Module 1: Research Strategy and Planning

4.1 Research project management

Project management is an important technique for managing the timing, integration of tasks, and overall flows of work. While it was originally introduced to manage technical projects, it is of great benefit when complex intellectual processes and inputs require careful coordination. As the review of research projects in the module ‘Settling In’ (Topic 5) outlined, there are many complexities which can impede the successful completion of your research project. The use of some simple principles from project management methodology can greatly assist in bringing your project to a quality conclusion with the desired outcomes that you initially identified. It helps to keep you on track and to clarify the critical tasks that should be completed.

Project management adds value by:

• Assisting the researcher to logically manage a project to its successful completion;
• Systematically planning all components of the research;
• Integrating various stages and people to ensure the necessary time and resource issues are addressed;
• Recognising possible barriers and issues, and addressing these to ensure they are accommodated or avoided;
• Integrating planning and control of tasks, people, funds, and facilities;
• Effectively managing stakeholder relationships, particularly through regular communication and interaction; and
• Identifying and managing risks.

Project management employs many useful tools to ensure everyone knows what is required, how it should be done, and who is responsible for the outcomes. It is a process of planning ahead to get the outcomes that are required. This topic will first explore the main principles and methods that can be readily applied to research projects. It will then examine the different phases of research projects and explore how the project management principles can assist in the progressive execution of the project.

Over the course of this topic we will explore how a project plan is developed and what might be included. The plan is a working document – much like your research, in that it clarifies what should be accomplished, by when, by who, and to what quality. However, it is more comprehensive than the research proposal you submitted for approval, as it will also clarify research management activities to be undertaken. It offers a comprehensive overview of the different research, management, and leadership activities that need to be monitored and implemented at various stages of the project. It is readily adaptable to accommodate planned shifts in the project, or changes to resources, outcomes, or context. It is therefore an invaluable tool that can greatly assist in clarifying roles, expectations, intended outcomes, processes, and responsibilities.

Before we delve into project management, it is useful to note that for this topic we will simply use the term "researcher" to describe the role of the research project manager. In larger projects, there may be a dedicated person who is funded to coordinate the many different activities that are to be undertaken. This is highly desirable and increasingly supported by funding bodies. In smaller projects, the role of research project manager is likely to be undertaken by the research leader or a supportive team member. For the purposes of this module we will take this approach, as it is likely that you are the project manager.

First, take a moment to review your personal experience of research projects. Were they well managed?

Activity 5 – Managing research projects: a self-review

Consider your current or a recent research project. Circle any of the following which are research project management challenges for you or your research leader with whom you work. (If you wish, you can print out this subtopic using the print icon on the Organiser page.)

1 = Very high challenge   2 = sometimes a challenge   3 = rarely a challenge

Typical Challenge	Frequency
Poor pre-planning	1  2  3
Lack of priority setting	1  2  3
Crisis management	1  2  3
Shifting priorities	1  2  3
Distracted by other projects and activities	1  2  3
Leader too busy to meet with the team	1  2  3
Team poorly directed/utilised	1  2  3
Attempting too much	1  2  3
Disorganised project area	1  2  3
Failure to monitor outcomes and progress	1  2  3
Limited understanding by team of the goals of the project and where it is heading	1  2  3
Limited conveyance of the project goals and directions to the team	1  2  3
Poor coordination of interdependent activities across team members	1  2  3
Limited engagement with the stakeholders	1  2  3
Ineffective delegation	1  2  3
Poor follow-through or recognition of achievements	1  2  3
Procrastination; indecision	1  2  3
Tendency to add new activities into the project	1  2  3
Lack of self-discipline in completing required contributions	1  2  3
Leaving tasks unfinished	1  2  3
Poor quality outcomes	1  2  3
Ineffective or time-wasting meetings	1  2  3
Administrivia: paperwork; red tape	1  2  3
Records not kept	1  2  3
Inconsistent practices/systems	1  2  3
Other challenges you have identified: . . . . . . . . . . . . . . .	1  2  3

These are quite typical research project challenges. They are symptomatic of projects that have been commenced with a research design that has not been sufficiently developed into an effective plan, or well managed. If you have marked '1' or '2' against different responses, you have no doubt experienced the frustration of working in projects that could have been better managed. This topic will offer you guidance on how to avoid these pitfalls in your own research projects.