Fragmented and Underutilized: Exploring Role Variation and Ambiguity for Research Project Managers in Collaborative Team Science
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Introduction
Clinical and translational research (CTR) increasingly relies on collaborative and interdisciplinary research teams to translate discoveries into practical solutions. Research project managers (RPMs) often support CTR projects to ensure continual progress toward research goals, yet there is still ambiguity around what research project management is and the role RPMs play on research teams. Our study aimed to address this gap in knowledge by understanding how RPMs (1) define project management in an academic research context and (2) align on the key job responsibilities of RPMs.
Methods
Survey responses from 85 academic RPMs and 14 semi-structured follow-up interviews were analyzed to characterize their perspectives and experiences.
Results
Findings revealed four themes: (1) RPMs were in alignment with each other and the Project Management Institute on the definition of project management while noting distinctions between academic and industry contexts, (2) RPMs reported diverse job responsibilities despite having similar job titles, (3) RPMs struggled with role ambiguity stemming from variability in key job responsibilities, and (4) RPMs identified areas of support to improve research project management.
Discussion
These findings contribute to a greater understanding of project management in academic research contexts and highlight the variable utilization of RPMs on collaborative teams. Well managed projects rarely happen naturally, but can have a large impact on research environments, team member wellbeing, and overall research productivity. By characterizing how RPMs define and enact their role, this study provides a foundation for developing resources and avenues of support that can ultimately increase the efficiency of translating research discoveries from bench to bedside.
