1. “Managing” Researchers Presentation by Catherine Krahulec to: PMI Knowledge Exchange Forum Oct. 26, 2004 Graphics courtesy of Pittsburgh Supercomputing Center, Scientific Visualization Group

2. Goals To educate those who have not worked with this type of employee/consultant/subcontractor before To educate those who have not worked with this type of employee/consultant/subcontractor before To gain further insight from those who have been there before – looking for ideas on getting researchers to work successfully in the contracting world To gain further insight from those who have been there before – looking for ideas on getting researchers to work successfully in the contracting world

3. Who is the Researcher? A researcher is defined as anyone performing scientific research and analysis, basic or applied A researcher is defined as anyone performing scientific research and analysis, basic or applied Tests theories and reports results Tests theories and reports results Includes system/software prototyping and development of new tools Includes system/software prototyping and development of new tools May be a “research methodologist,” advising on research protocols or statistics May be a “research methodologist,” advising on research protocols or statistics Usually PhD level but not always Usually PhD level but not always

4. Researchers are… Self motivated Self motivated Already experienced Already experienced Highly educated Highly educated Used to working virtually (and do a lot of travel) Used to working virtually (and do a lot of travel) Often well connected (and maintain those connections) Often well connected (and maintain those connections) Often have university resources to back them up Often have university resources to back them up Quirky! (usually in a fun or amusing way) Quirky! (usually in a fun or amusing way)

5. Researchers are NOT… Managers, “employees” Managers, “employees” Familiar with contracts, budgets, administrative procedures Familiar with contracts, budgets, administrative procedures Business developers Business developers Typically motivated by money, career ladder rewards Typically motivated by money, career ladder rewards

6. Bottom Line They want to be useful They want to be useful They do not need to be “managed” They do not need to be “managed” They are conscientious about budgets but not experts in them They are conscientious about budgets but not experts in them They will stick around as long as the work remains interesting They will stick around as long as the work remains interesting In the right organization, they can be phenomenally successful In the right organization, they can be phenomenally successful

7. How PMs Help Researchers Guide them in becoming “contractors” Guide them in becoming “contractors” Teach them to be deliverable-oriented Teach them to be deliverable-oriented Assist them to communicate to non-researchers Assist them to communicate to non-researchers Help them to “work the system” to obtain new projects/grants… although if you are a seller they are easy to sell to the right organization Help them to “work the system” to obtain new projects/grants… although if you are a seller they are easy to sell to the right organization

8. Problems 1 – How do you get them to care about, understand, and consider business issues alongside the technical ones? 2 – How do you manage the really quirky ones?? (similar to some programmers??) 3 – How do you fit research (which is really never complete) into a project schedule, that requires information for business decisions (i.e., the research is no good if it is not timely)

9. Some Useful Techniques Have a Technical PM (Lead Researcher) and a Business PM Have a Technical PM (Lead Researcher) and a Business PM Get a counterpart in the research organization Get a counterpart in the research organization Allows the Technical PM to focus on research Allows the Technical PM to focus on research However, the Technical PM cannot be totally divorced from the business, he/she needs to contribute to budgets and deliverables However, the Technical PM cannot be totally divorced from the business, he/she needs to contribute to budgets and deliverables Provide administrative support staff for researchers Provide administrative support staff for researchers Not to pick up dry cleaning! Not to pick up dry cleaning! Hand-holds on administrative tasks Hand-holds on administrative tasks

10. Some Useful Techniques (cont.) Let research continue, but set checkpoints for reports Let research continue, but set checkpoints for reports Draft deliverables, or stages/phases Draft deliverables, or stages/phases Must not let deliverable due dates slip! Must not let deliverable due dates slip! Help with communications Help with communications Technical Writers Technical Writers Graphic artists Graphic artists Research advocate(s) Research advocate(s)

11. Some Useful Techniques (cont.) It’s OK to cancel research tasks and move resources It’s OK to cancel research tasks and move resources It doesn’t mean failure, you’ve still learned something It doesn’t mean failure, you’ve still learned something THE KEY: Treat them like PARTNERS THE KEY: Treat them like PARTNERS

12. Ideas?? Thoughts? Feedback? New ideas? Thoughts? Feedback? New ideas?