Survey on competence profile of managers leading research projects financed from different programms
1.
Scientific research projects have been already recognized in different classifications as a separated group of projects, each having similar life cycle phases and a unique project management process.
Specific characteristics of research projects (the uncertainty of achieving research goals; the need to generate the value for client(s) and other stakeholders interested in research results; scientific, technical, commercial, financial and environmental aspects, complex communication within the project research consortia) require professional management leaded by competent research managers. Nowadays R&D organizations, industry and universities urgently need well-qualified research project and programme managers, who need to be capable to run successfully research projects and programmes, have a good understanding of research management, project management and profound knowledge about the application area of research. Being a part of the research project team, the research manager should support scientific coordinator and other researchers working for the research project in performing their work effectively and professionally.
The key aim of this survey is to examine the competences required by research managers in the process of professional and effective management of research projects. Facing the increasing role of funding research from external sources and performing research work within international consortia, it becomes urgent to have a good recognition of research manager’s competence profile. The survey intends also to examine other possibly indispensible factors in determining the effectiveness of research project performance, such as institutional support offered from the side of home organisations engaged in performing research projects in the form of dedicated departments called Research Support Offices (RSOs).
The survey is directed to:
- Members of research project teams within their own organization.
- Members of international consortia of research projects.
- Other experts involved in research project’s performance (researchers, administrators, research project managers, other stakeholders).

The survey consists of 29 Questions (Q) and it takes about 20 minutes to fill it in on average.
The survey is prepared by LENS Living Lab® and AMbER Project Ltd (PL) and is endorsed by Research Management Board of International Project Management Association (IPMA).

Thank you in advance for your input to our survey!

Dr. Brane Semolic
IPMA Research Management Board Chairman
SIG Project Management in Research
Coordinator of LENS Living Lab®

Joanna Stalewska
President of AMbER Project Ltd. (Poland)
Coordinator of IPMA SIG Project Management in Research Community of Practice

* 1. What is your job title?


* 2. The main research area you are active in?

/Tick all that apply/
Source of research areas given below: CORDIS service of the European Commission.

  • Other (please specify):

* 3. What type of organization do you represent?

  • Other (please specify):

4. What is the name of your organisation?


* 5. How many years of experience do you have working with research projects

* 6. What is your role in the team working for research projects realized in your organisation?

(Tick all that apply)

  • Other (please specify):

* 7. What are the main sources of funding research in your organisation?

(Tick all that apply, where known add also % by indicating it in the last box "other")

  • Other (please specify):

* 8. Does your organisation have clearly defined research strategy?

9. If your organization do not have clearly defined research strategy, do you see the need to define it?

* 10. Do you use in your organisation any proprietary methodology for managing projects such as:

(Tick all that apply)

  • Other (please specify):

* 11. Are the research projects defined as a specific group of projects in your organisation, requiring specific management approach?

* 12. Has your organisation developed dedicated/internal approach/methodology for managing research projects?

* 13. The management of research projects is seen as more challenging than other ones because:

/ Tick for each row accordingly:
1-strongly disagree, 2 –disagree, 3 –undecided, 4 –agree, 5 –strongly agree /

  1 2 3 4 5
A. Higher project risk due to the uncertainty of a research outcome.
B. Complex nature of research projects composed of scientific, technical, commercial, financial and environmental aspects.
C. . Different procedures of applying for research funds, requiring different reporting procedures.
D. Complex communication within the project research consortia, esp. those international ones.
E. The need of managing research in a tandem of scientific leader and research manager.
F. The need to generate the value for client(s) and other stakeholders interested in research results.
G. The need to building relations among research and industry sector leading to effective commercialisation of research results.

14. If you see other important reasons not mentioned in Q13, please specify them below and indicate importance from 1 to 5 accordingly.

* 15. The cooperation of scientific coordinator with research manager to manage research project effectively is crucial due to the following reasons:

/Tick for each row accordingly:
1-strongly disagree, 2 - disagree, 3 - undecided, 4 - agree, 5 - strongly agree/

  1 2 3 4 5
A. Scientists should be responsible for performing and coordinating research not for managing administrative side of the research project.
B. Scientific Coordinator should not play at once the role of research manager.
C. Research manager can support scientific coordinator in communicating with other members of research team and administrative units within home organisation.
D. Research manager can support scientific coordinator in communicating within international consortium of a research project.
E. Due to the complex nature of research projects and different groups of stakeholders interested in research project outcome, research manager can support scientific coordinator in disseminating and promoting project results.
F. Research manager supports scientific coordinator in organizing project management structure at the pre-award stage of applying for research funds.
G. Research manager co-organize and lead periodic and final project meetings during project realization (post-award stage).
H. Research manager is responsible for monitoring of project budget spending.
I. Competent research manager can effectively support Scientific Coordinator and the rest of a research team in creating good contacts with industry for future use of project research outcome.

16. If you see other important reasons not mentioned in Q15, please specify them below and indicate importance from 1 to 5 accordingly.

* 17. How do you see the importance of below given competences for research managers to perform their work effectively?

/Tick for each row accordingly:
1 - unimportant, 2 – of little importance, 3 – moderately important, 4 - important, 5 – very important/

  1 2 3 4 5
Effective proposal writing for applying for research projects.
Technical knowledge and competences connected with project research area.
Profound knowledge of present and future trends in EU research policy.
Profound knowledge in law & finance important while performing research projects.
Conflict resolution.
Creativity.
Ability to think innovatively.
Flexible attitude to problem solving.
Experience in managing traditional projects.
Knowledge of foreign languages.
Communication skills.
Ability to motivate people.
Global thinking.
Profound knowledge on PM methodologies (e.g. IPMA, PMI, PRINCE 2).
Intuition.
Experience in working in international environment due to the increasing role of research work realized within international consortia.
Ability to negotiate within the project team.
Tolerance to ambiguity and uncertainty.
People - oriented attitude.

18. If you see other important competences not mentioned in Q17, please specify them below and indicate importance from 1 to 5 accordingly

* 19. Do you think research manager should know everything on financial, law, IPR aspects connected with realization of the research project?

20. Specify your response for Q19, please

* 21. Do you see the specialization in managing research projects as a future profession?

22. If you answer "yes" or "no" for Q21, please specify why

* 23. Is there a dedicated unit (such as a Research Support Office, RSO) in your organization structure, responsible for supporting performance of research projects?

24. How RSO situated in the organisational structure?

  • Other (please specify):

25. What kind of functions does the RSO provide at pre-award stage?

(Tick all that apply)

  • Other (please specify):

26. What kind of functions does the RSO provide at post-award stage?

(Tick all that apply)

  • Other (please specify):

27. Does it fulfil the expectations and needs of researchers involved in research project?

28. If you answer "No" or "Partially" to Q27, please specify why.

29. If there is no dedicated unit (such as a Research Support Office (RSO) in your organization structure responsible for supporting performance of research projects, do you see the need to organize it?

Finish the survey

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