1. COLLABORATIVE PROJECTS Oct. 3, 2016 Mike Boyle (boylem@ohio.edu) and Roxanne Male’-Brune (male-bru@ohio.edu) 1

2. WORKSHOP OVERVIEW SKILLS AND RESOURCES Core Issues common to collaborative projects  Part 1: Philosophical Considerations  Part 2: Practical Considerations On-campus resources for collaborative projects PANEL DISCUSSION Part 1: Insights from Cycle 1 PIs Part 2: Useful Technology 2

3. CORE ISSUES COMMON TO COLLABORATIVE PROJECTS The NIH Office of the Ombudsman put together a document, “Preempting Discord: Prenuptial Agreements for Scientists” The document acknowledges that each project has unique features, but certain core issues are common to most. These issues can be addressed by collaborators considering both philosophical and practical issues. 3

4. CORE ISSUES COMMON TO COLLABORATIVE PROJECTS Another great resource is the NIH’s Collaboration & Team Science Field Guide. This guide looks more at the social dimensions of putting together, participating in and leading teams. The guide contains several case studies, which are insightful. 4

5. SOURCES: Team Science https://www.niaid.nih.gov/researchfunding/grant/strategy/pages/2teamscienc e.aspx Pre-empting Discord: Prenuptial Agreements for Scientists http://ori.hhs.gov/preempting-discord-prenuptial-agreements-scientists Collaboration & Team Science: A Field Guide https://ccrod.cancer.gov/confluence/download/attachments/47284665/TeamSc ience_FieldGuide.pdf?version=2&modificationDate=1285330231523&api=v2 5

6. PHILOSOPHICAL CONSIDERATIONS Is being part of a collaborative team right for me? Do I have the time? What can I contribute to the team? 6

7. BEING PART OF A TEAM Possible Benefits: Exposure to a broader range of ideas, knowledge and perspectives Broader range of expertise Access to mentors Intellectually stimulating environment Broader funding opportunities 7

8. BEING PART OF A TEAM Possible Drawbacks: Less autonomy Compromise – learning to adapt to others’ processes and culture Shared authorship Promotion and Tenure – potential lack of recognition for contributions to collaborative projects Am I willing to accept and/or give constructive feedback from/to team members? 8

9. AM I READY TO LEAD A TEAM? Am I: Able to clearly and decisively communicate and share information with team members? Prepared to articulate my vision to team members? Prepared to inspire team members to achieve our shared goal? Willing to support team members at all levels and assign roles and responsibilities? Capable of managing a team and meeting external entity expectations? Able to select (or deny) team members who will thrive as part of the team? 9

10. A SUCCESSFUL TEAM NEEDS: Good leadership Team building A shared vision Ways to give credit Communication Ability to resolve conflict Transparency 10

11. CONSIDER HOW WILL YOU STRUCTURE YOUR TEAM 11

12. MAKING A TEAM CLICK Spell out expectations Meet regularly Share knowledge Encourage constructive criticism Build trust Deal with conflict Be open-minded; listen 12

13. CORE ISSUES COMMON TO COLLABORATIVE PROJECTS – PHILOSOPHICAL CONSIDERATIONS Q&A 13

14. PRACTICAL CONSIDERATIONS- PROJECT CHARACTERISTICS A clear objective A specific life span with a beginning and end Multiple people working together Usually something that has never been done before Specific time, cost and performance requirements NOTE: Constraints drive accountability and can require trade-offs 14

15. PRACTICAL CONSIDERATIONS- OVERALL GOAL What is the overall vision for the collaboration? What are the goals, problem to be addressed, and anticipated outcomes or products of the collaboration? When is the collaboration over? When is the project over? 15

16. PRACTICAL ISSUES Who Will Do What? What are the expected contributions of each participant? How, and by whom, will personnel decisions be made? How and by whom will personnel be supervised? How and by whom will data be managed? How will access to data be managed? How will you handle long-term storage and access to data after the project is complete? Who will mentor/manage students? 16

17. AUTHORSHIP/CREDIT What will be the criteria and the process for assigning authorship and credit? How will credit be attributed to each collaborator’s institution for public presentations, abstracts, and written articles? How and by whom will public presentations be made? How and by whom will media inquiries be handled? When and how will you handle intellectual property and patent applications? 17

18. CONTINGENCIES & COMMUNICATING What will be your mechanism for routine communications among members of the team to ensure everyone is kept fully informed of relevant issues? How will you decide about redirecting the agenda as progress is made? How will you negotiate the development of new collaborations and spin-off projects, if any? Should one of the principals of the team move or leave the project, how will you project continue? What are the implications for authorship and credit? 18

19. COMMON CAUSES OF PROJECT FAILURE Projects often fail because of one or more of the following five reasons: 1. Poor planning 2. Lack of leadership 3. Inadequate knowledge and execution 4. People problems, communications or egos (90%) 5. Lifecycle problems 19

20. PROJECT MANAGEMENT Project Planning Define objective Define work/tasks Identify resources Plan schedule Iterate Plan modification Execution Management Get objective approval Track plan progress Communicate within team Customer communications Secure resources Project discipline 20 TechnicalPeople

21. PROJECT TEAM LEADERSHIP Leaders must: Lead the team through the uncertainties and changes in a project Understand who the project “stakeholders” are and their points of view concerning the project. Establish influential relationships with team members, senior management and stakeholders for success. Lead by example to show others how to act and respond to project issues. Exercise influence in a manner that builds and sustains the trust of others to support execution, milestones. 21

22. CONCERNS ABOUT PROJECT MANAGEMENT My work is complex and evolving, so that I can’t plan it. How can I commit to a schedule if I don’t know how it will work out? I don’t have time to plan – I must get it done first, manage later. The project plan is a map and a guide. It: Helps team understand risks and trade-offs, schedule, costs, changes to scope. Provides mechanisms for efficient communications 22

23. ON-CAMPUS RESOURCES Tech Transfer: intellectual property; material transfer agreements; licensing ORSP: grant submissions, budgets, teaming agreements Research Compliance: responsible conduct of research, conflict of interest and/or commitment Industry partnerships: building relationships with private sector TechGrowth: business plans, product development 23

24. PRACTICAL CONSIDERATIONS Q&A At least I’m not managing academics! 24

25. PANEL DISCUSSION David Bayless, Professor, Mechanical Engineering, Director Ohio Coal Research Ctr John Bowditch, Director, GRID Lab Brian Clark, Professor, Biomedical Sciences; Director, OMNI Brad Cohen, Sr. VP, Instructional Innovation 25

26. USEUL TECHNOLOGY FOR COLLABORATION Sharing Documents: Google Docs Creating Gantt Charts/Workplans: Excel 26