email trail preserves a record of relationships among colleagues and collaborators. It can be extremely useful, even years later, to be able to go back and see who said what to whom, what was the last conversation in a collaboration that stalled, who sent that special protocol or reagent and needs to be acknowledged, etc. It is imperative that you know where your email is being stored, by whom, and their policy on retention, storage space limits, search, backup, etc. Most university IT departments keep a mail server with limited storage space and will delete your old emails (even more so if you move institutions). One way to keep a permanent record with complete control is with an application called MailSteward Pro. This is a front-end client for a freely available MySQL server, which can run on any machine in your laboratory. It will import your mail and store unlimited quantities indefinitely. Unlike a mail server, this is a real database system and is not as susceptible to data corruption or loss as many other methods.

A suggested strategy is as follows. Keep every single email, sent and received. Every month (set a timed reminder), have MailSteward Pro import them into the MySQL database. Once a year, prune them from the mail server (or let IT do it on their own schedule). This allows rapid search (and then reply) from inside a mail client for anything that is less than one year old (most searches), but anything older can be found in the very versatile MailStewardPro Boolean search function. Over time, in addition to finding specific emails, this allows some informative data mining. Results of searches via MailStewardPro can be imported into Excel to, for example, identify the people with whom you most frequently communicate or make histograms of the frequency of specific keywords as a function of time throughout your career.

With ideas, mind maps, and the necessary information in hand, one can consider what aspects of the current operations plan can be changed to incorporate plans for new, impactful activity.

Organizing Tasks and Planning

A very useful strategy involves breaking down everything according to the timescales of decision-making, such as in the Getting Things Done (GTD) philosophy ( Figure 4 ) ( Allen, 2015 ). Activities range from immediate (daily) tasks to intermediate goals all the way to career-scale (or life-long) mission statements. As with mind maps, being explicit about these categories not only force one to think hard about important aspects of their work, but also facilitate the transmission of this information to others on the team. The different categories are to be revisited and revised at different rates, according to their position on the hierarchy. This enables you to make sure that effort and resources are being spent according to priorities.

Scales of Activity Planning

Activities should be assigned to a level of planning with a temporal scale, based on how often the goals of that level get re-evaluated. This ranges from core values, which can span an entire career or lifetime, all the way to tactics that guide day-to-day activities. Each level should be re-evaluated at a reasonable time frame to ensure that its goals are still consistent with the bigger picture of the level(s) above it and to help re-define the plans for the levels below it.

We also strongly recommend a yearly personal scientific retreat. This is not meant to be a vacation to “forget about work” but rather an opportunity for freedom from everyday minutiae to revisit, evaluate, and potentially revise future activity (priorities, action items) for the next few years. Every few years, take more time to re-map even higher levels on the pyramid hierarchy; consider what the group has been doing—do you like the intellectual space your group now occupies? Are your efforts having the kind of impact you realistically want to make? A formal diagram helps clarify the conceptual vision and identify gaps and opportunities. Once a correct level of activity has been identified, it is time to plan specific activities.

A very good tool for this purpose, which enables hierarchical storage of tasks and subtasks and their scheduling, is OmniFocus ( Figure 5 ). OmniFocus also enables inclusion of files (or links to files or links to Evernote notes of information) together with each Action. It additionally allows each action to be marked as “Done” once it is complete, providing not only a current action plan but a history of every past activity. Another interesting aspect is the fact that one can link individual actions with specific contexts: visualizing the database from the perspective of contexts enables efficient focus of attention on those tasks that are relevant in a specific scenario. OmniFocus allows setting reminders for specific actions and can be used for adding a time component to the activity.

Project Planning

This figure shows a screenshot of the OmniFocus application, illustrating the nested hierarchy of projects and sub-projects, arranged into larger groups.

The best way to manage time relative to activity (and to manage the people responsible for each activity) is to construct Gantt charts ( Figure 6 ), which can be used to plan out project timelines and help keep grant and contract deliverables on time. A critical feature is that it makes dependencies explicit, so that it is clear which items have to be solved/done before something else can be accomplished. Gantt charts are essential for complex, multi-person, and/or multi-step projects with strict deadlines (such as grant deliverables and progress reports). Software such as OmniPlanner can also be used to link resources (equipment, consumables, living material, etc.) with specific actions and timelines. Updating and evaluation of a Gantt chart for a specific project should take place on a time frame appropriate to the length of the next immediate phase; weekly or biweekly is typical.

Timeline Planning

This figure shows a screenshot of a typical Gantt chart, in OmniPlan software, illustrating the timelines of different project steps, their dependencies, and specific milestones (such as a due date for a site visit or grant submission). Note that Gantt software automatically moves the end date for each item if its subtasks' timing changes, enabling one to see a dynamically correct up-to-date temporal map of the project that adjusts for the real-world contingencies of research.

In addition to the comprehensive work plan in OmniFocus or similar, it is helpful to use a Calendar (which synchronizes to a server, such as Microsoft Office calendar with Exchange server). For yourself, make a task every day called “Monday tasks,” etc., which contains all the individual things to be accomplished (which do not warrant their own calendar reminder). First thing in the morning, one can take a look at the day's tasks to see what needs to be done. Whatever does not get done that day is to be copied onto another day's tasks. For each of the people on your team, make a timed reminder (weekly, for example, for those with whom you meet once a week) containing the immediate next steps for them to do and the next thing they are supposed to produce for your meeting. Have it with you when you meet, and give them a copy, updating the next occurrence as needed based on what was decided at the meeting to do next. This scheme makes it easy for you to remember precisely what needs to be covered in the discussion, serves as a record of the project and what you walked about with whom at any given day (which can be consulted years later, to reconstruct events if needed), and is useful to synchronize everyone on the same page (if the team member gets a copy of it after the meeting).

Writing: The Work Products

Writing, to disseminate results and analysis, is a central activity for scientists. One of the OmniFocus library's sections should contain lists of upcoming grants to write, primary papers that are being worked on, and reviews/hypothesis papers planned. Microsoft Word is the most popular tool for writing papers—its major advantage is compatibility with others, for collaborative manuscripts (its Track Changes feature is also very well implemented, enabling collaboration as a master document is passed from one co-author to another). But Scrivener should be seriously considered—it is an excellent tool that facilitates complex projects and documents because it enables WYSIWYG text editing in the context of a hierarchical structure, which allows you to simultaneously work on a detailed piece of text while seeing the whole outline of the project ( Figure 7 ).

Writing Complex Materials

This figure shows a screenshot from the Scrivener software. The panel on the left facilitates logical and hierarchical organization of a complex writing project (by showing where in the overall structure any given text would fit), while the editing pane on the right allows the user to focus on writing a specific subsection without having to scroll through (but still being able to see) the major categories within which it must fit.

It is critical to learn to use a reference manager—there are numerous ones, including, for example, Endnote, which will make it much easier to collaborate with others on papers with many citations. One specific tip to make collaboration easier is to ask all of the co-authors to set the reference manager to use PMID Accession Number in the temporary citations in the text instead of the arbitrary record number it uses by default. That way, a document can have its bibliography formatted by any of the co-authors even if they have completely different libraries. Although some prefer collaborative editing of a Google Doc file, we have found a “master document” system useful, in which a file is passed around among collaborators by email but only one can make (Tracked) edits at a time (i.e., one person has the master doc and everyone makes edits on top of that).

One task most scientists regularly undertake is writing reviews of a specific subfield (or Whitepapers). It is often difficult, when one has an assignment to write, to remember all of the important papers that were seen in the last few years that bear on the topic. One method to remedy this is to keep standing document files, one for each topic that one might plausibly want to cover and update them regularly. Whenever a good paper is found, immediately enter it into the reference manager (with good keywords) and put a sentence or two about its main point (with the citation) into the relevant document. Whenever you decide to write the review, you will already have a file with the necessary material that only remains to be organized, allowing you to focus on conceptual integration and not combing through literature.

The life cycle of research can be viewed through the lens of the tools used at different stages. First there are the conceptual ideas; many are interconnected, and a mind mapper is used to flesh out the structure of ideas, topics, and concepts; make it explicit; and share it within the team and with external collaborators. Then there is the knowledge—facts, data, documents, protocols, pieces of information that relate to the various concepts. Kept in a combination of Endnote (for papers), Evernote (for information fragments and lists), and file system files (for documents), everything is linked and cross-referenced to facilitate the projects. Activities are action items, based on the mind map, of what to do, who is doing what, and for which purpose/grant. OmniFocus stores the subtasks within tasks within goals for the PI and everyone in the laboratory. During meetings with team members, these lists and calendar entries are used to synchronize objectives with everyone and keep the activity optimized toward the next step goals. The product—discovery and synthesis—is embodied in publications via a word processor and reference manager. A calendar structure is used to manage the trajectory from idea to publication or grant.

The tools are currently good enough to enable individual components in this pipeline. Because new tools are continuously developed and improved, we recommend a yearly overview and analysis of how well the tools are working (e.g., which component of the management plan takes the most time or is the most difficult to make invisible relative to the actual thinking and writing), coupled to a web search for new software and updated versions of existing programs within each of the categories discussed earlier.

A major opportunity exists for software companies in the creation of integrated new tools that provide all the tools in a single integrated system. In future years, a single platform will surely appear that will enable the user to visualize the same research structure from the perspective of an idea mind map, a schedule, a list of action items, or a knowledge system to be queried. Subsequent development may even include Artificial Intelligence tools for knowledge mining, to help the researcher extract novel relationships among the content. These will also need to dovetail with ELN platforms, to enable a more seamless integration of project management with primary data. These may eventually become part of the suite of tools being developed for improving larger group dynamics (e.g., Microsoft Teams). One challenge in such endeavors is ensuring the compatibility of formats and management procedures across groups and collaborators, which can be mitigated by explicitly discussing choice of software and process, at the beginning of any serious collaboration.

Regardless of the specific software products used, a researcher needs to put systems in place for managing information, plans, schedules, and work products. These digital objects need to be maximally accessible and backed up, to optimize productivity. A core principle is to have these systems be so robust and lightweight as to serve as an “external brain” ( Menary, 2010 )—to maximize creativity and deep thought by making sure all the details are recorded and available when needed. Although the above discussion focused on the needs of a single researcher (perhaps running a team), future work will address the unique needs of collaborative projects with more lateral interactions by significant numbers of participants.

Acknowledgments

We thank Joshua Finkelstein for helpful comments on a draft of the manuscript. M.L. gratefully acknowledges support by an Allen Discovery Center award from the Paul G. Allen Frontiers Group (12171) and the Barton Family Foundation.

• Allen D. Revised edition. Penguin Books; 2015. Getting Things Done: The Art of Stress-free Productivity. [ Google Scholar ]
• Altshuller G.S. Gordon and Breach Science Publishers; 1984. Creativity as an Exact Science: The Theory of the Solution of Inventive Problems. [ Google Scholar ]
• Menary R. MIT Press; 2010. The Extended Mind. [ Google Scholar ]

WELCOME TO THE CLINICAL RESEARCH PROJECT MANAGEMENT ASSOCIATION

The Clinical Research Project Management Association (CRPM) is a global professional organization dedicated to uniting clinical research professionals who employ project management tools and methodologies to ensure the successful completion of project deliverables on time and within budget. Our mission is to foster connections, promote continuous learning, and enhance the well-being of Clinical Research Project Managers worldwide.

Join us today and become a part of the CRPM community, where you’ll find endless opportunities to connect, learn, and grow.

Welcome to a brighter future in Clinical Research Project Management!

Connect with the CRPM Community

At CRPM, we believe that networking is a vital part of professional growth. We facilitate connections between our members through various channels, including online groups, in-person meet-ups, monthly webinars, and retreats. By expanding the CRPM network, we aim to create a supportive and resourceful community that spans the clinical research industry. We invite you to join us and experience the power of connection and collaboration.

BECOME A MEMBER

Becoming a member of CRPM grants you access to a thriving community of clinical research project management professionals, along with a wealth of resources, networking opportunities, and educational events designed to support your career growth. Joining CRPM empowers you to stay ahead in the industry, expand your professional network, and continuously develop your skills and knowledge.

GET INVOLVED

By getting involved with CRPM as a volunteer or ambassador, you have the opportunity to make a meaningful impact within the clinical research project management community while developing your leadership and collaboration skills. Your contributions will help shape the future of the profession, foster a supportive environment for fellow members, and further establish CRPM as a leading organization in the field.

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CRPM events, such as webinars, in-person meet-ups, annual conferences, and retreats, provide members with diverse opportunities to learn, network, and engage with fellow clinical research project management professionals. These events not only foster a sense of community but also help members stay current with industry trends, enhance their skills, and grow professionally.

Empower Your Career through Education and Professional Development

Unlock the full potential of your clinical research project management career by joining CRPM, where you will gain access to a wealth of tools, templates, and cutting-edge resources specifically curated for professionals like you. Don’t miss this opportunity to elevate your expertise and stay ahead in the rapidly evolving field of clinical research project management.

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Professional development articles offer valuable insights and practical advice to help CRPMs stay informed on the latest developments and best practices in their field. By regularly engaging with these articles, professionals can enhance their skills, broaden their knowledge, and ultimately excel in their roles.

CRPM ARTICLES

Our extensive library of articles covers a wide array of topics related to clinical research project management. These articles provide valuable insights and practical advice to help our members stay informed and up-to-date on the latest developments and best practices in the field.

CRPM TOOLKIT

The CRPM toolkit is a carefully curated collection of resources, templates, and best practices designed to help clinical research project managers streamline their work and optimize project outcomes. By utilizing this toolkit, members can enhance their efficiency, reduce project risks, and drive success in their clinical research projects.

Health and Wellness: The Key to Success

CRPM understands that the well-being of our members is essential for their overall success. We recognize that CRPMs are not just productivity engines, but whole individuals with unique needs and challenges. To address this, we feature health and wellness initiatives, such as stress management techniques, work-life balance strategies, and self-care practices tailored to the needs of CRPMs. By promoting a healthy lifestyle and fostering a culture of well-being, we empower our members to become the best versions of themselves, both professionally and personally.

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Navigating Project Success with Scrum Methodologies

Scrum has emerged as a beacon of efficiency, collaboration, and adaptability in the ever-evolving landscape of project management methodologies. Originating from the agile framework, Scrum offers a structured approach to managing complex projects while fostering continuous improvement and flexibility. Whether you’re a seasoned project manager or a newcomer to the world of agile methodologies, understanding…

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Welcome to the world of clinical research project management, where your professional bio is more than just a formality—it’s a powerful tool to showcase your expertise and achievements. Whether you’re presenting at a conference, networking, or updating your online profile, crafting an engaging and informative bio is crucial. In this comprehensive guide, we’ll walk you…

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What is Project Management?

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Understanding EIN: The Backbone of Your Business Identity

Every business needs a unique identifier, much like every individual needs a Social Security number. For businesses, this identifier is known as an Employer Identification Number (EIN), provided by the Internal Revenue Service (IRS). Let’s take a look at what an EIN is, why your business needs one, how to get one, and what to…

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Mastering the Eisenhower Matrix

Keeping up with tasks and responsibilities can be a struggle when everything seems important. If you’re often caught in a whirlwind of to-do lists, it’s time to harness the power of the Eisenhower Matrix. This time management tool will help you decide, prioritize, and conquer your tasks more effectively. Let’s delve into the how-to of…

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Content Management System (CMS): Selecting the Right Platform

In the realm of business, establishing a strong online presence is as crucial as the research itself, especially for entrepreneurs stepping into this domain. A critical step in this journey is choosing the right Content Management System (CMS) for your website. A CMS is not just a tool to build a website; it’s the foundation…

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Research Project Manager

🔍 graduate school of education, stanford, california, united states.

The Stanford University Graduate School of Education (GSE) is a top-ranked school of education, known for its prestigious faculty, rigorous graduate degree programs, and its impact on the quality of education across the world. The GSE is committed to developing leaders in education research, practice, and policy. Our community includes over 60 faculty, 400 students, 250 staff, 14,000 alumni and countless people from the local and global communities we work with and impact.

ABOUT US  

Professor Demszky’s EduNLP lab in the GSE works to understand how we might leverage recent advancements in AI and natural language processing to empower educators and students. The lab works closely with practitioners including teachers and instructional coaches to develop algorithms and tools that can facilitate professional learning for educators and improve student learning. For example, our algorithms can identify key pedagogical practices in teacher-student discourse such as remediation of mathematical mistakes, uptake of student ideas, classroom management, and surface insights from these algorithms as feedback to educators to improve teaching and learning.

Note: This position is a 1-year fixed term appointment that may be renewed based on performance and funding. This position is based on Stanford’s main campus and will be eligible for a hybrid work arrangement (partly in-person, partly remote). Occasional travel to districts across the country will be required for data collection. Interested applicants should submit a resume and a cover letter describing why they are interested in this position at this stage of their career. Candidates must be eligible to work in the US. Visa sponsorship is not available for this position.

Position Summary:  

The Research Project Manager will collaborate closely with the Principal Investigator (Dr Demszky), students and postdoctoral scholars to conduct community-based participatory research projects. The Research Project Manager will be responsible for helping to establish community-based partnerships with schools, teachers, instructional coaches and educational organizations, and to work with these partners to perform several participatory research activities, including data collection, co-design and experimentation. As part of these research studies, the Research Project Manager will also be for research coordination and data management, providing programmatic, administrative and research leadership.

Your primary responsibilities will include:

• Takes t he lead in establishing and maintaining community-based partnerships.
• Independently lead qualitative data collection and analysis.
• Assist principal investigator and researchers on the team with designing and implementing community-based participatory research projects, which may require exploratory data collection as well as coordinating complex experimental protocols (e.g. randomized controlled trials).
• Assists Principal Investigator in research objectives and timelines, and proactively manages the changes in work scope.
• Collaborate with the principal investigator to design a research approach of a project and/or integrate results of the entire project.
• Lead or participate in multidisciplinary teams including diverse academic and community partners.
• Assists with organizing convenings for researchers and practitioners.
• Represents the lab to the broader university, external community, and other stakeholders.
• Assists Principal Investigator in organizing and presenting research findings to partners and to the academic community (e.g. publications) .
• Present ongoing work and findings to colleagues at academic conferences.

Additional responsibilities include:

• Seek out, recruit and maintain positive relationships with community partners.
• Facilitate research by creating and managing IRB protocols, obtaining district / school documentation and approval, obtaining consent from participants, scheduling and creating agendas for team meetings, among other related tasks.
• Help recruit, train and mentor (junior) students on community-based research projects.
• Co-author all or sections of a report for publication or professional presentation with the work being reviewed by the principal investigator or other researchers on the team.
• Lead the collection of language data, which may involve visiting classrooms and using equipment to record classroom teacher-student interactions.
• Lead the collection and analysis of survey data.
• Assist with the development and testing of data collection protocols.
• Independently identify/modify tracking procedures for ensuring that all studies are executed rigorously and in compliance with established milestones.
• Clearly organize, document and store data in compliance with research and privacy protocols.

Minimum Education and Experience Requirements Include:

Education & Experience

Graduate degree in an applicable social science related field and five years of applicable experience, or combination of education and relevant experience in an applicable social science.

Knowledge, Skills, and Abilities

• Expert level knowledge and skills in field of science related to research project.
• General computer skills and ability to quickly learn and master computer programs.
• Strong analytical skills and excellent judgment.
• Ability to work under deadlines with general guidance.
• Excellent organizational skills and demonstrated ability to complete detailed work accurately.
• Demonstrated oral and written communication skills.
• Ability to work with human study participants.
• Supervisory skills.

Desired Experience & Qualifications Include: 

• 3-5 years of experience as a K-12 teacher.
• Interest in and experience with AI technologies.
• Experience in school and district administration or working closely with such administrators.
• Expert level knowledge and skills in the field of community-based participatory research approaches and interventions to improve teaching and learning.
• Significant experience in field research including interviewing, coding or transcripts, data analysis and academic writing.
• Strong interest in education research
• Experience writing research briefs for a broad audience
• Additional desired skills include qualitative research methods such as facilitating focus groups, conducting qualitative interviews, qualitative data analysis using programs such as NVivo and Dedoose.
• Quantitative data analysis skills, using Python, R, STATA or other software are desired but not required.

The expected pay range for this position is $83 ,000 to $110, 000 per annum. Stanford University provides pay ranges representing its good faith estimate of what the university reasonably expects to pay for a position. The pay offered to a selected candidate will be determined based on factors such as (but not limited to) the scope and responsibilities of the position, the qualifications of the selected candidate, departmental budget availability, internal equity, geographic location and external market pay for comparable jobs.

At Stanford University, base pay represents only one aspect of the comprehensive rewards package. The Cardinal at Work website ( https://cardinalatwork.stanford.edu/benefits-rewards ) provides detailed information on Stanford’s extensive range of benefits and rewards offered to employees. Specifics about the rewards package for this position may be discussed during the hiring process.

WHY STANFORD IS FOR YOU

Stanford’s dedicated 16,000+ staff, who come from diverse educational and career backgrounds. We are a collaborative environment that thrives on innovation and continuous improvement. At Stanford, we seek talent committed to excellence, driven to impact the future of our legacy, and improve lives on a global scale. We provide market competitive salaries, excellent health care and retirement plans, and a generous vacation policy, including additional time off during our winter closure. Our unique perks align with what matters to you:

Freedom to grow. As one of the greatest intellectual hubs in the world, take advantage of development programs, tuition reimbursement plus $800 you receive annually towards skill-building classes, or audit a Stanford course. Join a TedTalk, film screening, or listen to a renowned author or leader discuss global issues.

A caring culture. We understand the importance of your personal and family time and provide you access to wellness programs, child-care resources, parent education and consultation, elder care and caregiving support.

A healthier you. We make wellness a priority by providing access to world-class exercise facilities. Climb our rock wall, or participate in one of hundreds of health or fitness classes.

Discovery and fun. Stroll through historic sculptures, trails, and museums. Create an avatar and participate in virtual reality adventures or join one with fellow staff on Stanford vacations!

Enviable resources. We offer free commuter programs and ridesharing incentives. Enjoy discounts for computing, cell phones, outdoor recreation, travel, entertainment, and more.

We pride ourselves in being a culture that encourages and empowers you.

How to Apply: We invite you to apply for this position by clicking on the “Apply for Job” button. We welcome applications from individuals with a broad range of life experiences, perspectives, and backgrounds who would contribute to our community. We encourage you to apply even if you don’t meet all listed criteria.

• Finalist must successfully complete a background check prior to working at Stanford University. 

The job duties listed are typical examples of work performed by positions in this job classification and are not designed to contain or be interpreted as a comprehensive inventory of all duties, tasks, and responsibilities. Specific duties and responsibilities may vary depending on department or program needs without changing the general nature and scope of the job or level of responsibility. Employees may also perform other duties as assigned. Consistent with its obligations under the law, the University will provide reasonable accommodations to applicants and employees with disabilities. Applicants requiring a reasonable accommodation for any part of the application or hiring process should contact Stanford University Human Resources at [email protected] . For all other inquiries, please submit a contact form . Stanford is an equal employment opportunity and affirmative action employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, protected veteran status, or any other characteristic protected by law.

• Schedule: Full-time
• Job Code: 4188
• Employee Status: Fixed-Term
• Requisition ID: 103147
• Work Arrangement : Hybrid Eligible

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Project Management Strategies for Research Team Members

Webinar series on the principles of project management

For more information:

• Understand the foundational principles of project management.
• Explore how project management principles and strategies can influence your work with colleagues and stakeholders on various projects.

Managing projects is a detailed and systematic process. Yet, the applications of this process vary across disciplines and teams. This webinar series will introduce how to troubleshoot, forecast, and problem solve using project management in various contexts while considering how these elements impact the work of teams. Each of the four independent sessions will be led by David Vincenti, PMP, a certified project management professional. This series will identify the principles of project management and how to apply templates and skills to your work and experiences in team settings. The last session will feature a panel of guest speakers who utilize successful project management strategies in their respective roles and professions. Those without official training in this area will gain skills and confidence in project management during this series.

Boundary-Crossing Skills for Research Careers

This session explores approaches to developing a broad range of competencies integral to establishing and maintaining a successful research career. The series delves into the following competencies: team science, mentorship, project management, communication, leadership, and funding research. For more information and to access other resources and webinars in the series, please visit  Boundary-Crossing Skills for Research Careers.

Meet the Presenter

Vincenti has presented to academic and professional audiences on project management, professional development, and other topics, and has been recognized for his work with career planning for early-career technical professionals. He holds degrees in materials engineering and technology management from Stevens Institute of Technology.

Meet the Panelists

Sarita Patil, MD:  Assistant Professor of Medicine, Harvard Medical School and Assistant Physician, Massachusetts General Hospital

Jane Shim, BA : Clinical Research Coordinator, Food Allergy Center, Massachusetts General Hospital

Neal Smith, MSc : Senior Computational Biologist, Center for Immunology and Inflammatory Diseases, Massachusetts General Hospital

Yamini Virkud, MD, MA, MPH : Pediatric Allergist/Immunologist and Assistant Professor, University of North Carolina at Chapel Hill

Session dates

Session 1: Defining the Work November 1, 2022 | 12:00pm ET This session introduces basic project management principles. You will learn the definition of a project, how to manage project scope, and how to draft the baseline of a project while considering how projects can be connected.

Session 2: Creating the Plan November 3, 2022 | 12:00pm ET In this session, you will learn to apply project planning terms and understand how to break a project into manageable parts, sequence tasks, and manage time while considering how these components affect your work and the work of your team members.

Session 3: Finalizing the Plan November 8, 2022 | 12:00pm ET In this session, you will explore project management principles further by calculating risks, managing a process, reviewing a project plan, and forecasting the execution and completion of a project while considering how these elements impact your work and the work of your team members.

Session 4: Panel Discussion November 10, 2022 | 12:00pm ET This culminating session features a panel discussion with four successful project management practitioners. The panelists will share their experiences in their respective roles and professions, and discuss how they engage in project management work within team settings.

Time commitment

50-minute sessions on Zoom

This series is designed for team members in the clinical and translational (c/t ) workforce who are familiar with project management but have no formal training. Attendees are welcome to attend on their own or with their team members.

We believe that the research community is strengthened by understanding how a number of factors including gender identity, sexual orientation, race and ethnicity, socioeconomic status, culture, religion, national origin, language, disability, and age shape the environment in which we live and work, affect each of our personal identities, and impacts all areas of human health.

Eligibility

There are no eligibility requirements. Prior session attendees have included: PhD, MD, postdocs, junior faculty, and medical students.

Registration is currently closed. Please check back for future opportunities.

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More From Forbes

5 highest paying skills for project managers in 2024, from research.

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To remain competitive and gain an edge as a project management professional, it helps to learn one ... [+] or more of these five critical skills this year

Within a competitive job market in which 25 million project managers are projected to be in demand over the next few years, it's critical for aspiring and existing project management professionals to stay ahead of the curve so they can secure the highest-paying roles. While the project management profession in itself is a well-remunerated industry, with U.S. median salaries jumping to as high as $120,000, that doesn't necessarily mean that you can sit back, relax, and assume you're worthy of a six-figure salary.

There are things that lie within your power, which you can do to dramatically skyrocket your earnings.

When exploring how to increase and even multiply your salary as a project manager, it's best to look into what are the highest-paying, in-demand skills within the project management industry, so that you can position yourself as best suited for a promotion, or as a star candidate when job-searching.

Highest-Paying In-Demand Skills For Project Managers

The compensation and salary data company, PayScale, compiled a list of high-paying skills which include a combination of hard, technical skills, and soft or power skills for those within the project industry.

It's worth noting that there are some industries in which the impact of these skills on your pay increase will be more visible than others. For example, considering programme/project management within the technology industry, you can expect to earn more for your skill set, as the tech industry is renowned for offering the highest salaries to project and program management professionals. As such, some of the skills listed below are more specific to the technology industry.

Best High-Yield Savings Accounts Of 2024

Best 5% interest savings accounts of 2024.

However, many of these skills are equally in demand in other industries as well, so they can still be applicable and relevant to you.

These competencies include:

1. Agile Software Development

Using the agile software development approach for building and delivering software products entails prioritising flexibility responsiveness and adaptability to change as well as collaboration. Following this framework, you and your team would be working in sprints, (short iterations) which allows you to make incremental progress and quickly respond to stakeholder requirements and feedback to meet their needs.

This is the highest-paying skill for project managers, with Payscale data revealing that it can boost your earnings by 47%. Coursera and Skillsoft are two of the amazing resources that are available for you to learn this skill.

The tech industry offers the highest salaries for PMs

2. Business Analysis

Analytical thinking is listed in the World Economic Forum's Future of Jobs Report 2023 as the number one skill needed by professionals over the next few years.

Business analysis, in simple terms, is when you identify business needs and research solutions for them. This skill comes handy in your PM role, as you will naturally be working with stakeholders on a regular basis to gather and analyze data on their needs and define requirements, and then propose the best solution with your program or project. This skill improves salary prospects by up to 43%.

3. Engineering Design

Next on the list is engineering design, which is of course more specifically focused on the technology industry. This involves taking the results of your business analysis, and creating detailed plans and specifications, including prototyping and testing, to ensure you deliver a high-quality product that satisfies your stakeholders' needs. This skill is more relatable to product managers, and provides a 14% uptake in salary.

4. Risk Management/Risk Control

With all the changes that are occurring to disrupt industries in 2024, it's no wonder that risk management and risk control are highly in-demand skills for project and program managers to possess. This skill also has the potential for a 14% salary boost, according to Payscale analysis.

You can learn more about how to comprehensively manage and plan for risk by undertaking courses and certifications such as those offered by the Institute of Risk Management, which are globally recognized.

5. Strategy

Strategic thinking is a trademark of leadership, and of exceptional program and project management. You need to be able to steer your project team in the right direction to achieve successful project outcomes, and this means you'll need to have a solid strategy that is clearly articulated so that everyone is on the same page. Setting clear goals and objectives, and assigning the right team members to fulfil each task according to their strengths requires some practice to get it right, but it can be achieved if you're persistent and intentional. Possessing and showcasing this skill results in a 12% salary increase.

Risk management skills helps ensure your project is prepared for worst-case scenarios and minimizes ... [+] negative outcomes, including those that could affect your job directly

By investing in yourself this year by upskilling in one or more of these five essential competencies, you can position yourself to successfully meet the evolving demands of your stakeholders and the project management industry, and unlock numerous career-building and salary-boosting opportunities.

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Post-Award Research Financial Manager

• Madison, Wisconsin
• SCHOOL OF EDUCATION/WIS CENTER FOR EDUCATION RESCH-GEN
• Sponsored Programs, Grants, and Contracts
• Partially Remote
• Staff-Full Time
• Opening at: May 16 2024 at 14:15 CDT
• Closing at: Jun 3 2024 at 23:55 CDT

Job Summary:

The Post-Award Research Financial Manager will join a talented team of six post-award professionals to support groundbreaking global education research that improves learning for all. This team works closely with Principal Investigators, project managers, and professionals in the Wisconsin Center for Education Research (WCER). The Post-Award Research Financial Manager will act as a liaison between WCER projects, School of Education, central campus, customers, and sponsors. The position will manage post-award operations including financial reporting and closeout for grants, contracts, and mixed portfolios. The position will provide leadership for all aspects of procurement and invoicing for subawards. Given the large number of fee for service projects with the center, this individual will work with projects on rate setting, revenue projections and financial planning. The position helps develop a best-practices approach to meeting unique research needs that adhere to campus or governmental regulations and related compliance relevant to WCER. The Post-Award Research Financial Manager will partner with other Research Admininistration Services staff and serve as the center's Post-Award expert. The position will also collaborate with School of Education divisional financial managers and central campus research and finance support. An ideal candidate will showcase reliability and adaptability, possess adeptness in fostering interpersonal connections, excel in multitasking, and exhibit autonomy through proactive decision-making and sound judgment. All work is done in a collaborative team environment in support of WCER's values and strategic goals. Learn more about WCER, https://wcer.wisc.edu/ . Hybrid work is an option for this position. Requests to work remotely would need to be reviewed based on the UW and School of Education (SoE) remote work policies and go through the SoE implementation process; this position is envisioned to be >65% on-site. To learn more about these policies, visit https://businessoffice.education.wisc.edu/humanresources/remote-work/ . 

Responsibilities:

• 20% Develops, implements, and evaluates post-award research administration operational policies and procedures including financial, administrative, staffing, and compliance
• 20% Reviews and/or approves financial transactions and reporting and ensures compliance with policies and procedures for sponsored grants and contracts
• 15% May supervise activities of research administration staff
• 15% Serves as a key resource to leadership and staff in the unit as well as a liaison to partners and stakeholders
• 10% May be responsible for new account setup
• 20% Oversee procurement activities and related processes

Institutional Statement on Diversity:

Diversity is a source of strength, creativity, and innovation for UW-Madison. We value the contributions of each person and respect the profound ways their identity, culture, background, experience, status, abilities, and opinion enrich the university community. We commit ourselves to the pursuit of excellence in teaching, research, outreach, and diversity as inextricably linked goals. The University of Wisconsin-Madison fulfills its public mission by creating a welcoming and inclusive community for people from every background - people who as students, faculty, and staff serve Wisconsin and the world. For more information on diversity and inclusion on campus, please visit: Diversity and Inclusion

Preferred Bachelor's Degree. Focus business or accounting related preferred

Qualifications:

Required * Minimum of 2 years of experience in research administration with post-award responsibilities or procurement * Knowledge of or experience with funding agency terms and conditions; University Policy and Procedures, State Regulations, Uniform Guidance, Cost Principles and Audit Requirements for Federal Awards * Knowledge of or experience with monitoring and project oversight (e.g., allowable costs, cost transfers) * Experience providing post award financial management for sponsored project portfolios including multiple funding sources and/or complex funding awards (e.g., multi-component projects) * Excellent written and verbal communication skills * Strong organizational skills and attention to detail * Comfortable with complex electronic systems * Self-motivated with the ability to complete multiple tasks simultaneously with minimal supervision * Ability to think critically and make decisions independently * Ability to interpret regulations, policies, and procedures as they apply to a multitude of individual situations * Ability to establish and maintain effective working relationships with a variety of stakeholders with a focus on service. Preferred * Experience with government/public sector research and uniform guidance. * Supervision experience * Knowledge of or experience with foreign collaborations * Demonstrated success working in a racially and linguistically diverse academic research environment

Full Time: 100% Hybrid work is an option for this position. Requests to work remotely would need to be reviewed based on the UW and School of Education (SoE) remote work policies and go through the SoE implementation process; this position is envisioned to be 4 days in-office, 1 day remote. The schedule will be determined in the interview process. To learn more about these policies, visit https://businessoffice.education.wisc.edu/humanresources/remote-work/ . 

Appointment Type, Duration:

Ongoing/Renewable

Minimum $95,000 ANNUAL (12 months) Depending on Qualifications Employees in this position can expect to receive benefits such as generous vacation, holidays, and paid time off; competitive insurances and savings accounts; retirement benefits.

Additional Information:

Housed within the School of Education, the Wisconsin Center for Education Research (WCER), established in 1964, is one of the first, most productive, and largest university-based education research and development centers in the world. WCER's researchers and staff work to make teaching and learning as effective as possible for all ages and all people. WCER's mission is to improve educational outcomes for diverse student populations, impact education practice positively and foster collaborations among academic disciplines and practitioners. To this end, our center helps scholars and practitioners develop, submit, conduct, and share grant-funded education research. At WCER, all employees share five fundamental organization values to guide the purpose and quality of our work and interactions within ourselves and our outside stakeholders. The values that the work and people of WCER strive to uphold are: - Innovation and Excellence. Continuous improvement is a driver for excellence. We innovate and improve in our work to advance education through leading research and development. - Equitable Education. Equitable education is essential to a healthy society. We aim to reverse imbalances and injustices in education through our work. - Affirming and Increasing Diversity. Individual differences and group diversity inspire creative and equitable outcomes. We actively affirm and seek to increase such diversity in our center. - Healthy Workplace. The well-being of our workplace enhances success for all. We commit to a workplace based on mutual respect and transparency. - Partnering Across Differences. Diverse backgrounds and expertise improve the quality of our work. We collaborate across disciplines, methodologies, organizations, and communities to strengthen our research and development outcomes. If you need to request an accommodation because of a disability during the recruitment process, please email [email protected]  and one of our Division Disability Representatives will contact you. More information can also be found at https://employeedisabilities.wisc.edu/disability-accommodation-information-for-applicants/ . 

How to Apply:

Please click on the "Apply Now" button to start the application process. As part of the application process, you will be required to submit: - A cover letter addressed to Nicci Schmidt describing how your experience and qualifications meet the requirements of this position - A current resume - A list with the contact information of at least three professional references

Becky Ohan [email protected] 608-262-5158 Relay Access (WTRS): 7-1-1. See RELAY_SERVICE for further information.

Official Title:

Post-Award Res Financial Mgr(SC019)

Department(s):

A17-SCHOOL OF EDUCATION/WCER

Employment Class:

Academic Staff-Renewable

Job Number:

The university of wisconsin-madison is an equal opportunity and affirmative action employer..

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COLUMBIA UNIVERSITY IN THE CITY OF NEW YORK

Director of Operations

• Columbia University Medical Center
• Opening on: May 15 2024
• Job Type: Officer of Administration
• Bargaining Unit:
• Regular/Temporary: Regular
• End Date if Temporary:
• Hours Per Week: 35
• Standard Work Schedule:
• Salary Range: $125,000 - $140,000

Position Summary

• The Division of Pediatric Hematology, Oncology and Stem Cell Transplantation at Columbia University Irving Medical Center is recruiting a Director of Operations for the International Initiative for Pediatrics and Nutrition (IIPAN). The individual would support the Program for advancing nutritional health in children located in low and middle-income countries. The candidate would advance IIPAN’s offers of international as well as domestic educational opportunities in academic medical institutions abroad and work closely with IIPAN’s collaborators within the World Health Organization and Ministries of Health. Current active programs are located in Central and South America, Africa, and several countries in South Asia. The director of operations will be responsible for directing the operations of IIPAN, overseeing and expanding site implementation (monitoring and evaluation), develop and oversee expansion of IIPAN’s technological imprint in the professional and lay populations, and work alongside development to grow IIPAN’s programmatic objectives. The candidate may also serve as a mentor to graduate students at CUIMC who may be interested in global health activities. The candidate will direct operations projects with the Columbia Global Centers to advance regional nutrition operations within the region.

At CUIMC, we are leaders in teaching, research, and patient care and are proud of the service and support we provide to our community. We apply the same rigor in our commitment to fostering an inclusive, thriving community and caring for our employees and their loved ones. We offer immediate eligibility and invest in our employees’ families through comprehensive  Health and Welfare ,  Employee Assistance ,  Tuition Programs , and  Retirement Benefits .

“Subject to business needs, we may support flexible and hybrid work arrangements. Options will be discussed during the interview process”

Responsibilities

• Direct all aspects of operations, encompassing development, marketing, events, and public relations, alongside collaboration with respective departments at CUIMC. 
• Assess current operational structures and devise innovative processes for implementation.
• Conceptualize and refine new workflows for implementation, while actively incorporating team member perspectives into the formulation of proposals.
• Develop and direct cross-departmental collaboration to optimize operations and policies.
• Develop and direct online and automated processes and new technology to enhance efficiency of operations.
• Provide strategic direction and informed recommendations on organizational policies, resource allocation, budgetary considerations, and daily decision-making processes.
• Spearhead comprehensive strategic planning initiatives across programs, shaping the trajectory of service delivery and operational strategies.
• Supply budgeting, financial and staffing input to the Director for the development of proposals.
• Direct executive management meetings and deliver comprehensive progress reports on project progress.
• Direct and advise staff and local team members on operational issues including those relating to grants and compliance, technology, and facility needs.
• Pioneer and manage initiatives that will enhance and advance commitment to diversity, equity, and inclusion.
• Participate in Board meetings (and Committee meetings as needed) and review and provide feedback on reports to be delivered at meetings.
• Abide by all applicable professional standards of ethics and practice adhering to CUIMC policies.
• Performs related duties & responsibilities as assigned/requested.

Minimum Qualifications

• Bachelor’s degree or equivalent in education and experience required; plus, five years of related experience.

Preferred Qualifications

• 8-10+ years of experience progressively responsible for designing, implementing, and directing nonprofit operation workflows.
• A passion for the organization's mission with a demonstrated history supporting international humanitarian organizations.
• Excellent oral and written communication skills with the ability to communicate with the executive leadership team, community members, and donors.
• Experience with Microsoft Office programs, social media platforms, ticket purchasing systems, and project management software.
• Ability to work collaboratively in a team setting listening to ideas from all parties.
• Ability and willingness to travel to program sites and international meetings.
• Demonstrated competence in working with diverse clients, client communities and organizations. Strong sense of customer service and the ability to follow through on projects and deliverables.
• Strong coaching, teaching, training, organizational and time management skills.
• Proven ability and willingness to work under pressure, meet tight deadlines and handle multiple tasks simultaneously while maintaining attention to detail.
• Excellent analytical and problem-solving skills.
• Demonstrated resourcefulness and ability to take initiative in development and completion of projects. 

Equal Opportunity Employer / Disability / Veteran

Columbia University is committed to the hiring of qualified local residents.

Commitment to Diversity 

Columbia university is dedicated to increasing diversity in its workforce, its student body, and its educational programs. achieving continued academic excellence and creating a vibrant university community require nothing less. in fulfilling its mission to advance diversity at the university, columbia seeks to hire, retain, and promote exceptionally talented individuals from diverse backgrounds.  , share this job.

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• university of new orleans
• campus news
• graduate student wins coastal protection research grant

CAMPUS NEWS: MAY 16, 2024

Coastal research, graduate student wins coastal protection research grant.

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University of New Orleans student Lydia DiPaola, who is pursuing a master’s degree in biological sciences, is a recipient of a research fellowship.

University of New Orleans graduate student Lydia DiPaola is the recipient of a one-year $10,000 fellowship, which will fund her research to address high priority needs within Louisiana’s coastal environment. She is the first to earn a Graduate Interjurisdictional Research Fellowship, a joint effort of Louisiana Sea Grant and Louisiana Space Grant, along with the North Carolina Sea and Space Grant Programs.

DiPaolo is a master’s degree student in biological sciences at UNO. The Tucson, Arizona native earned a bachelor’s degree in biological sciences from Arizona State University. Her project is titled “Monitoring Biotic and Abiotic Responses to a Shoreline Protection Barrier Project in Jean Lafitte National Park.” Nicola Anthony, professor of biological sciences, is DiPaolo’s faculty adviser.

To restore 50 acres of submerged aquatic vegetation lost since the Deepwater Horizon Oil Spill in 2010, the Jean Lafitte National Park and Historic Preserve is building a 2.2-mile-long shoreline protection barrier along Lake Salvador. Completion is expected this summer. Submerged aquatic vegetation beds are important wetland features that provide food and shelter for local aquatic species, stabilize sediments, filter water of contaminants and directly reduce erosion and wave action.

The barrier’s construction is expected to have short-term adverse impacts on water quality in the area, specifically turbidity and dissolved oxygen levels, and consequently have negative effects on submerged aquatic vegetation development. DiPaola will monitor vegetation diversity and coverage, fish community assemblages, water quality and shoreline erosion and/or accretion for one year following the barrier’s construction. Her immediate post-construction monitoring will help managers respond effectively to interim environmental impacts in order to address longer-term environmental injuries caused by the Deepwater Horizon disaster.

The transregional aspect of the program is to promote a greater understanding of the issues researched and create professional development opportunities for the funded graduate students. Fellowship recipients use data from a variety of archives and the remote sensing capabilities available through the National Oceanic and Atmospheric Administration (NOAA) and the National Aeronautics and Space Administration (NASA) to address high priority needs within Louisiana’s nearshore environment.

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