university research project management

Research Project Management Core

The Research Project Management Core (RPMC) provides project management support for non-clinical research projects.

The RPMC is made up of project managers with a variety of skillsets and backgrounds who can be efforted out on short-term or long-term research projects at varying levels of effort. The expertise of the project managers in the RPMC spans many disciplines (arts and humanities, social sciences, public policy, natural sciences) and includes regulatory compliance, complex program management, event coordination, website and social media management, and more.

Related support may be available through other entities, such as  Duke University Libraries ,  Duke Office of Clinical Research ,  Clinical & Translational Science Institute . The RPMC can help identify the appropriate entity.

Request Support

Requests should ideally be made a month or more in advance to ensure appropriate staffing for the request. The RPMC may need to hire additional personnel to meet larger effort requests. 

Example services the RPMC can provide

General project or program management.

• Coordinate and plan meetings and events
• Manage communications, websites, and social media 
• Manage reporting, project milestones, and deliverables

PROJECT INITIATION AND PROTOCOL MANAGEMENT

• Advise on resources and best practices for recruitment, data management, and other project aspects 
• Liaise between collaborators and grants management staff for award or project start-up activities
• Develop and review project plans, protocols, and study materials
• Assist with recruitment and retention efforts
• Advise and assist with dissemination of research findings

PROJECT TEAM AND PERSONNEL MANAGEMENT

• Team facilitation and elicitation of shared research goals
• Develop standard procedures to train project personnel
• Assist with recruitment and hiring of students or trainees
• Mentor project personnel to manage the project independently

PROPOSAL DEVELOPMENT

• Liaise with research development and administrative staff
• Develop and drive proposal timelines
• Organize and coordinate file sharing 

HIRING AND TRAINING

• Pair partial project management needs to create a shared full-time position
• Assist with writing job descriptions for project management positions
• Provide training opportunities for students and research personnel to learn project management skills

Effort Costs and Allocations

Estimated costs for effort from the RPMC include the current fringe benefit rates and the salary of the assigned project manager. Costs depend on the complexity of needs of the project and background of the project manager assigned.

Current monthly rates are $700-$1,000 per 10% effort (approximately four hours per week).

Effort may be allocated to sponsored funds (as allowable in the terms and conditions of the award), internal awards, or departmental/discretionary funds. Estimated costs do not include any allocated Facilities & Administrative (F&A) rates, if applicable. F&A rates should be discussed with the assigned grant manager to determine total overall costs.

Example Effort Allocations and Associated Rates

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American Society for Microbiology

Project management tips for researchers.

Jan. 23, 2019

Project Monitoring and Control

Project closing.

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Project Management Strategies for Research Team Members

Webinar series on the principles of project management

For more information:

• Understand the foundational principles of project management.
• Explore how project management principles and strategies can influence your work with colleagues and stakeholders on various projects.

Managing projects is a detailed and systematic process. Yet, the applications of this process vary across disciplines and teams. This webinar series will introduce how to troubleshoot, forecast, and problem solve using project management in various contexts while considering how these elements impact the work of teams. Each of the four independent sessions will be led by David Vincenti, PMP, a certified project management professional. This series will identify the principles of project management and how to apply templates and skills to your work and experiences in team settings. The last session will feature a panel of guest speakers who utilize successful project management strategies in their respective roles and professions. Those without official training in this area will gain skills and confidence in project management during this series.

Boundary-Crossing Skills for Research Careers

This session explores approaches to developing a broad range of competencies integral to establishing and maintaining a successful research career. The series delves into the following competencies: team science, mentorship, project management, communication, leadership, and funding research. For more information and to access other resources and webinars in the series, please visit  Boundary-Crossing Skills for Research Careers.

Meet the Presenter

Vincenti has presented to academic and professional audiences on project management, professional development, and other topics, and has been recognized for his work with career planning for early-career technical professionals. He holds degrees in materials engineering and technology management from Stevens Institute of Technology.

Meet the Panelists

Sarita Patil, MD:  Assistant Professor of Medicine, Harvard Medical School and Assistant Physician, Massachusetts General Hospital

Jane Shim, BA : Clinical Research Coordinator, Food Allergy Center, Massachusetts General Hospital

Neal Smith, MSc : Senior Computational Biologist, Center for Immunology and Inflammatory Diseases, Massachusetts General Hospital

Yamini Virkud, MD, MA, MPH : Pediatric Allergist/Immunologist and Assistant Professor, University of North Carolina at Chapel Hill

Session dates

Session 1: Defining the Work November 1, 2022 | 12:00pm ET This session introduces basic project management principles. You will learn the definition of a project, how to manage project scope, and how to draft the baseline of a project while considering how projects can be connected.

Session 2: Creating the Plan November 3, 2022 | 12:00pm ET In this session, you will learn to apply project planning terms and understand how to break a project into manageable parts, sequence tasks, and manage time while considering how these components affect your work and the work of your team members.

Session 3: Finalizing the Plan November 8, 2022 | 12:00pm ET In this session, you will explore project management principles further by calculating risks, managing a process, reviewing a project plan, and forecasting the execution and completion of a project while considering how these elements impact your work and the work of your team members.

Session 4: Panel Discussion November 10, 2022 | 12:00pm ET This culminating session features a panel discussion with four successful project management practitioners. The panelists will share their experiences in their respective roles and professions, and discuss how they engage in project management work within team settings.

Time commitment

50-minute sessions on Zoom

This series is designed for team members in the clinical and translational (c/t ) workforce who are familiar with project management but have no formal training. Attendees are welcome to attend on their own or with their team members.

We believe that the research community is strengthened by understanding how a number of factors including gender identity, sexual orientation, race and ethnicity, socioeconomic status, culture, religion, national origin, language, disability, and age shape the environment in which we live and work, affect each of our personal identities, and impacts all areas of human health.

Eligibility

There are no eligibility requirements. Prior session attendees have included: PhD, MD, postdocs, junior faculty, and medical students.

Registration is currently closed. Please check back for future opportunities.

Related Courses

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How to use a project management approach to help run research projects

Jon Gunnell explains how to adopt the PRINCE2 project management method to help overcome the many challenges of running a multi-year research project

Jon Gunnell

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.css-1txxx8u{overflow:hidden;max-height:81px;text-indent:0px;} It’s time: how to get your department off X

Deepfakes are coming for education. be prepared, campus webinar: the evolution of interdisciplinarity, emotions and learning: what role do emotions play in how and why students learn, relieve student boredom by ‘activating’ lectures.

Academics face numerous pressures on their time even before managing the process of, for example, a five-year research project that needs to deliver real-world benefits.

Such a project at the University of Sheffield’s School of Law – titled Fortitude and funded by the European Research Council – aims to improve the “legal capability” of children in the UK. The project’s ultimate goal is to create gamified learning for children aged from three to 15 that will help them deal with legal issues they encounter in their everyday lives. For example, how does a child engage with a shop assistant who gives them incorrect change?

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It is crucial – and difficult – for an academic team to ensure that a project like this is managed effectively and delivers its objectives. Managing research involves responsibility for other academics who, while accustomed to working independently, may be less familiar with delivering the outputs a project needs – and within a specific deadline. Plus, there may be a requirement to translate theoretical materials into something meaningful in the “real world” – in our case, devising gamified learning that children will use.

Adopting a project management approach in an academic setting – such as the PRINCE2 method , originally devised by the UK government to improve public sector project success and now used worldwide – can address the challenges of running a multi-year research project and avoid overwhelming academic teams.

Project management: the right discipline for managing research projects

A project – according to the PRINCE2 project management method – is defined as ‘‘a temporary organisation that is created for the purpose of delivering one or more business products according to an agreed business case’’.

Having a method to manage this entity means you have a safe and robust framework to operate in. It also helps ensure creativity and effective communication between team members. This is important because, without it, people tend to work in isolation. With a project management structure – including regular team meetings where people discuss problems and identify solutions – a team collaborates and tasks become actions and outputs.

The value of using a best practice method

Best practice project management methods such as PRINCE2 are the result of experts combining knowledge, experience and proven techniques gained from running various projects around the world.

Therefore, by either hiring a qualified project manager to run an academic research project, or training a relevant team member in the method, your project will be run according to clear principles:

− Defined project roles and responsibilities, which means people have clarity and there is less risk of just muddling through.

− A focus on deliverables (products or outputs), which ensures that everyone knows what the project aims to deliver.

− A business case to ensure that the project remains viable during its lifetime.

− Assurance, troubleshooting and audits to keep things on track.

− Learning and continuous improvement to avoid repeating mistakes and enhance quality.

− The ability to work with both an “agile” delivery approach (an evolving way of working involving regular testing and feedback) and a traditional “waterfall” project approach (linear and based on a plan agreed up front). For example, while our overall project approach is waterfall, briefing gaming companies to develop digital games for children is better handled with agile. But in either case, project management provides structure and control.

The key elements in PRINCE2 that help the research management process

There are numerous ways of working outlined in PRINCE2 that can support the management of a research project. These include:

1. The project plan

Having a project plan from the outset helps identify what a long-term project will look like, but with flexibility, as things might change. It also means that everyone involved can see the key milestones throughout the project.

2. Business case

Developing and revisiting a business case ensures that the project either remains viable or otherwise closes. In our project, this involved completing the European Research Council Grant Agreement: a document that brings together all the information necessary to obtain funding for the research project. On an annual basis, we also need to provide financial and scientific reports that outline what’s been spent, what’s been achieved and what’s planned.

3. Project benefits

Identifying benefits acknowledges that a successful project should change something for the better. In a research management context, that could mean discovering something groundbreaking.

4. Specifying business requirements

Identifies what the project requires for success and helps when tendering for suppliers. In our case, we’re now going out to tender with gaming companies to produce digital or physical games for children based on our research. Therefore, we have produced a specification document for the requirements.

5. Identifying risks

Pinpointing risks means anticipating what could impede the project and allows a project manager to find ways of minimising the risks and keeping stakeholders informed. For our project, we have a risk log that captures factors such as teachers’ strikes, which might mean school participants are unavailable at a crucial point. This helps us to replan an activity and keep the project on schedule.

6. Engaging stakeholders

Knowing who the project stakeholders are, mapping them according to their importance and agreeing how to interact with them ensures that they remain engaged throughout. For us, that can include internal stakeholders, such as the head of department in the university and external stakeholders, such as schools, who can support the project – and knowing how often we need to engage with them.

7. Developing a communication plan

Having different methods and channels to communicate with stakeholders is vital to demonstrate the work you’re doing and to share results and learnings. For example, we’ve communicated research findings and successes of the project periodically when attending external conferences and academic events at the university.

8. Regular, formal reporting

Delivering regular reports to a research project’s funding body might cover the latest research findings and how you are managing the budget. Without such reports, your funding could be at risk.

9. Documenting lessons learned

This helps the project team to reflect on different activities and how they could be improved next time. Questioning and capturing what’s gone well, what hasn’t and what you would do differently is also important for future projects.

How a project management method improves project outcomes

A project’s purpose is to deliver something new that will benefit an organisation or department. In other words, provide a positive outcome. In our case, having a project management method in place has helped us to deliver:

− An ethics approach for the project that meets both the University of Sheffield’s and the European Research Council’s requirements.

− A child-centred framework to measure legal capability, developed through research with children from a number of our partner schools.

− A GDPR approach that meets the requirements of the university and ensures the security of all personal data.

− A project website, which we have used as our key channel of communication for both project participants and stakeholders.

Replicating the value of project management in your institution

By including a project manager at the bid stage of a research project, the academic team can get dedicated support for the development of a project plan, which could then accompany their funding bid. And by sharing lessons learned and experiences gained across an institution, this can become the basis for developing and embedding best practice project management within any future projects.

Jon Gunnell is project manager at the University of Sheffield School of Law, UK.

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Click here for more information about the PRINCE2 project management method.

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Role of the project management office in university research centres.

1. Introduction

2. background, 2.1. university research centres, 2.2. project management offices, 2.3. typologies of pmos, 3. initial conceptualisation, 4. research method, 4.1. data collection.

• Part A—Characteristics of the respondent. Respondents were asked for information about themselves, their experience and work context (e.g., URC type, scientific area of research projects, roles at URC, experience, age, gender).
• Part B—PMO initial conceptualisation proposed. These questions related to the utility of the identified functions performed by a PMO. There is also an open question where respondents could present any vital function not included in the questionnaire.
• Part C—Questions that served to test the consistency of the answers given in Part B.

4.2. Data Analysis

5. findings, 5.1. the data set, 5.2. validity and reliability analysis.

• Factor (component) 1: this factor is constituted by ten positively correlated variables: V15, V17, V18, V19, V20, V21, V22, V23, V24 and V25. Therefore, this factor corresponds to the ‘advanced’ PMO of the initial conceptualisation.
• Factor (component) 2: this factor is constituted by eight variables, all of which strongly correlated positively: V7, V9, V10, V11, V12, V13, V14 and V16. Therefore, this factor corresponds to the ‘intermediate’ PMO of the initial conceptualisation.
• Factor (component) 3: this factor is constituted by seven variables, all of which strongly correlated positively: V1, V2, V3, V4, V5, V6 and V8. Therefore, this factor corresponds to the ‘basic’ PMO of the initial conceptualisation.

6. Discussion

• PMO functions’ alignment with the URC’s culture [ 62 , 63 , 64 , 65 , 66 , 67 , 68 , 69 , 70 , 71 , 72 , 73 , 74 , 75 , 76 , 77 , 78 , 79 ] and strategic direction [ 46 ]. For example, in the context of a URC, the title of Project Manager is not commonly used since Professors/Researchers associated with URCs with a scientific background typically do not see themselves as managers. URCs might consider naming them Project Leaders.
• URCs’ top management needs to support the PMO implementation [ 106 ] and recognise the value of formal and standardised PM practices set by the PMO [ 52 , 83 , 105 ].
• Choice of the right leader of the PMO structure and the right PMO team [ 66 , 67 , 68 , 69 , 70 , 71 , 72 , 73 , 74 , 75 , 76 , 77 , 78 , 79 , 80 , 81 , 82 , 83 , 84 , 85 , 86 , 87 , 88 , 89 , 90 , 91 , 92 , 93 , 94 , 95 , 96 , 97 , 98 , 99 , 100 , 101 , 102 , 103 , 104 , 105 ].
• Definition of clear communication channels between the PMO structure and the URC top management and project teams [ 79 , 80 , 81 , 82 , 83 ]. The development of communication skills at the individual level is one of the most critical barriers to knowledge transfer [ 93 ].

7. Conclusions

7.1. management implications, 7.2. limitations and future research, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.

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Fernandes, G.; Sousa, H.; Tereso, A.; O’Sullivan, D. Role of the Project Management Office in University Research Centres. Sustainability 2021 , 13 , 12284. https://doi.org/10.3390/su132112284

Fernandes G, Sousa H, Tereso A, O’Sullivan D. Role of the Project Management Office in University Research Centres. Sustainability . 2021; 13(21):12284. https://doi.org/10.3390/su132112284

Fernandes, Gabriela, Hugo Sousa, Anabela Tereso, and David O’Sullivan. 2021. "Role of the Project Management Office in University Research Centres" Sustainability 13, no. 21: 12284. https://doi.org/10.3390/su132112284

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MS in Project Management

Learn to manage projects—from the simple to the complex.

Available on campus and online, the Master of Science in Project Management (MSPM) degree program at Boston University’s Metropolitan College (MET) is a unique opportunity to combine a broad and industry-rooted knowledge of business and management principles with a mastery of successful project-based strategies and practices, preparing you for a range of career paths in a variety of industries.

A recent Project Management Institute study ( Make Reality Global Survey 2020–2021 ) cited project management as one of the top-five areas business leaders would like to prioritize. Yet, a talent shortage persists. According to the PMI 2021 Talent Gap Report , the global economy will need 25 million new project professionals by 2030, filling about 2.3 million job openings per year. To counteract this shortage, we need to ensure that the project management workforce has the skills necessary to navigate a rapidly evolving profession.

As reflected in the seventh edition of the Guide to the Project Management Body of Knowledge (PMBOK ® Guide) , the global standards of project management are changing radically across industry, including a shift from processes toward principles and best practices for carrying out projects successfully. That means less emphasis on predictive plan-based methodology and more focus on leadership and agile methodologies that can result in faster delivery time and higher success due to collaboration and the ability to respond to market trends.

To meet these changing needs—including corresponding adjustments to professional certification exams—the Project Management master’s provides a strong foundational core in project management technical knowledge, leadership principles, and awareness of the context of projects in the business environment. Along with developing the technical expertise to manage projects in accordance with professional standards, you will be able to demonstrate ethical and culturally aware stakeholder engagement, communication, leadership, and teamwork. Additionally, the program will ensure that you possess the strategic awareness to make informed decisions and deliver a sustained competitive advantage.

The MS in Project Management curriculum enables you to choose required courses and electives that match your personal academic and career interests. You also have the option of pursuing a more specialized approach by selecting an optional degree concentration:

• Program & Project Portfolio Management

With its detailed and tool-based examination of a project’s conception, planning, budgeting, resource allocation, and implementation, BU MET’s Project Management program is beneficial to those with a broad range of professional responsibilities—from working on complex projects for global companies to designing IT infrastructure to completing consulting contracts. The group-oriented approach we take is closely aligned with how real-world projects are successfully completed.

Program at a Glance

• Top 10 Online Program
• Online and On Campus
• Part-Time or Full-Time Study
• 12–20 Months to Completion
• 9 Core Faculty
• No GRE/GMAT
• Tuition & Fees Range—Part-Time Study*: $37,600–$39,300

*Based on 2024–2025 Boston University tuition and fees. Merit scholarship may reduce cost.

Advance Your Career with a Master’s in Project Management

Increasingly, all work is becoming project work. BU MET’s MS in Project Management will prepare you to manage complex projects, facilitate communication between the project team and clients, and balance competing demands among scope, time, cost, and quality—providing the tools to achieve success at the highest levels of management. Coursework covers mega-projects, project and program portfolios, agile principles, project and program governance, project planning and control, project management life cycle, methodologies of effective leadership and motivation, cost and risk management, management of project quality and procurement, earned value analysis, and communication.

Importantly, our program recognizes that to achieve project success, leadership competencies—at the strategic level—are, increasingly, the largest single differentiator. Along with teaching the mechanics for managing a project technically, we provide you with the capability to inspire, influence, negotiate, and communicate with appropriate authority.

Supplementary lecture modules and pedagogical laboratories in the areas of project, program, and portfolio management provide an unparalleled opportunity to master the tools and techniques of project management practice. Completion of the MSPM ensures that you have the knowledge to succeed on the Project Management Professional (PMP®) and Certified Associate in Project Management Certification (CAPM™) exams offered by the Project Management Institute, as well as tests leading to the Certified ScrumMaster ® (CSM ® ) designation.

#6, Best Online Master's in Business Programs (Excluding MBA)

MET’s online master’s degrees in management are ranked #6 in the nation by U.S. News & World Report for 2024.

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Receive more details about your program of interest.

PMI Global Accreditation Center for Project Management

BU MET’s MS in Project Management and MS in Computer Information Systems concentration in IT Project Management are accredited by the Project Management Institute Global Accreditation Center for Project Management Education Programs (GAC).

Accredited member of AACSB International

The Association to Advance Collegiate Schools of Business

“The coursework in the Project Management master’s degree program was not just challenging, it was extremely interesting. I really wanted to take the opportunity to make class assignments as pertinent to my real job as possible, so I was intrigued by learning how to look at what I do on a daily basis through a more analytical lens, to see how I was applying (or not applying) best practices in my work and trying to figure out how to do my work better based on what I was learning.” — Anne Marie Kelly (MET’18) , Project Management Office (PMO) Manager, Hollingsworth & Vose

What Is My Career Outlook as a Graduate of This Program?

Total number of US Jobs

Annual job openings

Projected ten-year growth in jobs (faster than average)

Median annual salary

Common job titles include:

• Project Manager
• Program/Portfolio Manager
• Scrum Master
• PMO/Program Director
• Project Team Leader
• Product Owner

Employers seek expertise in:

• PM methodologies & software
• Team-building & leadership
• Decision making under uncertainty
• Agile mindset
• Sustainability-oriented, long-term thinking
• Communications, facilitation & presentation skills

BU MET job-hunting resources, one-on-one career counseling, and more.

Meet An Advisor

Explore Careers in Project Management

Why bu’s project management degree is ranked in the top 10.

• Accreditation: The master’s degree in Project Management at BU MET is accredited by the Project Management Institute Global Accreditation Center for Project Management Education Programs (GAC).
• PMI ® Exam Prep: BU MET’s optional, complimentary Project Management Professional (PMP ® ) and PMI-ACP ® exam preparation courses are ideal for those who seek to pursue PMP ® certification. Those who already hold PMI® certifications can earn up to 45 PDUs per course. The MSPM curriculum also prepares you for success on the exams leading to the Certified ScrumMaster ® (CSM ® ) designation. By earning a Project Management master’s from BU MET, you can waive one of the three years of experience required for PMI’s certification programs.
• Active Learning Environment: BU MET’s Project Management program focuses on practical, hands-on education, combining graduate-level theory with the core competencies and skills that underlie the Project Management Professional (PMP ® ) certification—education you can apply on the job.
• Career Counseling: MET’s Career Development office and BU’s Center for Career Development offer a variety of job-hunting resources, including one-on-one career counseling by appointment for both online and on-campus students.
• Engaged Faculty: In BU MET’s Project Management master’s program, you benefit from working closely with highly qualified faculty who draw from active research and substantial professional achievements in areas such as mega-projects, earned-value analysis, improvisation, risk management, project governance, cost estimation, enterprise architecture, IT projects, and agile project management.
• Complimentary Project Management Labs: Two self-paced laboratories offer access to advanced tools and provide opportunities to hone project management skills and technological proficiency using case studies.
• Capstone Course: Benefit from a hands-on, experiential research project under the guidance of faculty and industry mentors.
• OPT Designated: Eligible graduates on student visas have access to an Optional Practical Training (OPT) of 12 months.
• Extensive Network: Study principles of project management alongside peers with solid business experience, learn from faculty who have valuable business contacts, and benefit from an alumni community with strong professional connections.
• Project Management Student Club: Advance your practical knowledge of project management in fun and interesting ways with opportunities for individual leadership and group development through activities and real projects. Check out these videos to see what other students have done.
• 15:1 Class Ratio: Enjoy an exceptional student-to-instructor ratio, ensuring close interaction with faculty and access to support.
• Valuable Resources: Make use of Boston University’s extensive resources, including the Center for Career Development , Educational Resource Center , Fitness & Recreation Center , IT Help Centers , Mugar Memorial Library , Center for Antiracist Research , Howard Thurman Center for Common Ground , George Sherman Union , Rafik B. Hariri Institute for Computing and Computational Science & Engineering , and many others.
• Flexible Options: Study at the pace that works for you, evenings on campus or fully online. Courses begin fall, spring, and summer; online courses have two starts per term.
• Track Record: Learn from the best—since 2014, BU MET’s part-time master’s programs in business and management have been ranked among the top in the nation by U.S. News & World Report .
• Merit Scholarships: US citizens and permanent residents are automatically considered during the application process and nominated based on eligibility. Learn more.

Master the Tools to Manage Projects

Offered through BU MET’s Department of Administrative Sciences, the MS in Project Management (MSPM) attracts high-achieving candidates from all over the world, representing major project-driven industries such as financial services, manufacturing, construction, information technology, business, life sciences, and healthcare. The mission of the Project Management master’s degree program, which includes a concentration in Program & Project Portfolio Management , is to combine contemporary research and established practice to instill in our diverse student population the personal and intellectual skills needed to excel in changing, globally ambiguous, culturally diverse, and uncertain environments. Our goal is to produce critical thinkers and innovative leaders with the skills, knowledge, and agility to excel in the realm of project, program, and portfolio management.

Graduates of the MSPM are prepared to move forward in a wide variety of project management-related careers. Program alumni have been hired at organizations such as Google, Amazon, Microsoft, State Street, Fidelity, Putnam, Exxon Mobil, Aramco, UnitedHealth Group, McKesson, CVS Health, Sony, Hitachi, Sprint, National Grid, Deloitte, Ernst & Young (EY), KPMG and PricewaterhouseCoopers (PwC), Genzyme, Biogen, Pfizer, Takeda Pharmaceuticals, Vertex, Philips, Siemens, Huawei, Verizon, Comcast, Nokia, National Grid, and other major employers within the consulting, financial, construction, life sciences, pharmaceutical, and educational sectors.

Graduate with Project Management Expertise

Metropolitan College’s Project Management master’s degree will equip you with the ability to:

• Construct a project plan and demonstrate knowledge of key subsidiary plans such as scope, schedule, cost, quality, communications, resources, and procurement; and demonstrate proficiency in developing an agile or plan-based project management life cycle for projects relevant to their professional domain.
• Demonstrate advanced knowledge of project delivery principles—such as value, stewardship, team, stakeholders, risk management, communications, and leadership. Students will build and enhance team capability after assessing personal strengths and weaknesses and develop skills to manage a team and lead others.
• Demonstrate knowledge of strategic planning, portfolio and program management, project analytics, and governance applicable to large projects and programs. Apply key drivers for project success—such as value delivery systems, change management, complexity management, investing in actively engaged sponsors, and social responsibility and ethics.

Access to Self-Paced Project Management Laboratories

As a student in BU MET’s Project Management program, you have free access to hands-on, noncredit preparatory laboratories offered through the Department of Administrative Sciences. Our self-paced laboratories (SPLs) are organized in two levels:

• Project Management Essentials (PM 100) provides a foundation in basic project management concepts aligned with the latest project management standard—the PMBOK ® Guide , 7th edition—using a threaded, Boston-flavored, sustainability-oriented example case study. The lab introduces Microsoft Project Professional, as well as key Microsoft Excel add-ins for later use in project, program, and/or portfolio management.
• Introduction to Project, Program, and Portfolio Management (PM 200) is an opportunity to master Microsoft PPM and make further progress in your journey as you transition from projects to programs and portfolios.

Certificate-to-Degree Pathway

BU MET graduate certificate programs can serve as building blocks to a master’s degree. The Graduate Certificate in Project Management and the Graduate Certificate in Project, Program & Portfolio Management share specific courses with the master’s in Project Management program, giving you the option to take one or two certificates on your path to a master’s degree. Students currently enrolled in a graduate certificate who are interested in transitioning into a master’s degree should contact their academic advisor to declare their interest in this pathway. A new master’s degree application is not required. Connect with a graduate admissions advisor at [email protected] to learn more about this option.

Advisory Board

At BU MET, we recognize the importance of maintaining advisory boards that will provide an important link between industry, students, and faculty with the goal of improving the quality and relevance of our programs. The main goal of the Project Management Advisory Board is to establish a link between industry and BU MET students and faculty. Our advisory board is composed of a diverse mix of practitioners who currently represent a cross-section of the industry.

Second Master's Degree Option

• Actuarial Science
• Computer Information Systems
• Computer Science
• Telecommunication

Master’s in Project Management Curriculum

All students must satisfy the degree core courses, specialization requirements, and electives as indicated. Degree requirements may vary for those students transferring credits from previous coursework at Boston University or receiving course waivers due to professional designations.

With appropriate advanced planning, you can use degree electives from your Master of Science in Project Management to satisfy up to two required courses in an Administrative Sciences graduate certificate program—leaving only two additional courses to be completed in order to receive a graduate-level certificate.

Degree Core Courses

(Four courses/16 credits)

MET AD 642 Project Management

The course explores modern project management by providing an enterprise- level, experiential view of the discipline focused on connecting projects to the organization's mission, vision, and values. The theme of the course is applying key project management tools and techniques, through case-based group work, which will help students identify, analyze, and develop practical proposals to real-world issues. Groups select, plan, report, and then present on their project's scope, schedule, cost, risk, quality, and communications elements using tools such as the WBS, network diagram, PERT estimate, Gantt chart (including the use of MS Project), risk register, and heat map. Students also gain familiarity with important new concepts in project management: Agile frameworks, actionable sustainability thinking, and Benefits Realization Management, all of which will be important for their success not only in other graduate courses, but as they lead projects for their organizations so as to provide lasting, triple-bottom-line value. The course is aligned with the latest PMBOK? Guide from the Project Management Institute.   [ 4 cr. ]

MET AD 643 Project Communications and Leadership

This course examines the increasing importance of leadership and communications in projects. Since project outcomes and the delivery of value are accomplished through teams of people, the course aims to improve the capability of a project manager to become a project leader and to excel at motivating and inspiring their teams. Students begin by gaining a better understanding of their own social, leadership, and communications styles. Self-awareness is key to the course. We investigate motivation, conflict management, negotiation skills, and the Agile principles of stewardship and servant leadership. Grounded in the use of tools, the course will provide students with templates to enhance team collaboration and communication. The course also addresses more contemporary issues in PM, including resolving ambiguity and complexity, the use of improvised working styles, sustainable PM, and issues around power and politics within the project.  [ 4 cr. ]

MET AD 715 Quantitative and Qualitative Decision-Making

The purpose of this course is to help improve business problem solving and managerial decision-making through the use of quantitative and qualitative decision-making tools and techniques. This course will provide the student with an overview of how decisions are made to solve management problems in the business environment. It introduces the fundamental concepts and methodologies of the decision-making process, problem-solving, decision analysis, data collection, probability distribution, evaluation, and prediction methods. Students will learn how to apply different quantitative and qualitative analytical tools commonly used in business to provide a depth of understanding and support to various decision-making activities within each subject area of management. Through the use of case studies of decisions made by managers in various production and service industries and a business simulation package specifically prepared for this course, the scope and breadth of decision-making in business will be described.  [ 4 cr. ]

MET AD 807 Principles and Best Practices in Project, Program, and Portfolio Management

This course is one of the last courses that a student in the master's degree project management program is required to take. Students are expected to carry out independent research on a relevant topic in the area of project management under the supervision of the instructor. This course focuses on emerging trends and reviews unique methodologies and approaches to project management. Students are exposed to research methods and practice that contributes to original research in the emerging project management areas. Approval of the instructor is required.  [ 4 cr. ]

Specialization Courses

(Four courses/16 credits) With the advice of the department coordinator, students who are not choosing the concentration in Program & Project Portfolio Management must select four courses from the following list. Other graduate-level courses may be selected upon approval of the department coordinator.

Choose four from the following:

MET AD 571 Business Analytics Foundations

Prereq: AD100 Pre-Analytics Laboratory and ADR100 Introduction to R This course presents fundamental knowledge and skills for applying business analytics to managerial decision-making in corporate environments. Topics include descriptive analytics (techniques for categorizing, characterizing, consolidating, and classifying data for conversion into useful information for the purposes of understanding and analyzing business performance), predictive analytics (techniques for detection of hidden patterns in large quantities of data to segment and group data into coherent sets in order to predict behavior and trends), prescriptive analytics (techniques for identification of best alternatives for maximizing or minimizing business objectives). Students will learn how to use data effectively to drive rapid, precise, and profitable analytics-based decisions. The framework of using interlinked data inputs, analytics models, and decision-support tools will be applied within a proprietary business analytics shell and demonstrated with examples from different functional areas of the enterprise. R, SQL, and Power BI software are used in this course.   [ 4 cr. ]

MET AD 632 Financial Concepts

• Critical Thinking
• Quantitative Reasoning II

MET AD 644 Project Risk and Cost Management

Prereq: MET PM100 This course introduces students to macro and micro approaches to project cost estimation. Case studies of both pre-project and in- process estimating examine some of the more common perils of human irrationality associated with project estimation to help develop more sensible, achievable project outcomes. Students learn how to manage both project cost and schedule objectives throughout their projects using the Earned Value and Earned Schedule Measurement Systems. Students then study risk management through an examination of both individual and overall project risk and apply their learnings using advanced risk management software in an actual case study. Students also study project quality management, procurement/contract management, and project ethics and professional conduct using case study scenarios.  [ 4 cr. ]

MET AD 646 Portfolio and Program Management

Prereq PM 100, PM200 The course focuses on the relationship among portfolios, programs, and projects, and the important strategic objectives of each endeavor. The course is designed to assist students in developing a program management framework, policy, and organizational structure. Students will develop skills and techniques for chartering constituent projects, directing and managing program execution, and managing the program team and stakeholders. The global legal, economic, cultural, and political environments in which projects operate will be contrasted, and mechanisms for resolving conflicts will be addressed.  [ 4 cr. ]

MET AD 647 Project and Program Governance

Graduate Prerequisite: MET AD642. - This is a comprehensive course on project and program monitoring, evaluation, and governance. Students will also understand enterprise wide-project interdependencies and determine the optimal pacing for a program to enable appropriate planning, scheduling, executing, monitoring, and controlling of the projects within a program in the future. It covers governance and evaluation methods that will be useful at various levels of large projects, including government and nonprofit organizations. This course will help project and program managers, analysts, consultants, educators, and managers in government, nonprofit, and private institutions to assess program results and identify ways to improve program performance. Other topics include: evaluation for small nonprofit organizations; assessing and improving planning, implementation and effectiveness; governance methodology and models; using evaluation tools and applications to assess factors linking projects under one program and provide the best allotment of resources between those projects; monitor complex, multi-project programs, and drill into current project details; enable collaboration and stakeholder alignment throughout a project life-cycle. Other topics include: creating a transparent and accountable organization with well-defined roles and one that is based on transparency, resource allocation and decision making and enterprise project management.  [ 4 cr. ]

MET AD 649 Agile Project Management

Prereq: MET PM100 The course provides an understanding of how new Agile principles and practices are changing the landscape of project management. The course is designed to give project managers fresh new insight into how to successfully blend Agile and traditional project management principles and practices in the right proportions to fit any business and project situation. The course provides a deep understanding of Agile project management principles and practices in order to see them as complementary rather than competitive to traditional project management. Topics include: Agile fundamentals, principles, and practices; roots of Agile in TQM and Lean Manufacturing; adapting an Agile approach to fit a business environment; planning and managing an enterprise- level Agile transformation; scaling agile to an enterprise level using enterprise-level Agile frameworks and Agile Project Management tools. 4cr.  [ 4 cr. ]

MET AD 680 Global Supply Chains

This course covers the quantitative analysis tools to support operations management for a supply chain that is geographically dispersed and culturally diverse. The tools necessary to assure that the products/services are delivered/provided in the quality and timely manner include demand forecasting, inventory and capacity buffer optimization, delayed differentiation, statistical risk pooling, and stochastic inventory optimization. These tools are applied to decisions such as offshoring, multi-country outsourcing, push-pull, reverse supply chains, and risk mitigation. Particular attention is given to sustainability, information technology and digitalization, and creating resiliency.  [ 4 cr. ]

MET AD 782 Project Value Strategies

Undergraduate Prerequisites: METAD642 - Prereq AD642 This course will introduce students to Project Value - - a unique perspective on classical Project Management that is focused on assuring that a project delivers value that is aligned with the mission, vision, and values of an organization. This increasingly popular framework with which to view projects and project management is derived from current research, standards, and thought leadership from PMI and other international bodies . Students will learn how to create value in projects even in today's disruptive, turbulent environment. They will learn how to apply the conceptual framework of benefits realization management (BRM) and to use tools to manage a portfolio of programs and projects strategically with an aim of sustainable project value. Value in Agile projects will be discussed. The element of the Triple Bottom Line and a focus on sustainability is part of the subject matter. Case studies and real life experiences, illustrated with guest lectures, will be intertwined with current research in project management.  [ 4 cr. ]

Elective Courses

(Two courses/8 credits)

Select two additional Administrative Sciences graduate-level courses (8 credits) with advisor’s approval. Graduate-level courses may also be selected from other Metropolitan College departments or other Boston University schools and colleges, with an advisor’s approval.

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Virginia Greiman

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Managing Research Projects

• First Online: 09 November 2022

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• Anne van Dongen 3  

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Project management is a valuable skill that helps you think about where you want your research project to go, what you need to get there, and how to minimise risks during the process. Unfortunately, most early career researchers do not get much training in research project management and are left to fend for themselves. This chapter starts with useful tips about managing time by giving examples of essential project planning tools like task lists, milestones, charts, and timelines. Next, it discusses managing the research project process including administration, data management, and risk assessment. In addition, it discusses how best to manage people in your project team, from your supervisors to external stakeholders, and shares tips on preparing and chairing meetings and setting up a communication plan. Finally, this chapter emphasises the need to manage your own mental health while making the most of your research project.

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Time Management Skills

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Daley, R., Guccione, K., & Hutchinson, S. (2017). 53 ways to enhance researcher development . Frontinus.

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Howard Hughes Medical Institute and Burroughs Wellcome Fund. (2006). Making the right moves: A practical guide to scientific management for postdocs and new faculty . https://www.hhmi.org/science-education/programs/resources/making-right-moves

Streiner, D. L. (2011). In S. Sidani (Ed.), When research goes off the rails: Why it happens and what you can do about it . Guilford Press. https://www.guilford.com/books/When-Research-Goes-Off-the-Rails/Streiner-Sidani/9781606234105

Thomas, D. R., & Hodges, I. D. (2010). Designing and managing your research project: Core skills for social and health research . Sage Publications. https://doi.org/10.4135/9781446289044

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Acknowledgements

I would like to thank Lisa Klinkenberg, Rebecca Woodhouse, Papiya Mazumdar, and Emily Peckham for providing valuable input for this chapter.

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van Dongen, A. (2022). Managing Research Projects. In: Kwasnicka, D., Lai, A.Y. (eds) Survival Guide for Early Career Researchers. Springer, Cham. https://doi.org/10.1007/978-3-031-10754-2_7

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Linkedin learning.

LinkedIn Learning is available to all students, faculty, and staff. It has many tutorials/courses on multiple topics. After accessing this tool, look for these project management options:

• Project Management Foundations
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• Project Resource Management
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• Learning Microsoft Project
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Campus Info/Resources

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• How to use a project management approach to help run research projects

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Proposal Preparation

• Identification of Funding Sponsor
• Proposal Writing
• Project Planning
• Review IP policy and Procedures

Project Initiation

• Contracting (Including funding agreements, NDAs, DTAs, and MTAs)
• IP / Confidentiality / Publication requirements / Participation Agreements
• Ethics / Regulatory Requirements
• Account Opening

Plan Project Execution

• Identify Key Stakeholders
• Define Project Scope and Activity list
• Develop a Project Schedule
• Develop a Project Budget
• Identify Project Risks
• Define Roles and responsibilities
• Develop a Communication Plan
• Develop a Data Management Plan
• HR / Procurement

Conduct Research

• Manage Roles And Responsibilities
• Monitor Project Scope/deliverables
• Monitor Project Schedule
• Monitor Project Costs
• Monitor Project Risk
• Amendments / Change Management Plan
• Manage Data and IP Requirements as per Contractual Agreements

Final Reporting

• Document Lessons Learned
• Final Reporting and Project Close-Out Requirements

Welcome to Research Project Management

This site offers Research Project Management (RPM) guidance and support services for research projects university-wide. The RPM approach utilizes a custom Research Management Methodology to provide support services, including: common tools, templates, processes, and learning resources to aid Memorial University researchers in the planning and delivery of their research projects. Furthermore, if requested, RPM training is available to Principal Investigators (PIs), project managers, and research team members on project management strategies. These support services will be available to the Memorial’s research community throughout the life of their research projects regardless of the nature of the research.

For a more detailed introduction to  Project Management, please view the ‘Introduction to Project Management’ video. Researchers are also encouraged to review ‘A Project Management Guide for Researchers’ which is an educational guide that introduces the concept of project management and helps communicate the potential value that project management can add to research projects.

Instructional Video: Introduction to Project Management

Downloadable pdf guide:  research project management guide – january 2018.

Using the Research Management Methodology, this support site guides the researcher through the entire research project life cycle from identifying potential funding sources, proposal development, contracting, project execution/monitoring and project close-out. This methodology can be utilized by researchers to help identify and implement project management processes applicable to each stage of a research project and for the identification of possible institutional/sponsor requirements applicable to their research projects.  Furthermore, project Intellectual Property (IP), technology transfer, and commercialization support services available to university researchers are highlighted.

• Proposal Concept Support
• New Business Relationships
• Education on IP (Faculty, Students, Admin, Staff, External Staff)
• IP, Market & Commercialization Strategy
• Identification of Funding Sponsor(s)
• Engage Faculty Grant Facilitators
• Proposal Development
• Review & Adhere to Institutional Policies
• Proposal Submission
• Funding Agreements & Contracting Support
• Identify Project Stakeholders/Plan Stakeholder Communications
• Plan / Refine Project Scope
• Plan / Refine Project Schedule
• Plan / Refine Project Budget
• Plan / Refine Roles and Responsibilities
• Plan Data Management
• Monitor Project Scope / Deliverables
• Monitor Project Budget
• Manage Roles and Responsibilities
• Manage Project Risk
• Human Resources Management
• Administrative Management
• Intellectual Property Management
• Manage Data Requirements
• IP / Project Management Support
• IP Disclosures Patent Management
• Licensing Strategy & Execution
• Entrepreneurial Business(es) Support

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Role of the Project Management Office in University Research Centres

Sustainability

University Research Centres (URCs) have become a primary organisational structure in universities for bringing together a critical mass of multidisciplinary research interests that can compete for large, funded research projects and create breakthrough research results. Some of the more successful URCs are now developing specialised project management offices (PMOs) that can coordinate key activities, from proposal development to project execution, and ensure that research results are disseminated. A key challenge for URCs is to define what roles, functions, and competencies such a PMO should have. This research identifies a number of key attributes of PMOs that meet the unique challenges of URCs. This paper presents an initial conceptualisation of roles and functions developed from a literature review and that are later tested via a detailed survey among 370 URC participants involved in collaborative R&D projects worldwide. The study suggests that there are three PMO maturity stage...

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Research projects are a subset of project management that is gaining attention. Primarily driven by the need for innovation to boost economic growth. This need has brought with it an impetus for researchers to work together between enterprises and gain the benefits of cross-sector collaboration. The surge of interest has been attributed to the increased importance of collaboration between university, industry and government, theorized by Etzkowith and Levdesdorff (1995) and termed the Triple Helix. Their work led to the recognition that successful innovation depends upon the effective selection and management of the research project portfolio and the research partners. Studies in this area largely focus on how well the relationships are either working or not working, and there is little published literature that seeks to understand what is particular to each of these environments that causes difficulties when working together across the ‘cultural gap’ (Kirkland, 2010). Existing stud...

International Journal of Industrial and Business Management

Quamrul Hasan

In April 2004, a new law turned Japanese national universities into independent public corporations. This change has increased pressure on them to look to industry for more support than ever before. Since one of the laboratories in Japan Advanced Institute of Science and Technology’s (JAIST’s) School of Materials Science is involved in a collaborative project with two industrial partners (one large and one small), we saw an excellent opportunity to conduct a pilot study on an industry- university knowledge partnership for a scientific research and development project in the Japanese national university setting. The purpose of our study is to identify both which areas and considerations have the most influence on such projects and how such projects can be improved. This paper presents our methodology and data results. Most importantly, it presents a list of specific suggestions for improving project performance. Although it was a pilot study with a small number of respondents, this study still may have significance in terms of the suggestions for improving collaborative projects and in regard to the data- gathering methodology we used. We planned to provide results of the study to the project team members and recommend they apply the most important suggestions for improving their project. We also planned to do a follow-up study to determine whether or not the project is improved by the implementation of these key suggestions.

Denis Thuillier

gunnar widforss , Malin Rosqvist

In the academic sector, most engineering research funding presupposes collaborative projects. Collaboration between academia and industry is encouraged. This approach creates successive complexity in most Research and Development (R&D) projects in many ways. Projects funded by the European Commission or jointly funded by national agencies are often encouraged to become large, competing companies may become partners, objectives are unclear, and overall vagueness usually increases with consortium size. Many companies and some research organizations have created project management offices (PMO) to deal with project complexity. Typically, project managers in research organizations are excellent researchers but less skilled or interested in project management. To help researchers stay focused on research and not get side tracked by project management, the PMO provides professional project management services to researchers and research projects. The combination of excellent research and professional project management is a success factor when handling a large portfolio of complex projects. We surveyed the directors of PMOs in Sweden to determine how PMOs cope with complexity in different organizations. This paper presents the results of that small survey and compares them with similar efforts at one Swedish university in a brief case study.

Eng Hwa Yap

University-industry collaborative (UIC) in Malaysia has received very little research attention in the literature. Furthermore, worldwide development of UIC project management approaches has been carried out without due consideration of the unique attributes associated neither with this specific environment nor with the high degree of uncertainty intrinsically associated with research projects. This investigation leverages on the available literature, interviews with university-industry research partners and our own works to understand the nature of UIC R&D. This work focuses particular attention on the factors that relate to current project management practices and the methodology applied. It present the findings of qualitative interviews conducted with respondents from universities and industries involved in collaborative R&D projects in Malaysia. Two aspects were investigated; the development process and project management practices in UIC. The study concludes by presenting an ou...

Falk Schuetzenmeister

Professional management is increasingly important for successful research at universities as well as other organizations. This exploratory review draws on different bodies of literature in order to reformulate the complex challenges of research management by applying newer organizational theory. Research management can be described as boundary work that produces couplings between science and the wider society. Because of the complexity of organized science, management is increasingly indispensable to ensure the social, cognitive, and material preconditions of research. This paper discusses different means of research management on the research group level and within university departments. Research organizations are characterized by their relative diffuse distribution of management functions over organizational levels as well as by little direct determination between organizational elements. Charismatic scientific leaders can enhance the efficiency of research organizations and projects. More recently, universities have started to create new management positions within projects and centers. Scientifically trained people are hired as specialists in research management, constituting a new professional role. In contrast to pure administration, the new research managers make decisions with reference to scientific knowledge and the societal environment of research.

International Journal of Industrial and Business Management: A Pilot Study

In April 2004, a new law turned Japanese national universities into independent public corporations. This change has increased pressure on them to look to industry for more support than ever before. Since one of the laboratories in Japan Advanced Institute of Science and Technology’s (JAIST’s) School of Materials Science is involved in a collaborative project with two industrial partners (one large and one small), we saw an excellent opportunity to conduct a pilot study on an industry- university knowledge partnership for a scientific research and development project in the Japanese national university setting. The purpose of our study is to identify both which areas and considerations have the most influence on such projects and how such projects can be improved. This paper presents our methodology and data results. Most importantly, it presents a list of specific suggestions for improving project performance. Although it was a pilot study with a small number of respondents, 􏰀􏰁􏰂􏰃 􏰃􏰀􏰅􏰆􏰇 􏰃􏰀􏰂􏰈􏰈 􏰉􏰊􏰇 􏰁􏰊􏰋􏰌 􏰃􏰂􏰍􏰎􏰂􏰏􏰐􏰊􏰎􏰐􏰌 􏰂􏰎 􏰀􏰌􏰑􏰉􏰃 􏰒􏰓 􏰀􏰁􏰌 􏰃􏰅􏰍􏰍􏰌􏰃􏰀􏰂􏰒􏰎􏰃 for improving collaborative projects and in regard to the data- gathering methodology we used. We planned to provide results of the study to the project team members and recommend they apply the most important suggestions for improving their project. We also planned to do a follow-up study to determine whether or not the project is improved by the implementation of these key suggestions.

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Managing a research project

Having been successful in attracting funding for your project, you will now have to lead it from set-up to completion. The following pages take you through the key stages:

1. Settting up a research project

2. Monitoring a research project

3. Reporting on your research project

4. Making the most of your research project

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Webinar: Three-Page Project Management for Research

This one-hour webinar focuses on three powerful project management tools for research.

• Page 1: A one-page work breakdown structure (WBS) to establish a common understanding of research project scope in terms of concrete deliverables.
• Page 2: A deliverable-based Gantt chart schedule to help team members understand how deliverables relate to each other and will come together.
• Page 3: A deliverable-based tracking sheet for light-touch project monitoring and control during the implementation phase.
• Instructor responses to top-rated participant questions.
• Suggested resources for participants who want to learn more about research project management.

$25 including 3 month access to webinar recording (50% discount for students and postdoctoral fellows with code RPMSTUDENTPOSTDOC)

Workshop: Advanced Tools & Processes Oct. 18, 2024 2-5 pm Eastern

This 3-hour workshop builds upon the three project management tools presented in Three-Page Project Management for Research webinar and workshop.

The tools and processes covered are:

1) The deliverable-based budget 2) The triple constraint 3) The RACI 4) Risk management 5) Status reports 6) Lessons learned and project closure

$150 (50% discount for students and postdoctoral fellows with code RPMSTUDENTPOSTDOC)

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How to do a Research Project: 6 Steps

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Table of contents

• Introduction

What is a research project?

Research project steps:.

A year ago I had this crazy idea of experimenting with the final semester of my two-year course. Being an international student in Australia, doing two postgraduate degrees and working at the same time was apparently not enough for me. So instead of choosing to do a professional project and finishing my degree, I decided to do a research project .

If you must know, I literally had no idea of how to do a research project or how to write a thesis . So I went to my professor and told him about my plans to complete a research project for my final semester. “If students imagine completing a research project in three months, I ask them to come and see me. And they later un-imagine it,” came my professor’s reply.

I was then given special permission to take two semesters to finish this research project – and hopefully in a few weeks’ time I will submit my first completed piece of research. In the past few months I have learned a lot of lessons that I want to share, in case you also decide to follow this route without any prior knowledge of how to do a research project!

• Step 1:  Find the right supervisor
• Step 2: Don’t be shy, ask!
• Step 3: Select the right topic
• Step 4: Keep your plan realistic
• Step 5: Prepare a project timeline
• Step  6: Write, write and write

1. Find the right supervisor

My professor asked a faculty member to become my supervisor. I floated an idea about what area I was interested in working on, and she agreed to keep an eye on me. In terms of a supervisor I couldn’t have asked for anything better. She is patient with me, she knows my shortcomings and she always motivates me even if I am unable to see myself progressing. Having such a supervisor makes this journey very comfortable and easy.

2. Don’t be shy, ask!

I told you earlier that I did not have any clue about how to do a research project. That was my reality and I didn’t try to hide it. I communicated my weakness openly to my supervisor and warned her in advance that I would be asking stupid questions throughout the duration of my project just so I could get an idea of what I was doing. “No question is stupid,” she assured me. The credit indeed goes to her, but it is ultimately your responsibility to communicate with your supervisor and ask as many questions as you need to.

3. Select the right topic

Your topic will determine your project. It should be interesting and it should be something that you really want to investigate. So never rely on others for recommendations about what should be your topic of research. Try to read and think a lot and you will find an area of interest. Explore your inner self, even if it takes time. In a few weeks you will start gathering your thoughts and realize what you actually are interested in researching.

4. Keep your plan realistic

Your topic could be the best in the field, but do you have enough resources to finish the project? Suppose your research project involves travelling halfway around the world to conduct a field investigation. The question you must be asking yourself is: can I afford that much time and money? If not, then no matter how brilliant your idea is, you need to think of something else. Save this one for when you receive a healthy research grant.

5. Prepare a project timeline

Having a project timeline is everything. It keeps you on track all the time. You should have a timeline set out in the first week, stating targets that you must achieve throughout the duration of your research project. Things could go wrong here and there, and you can always adjust dates, but it is very important to have a schedule, ideally broken down further into weekly targets. Ask your supervisor about what kind of targets you should set and try to achieve these on a weekly basis. Doing this should help you avoid becoming overwhelmed.

6. Write, write and write

If you’re unsure how to write a thesis, the best advice I can give is not to leave the writing stage until last. Start writing from day one. This is something I learned the hard way. My supervisor always suggests writing, but I don’t feel comfortable doing that unless I have all the information in hand. However, I’ve learned how important it is to write down whatever you do, and make notes of whatever you read. Documenting the whole process as you go will help you finalize the project in a very effective way. So don’t worry about writing things that are “wrong” or that don’t make sense. Remember, it only has to make sense once the whole project is finished. So even if it seems raw, keep on writing and get regular feedback from your supervisor.

These are some general rules that apply to every research project. You will definitely have to alter a few things here and there depending on your area of interest and your topic. I wish you good luck for this. And if you need to talk to me, don’t hesitate to leave a comment below. Finally, remember that persistence is the key. You may feel like giving up when things go off track, but stick with it and you’ll not only emerge with a completed project, you’ll also gain lots of invaluable skills along the way.

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Project Management MSc by Research

• Start date 30 September 2024
• Duration 2 years
• Qualification MSc by Research
• Study type Part-time
• Campus Cranfield campus

Programme structure

As an MSc by Research student at Cranfield School of Management you will benefit from being part of a dynamic, focused and professional study environment and become a valued member of our research community. Our research network brings together both research students and staff, providing a platform for researchers to share ideas and collaborate in a multi-disciplinary environment. We have built an effective and vibrant research culture, founded upon our diversity of activities and knowledge. MSc by Research students will undertake the School of Management Researchers Core Development programme alongside our PhD students, together with access to the University Doctoral Core Research Methods Training (DCRMT) Programme courses and a tailored programme of seminars and events. Through these we provide those studying a research degree the foundational skills they require to conduct their research projects and develop as professional researchers, together with a wealth of social and networking opportunities.

How to apply

The School of Management is located on the Cranfield campus, if you wish to apply for a place on the programme, you will need to submit an online application . Once you have submitted your online application we will also provide you with a username and password so you can access the student portal, EVE. In EVE you will be able to:

• view your application and personal details
• view the progress of your application
• upload additional documents, if required, in support of your application
• contact us with any questions you may have about your application
• update your contact details
• withdraw your application (prior to receiving a decision)

To help speed up the application process, please provide your supporting documents (e.g. degree certificate) as soon as possible.

We only require electronic copies of these documents during the application process. Photocopies sent by post will be scanned and uploaded to your electronic record. Please do not send us hard copies of your original documents but keep them to hand as you may need to show them to us at registration when you arrive.

In addition to meeting our entry requirements we also require you to submit a 1000-word proposal outlining the research you would like to carry out. This needs to:

• Formulate and define a clear, interesting research question or problem.
• Establish the relevance and value of the proposed research question in the context of current academic thinking, highlighting its originality and significance. We expect you to have read some relevant literature in the area that you are planning to research and to provide a review of this.
• Outline the methodology you propose to use to carry out your research, including the data sources and source material you plan to use.
• Suggest what you hope to discover at the end of your research and what new areas it might open up (your contribution)
• Provide a provisional timeline for your research

Your proposal should demonstrate your interest and your potential to carry out independent research.

Before submission, please feel free to contact Professor Neil Turner  who will be able to help you develop this, if required.

For further information please contact:

Professor Neil Turner [email protected]

Get in touch

Submit an enquiry

• T: +44 (0)1234 758081

Professor Neil Turner

Professor of Project Management

School of Management Accreditations

Entry requirements

We welcome applications from talented individuals of all backgrounds and each application is considered on its individual merit. Usually applicants must hold:

A UK lower second-class (2:2) undergraduate degree with honours, as a minimum, or equivalent international qualification  in a management or closely aligned discipline. Ideally they should have at least five years suitable organisational experience.

Find information about equivalent qualifications in your country on our International entry requirements page .  

English language

To study for a formal award at Cranfield you will need to demonstrate that you can communicate effectively in English in an academic environment. Full details of how you can meet this requirement can be found on our English language requirements page .

Approved English tests for Project Management MSc by Research

Please note that:

• We verify all test scores with the test providers.
• We are only able to accept tests taken within two years of the course start date.
• All elements of the test results must be demonstrated in one test, we are unable to accept a combination of scores across two or more tests.
• In extremely rare circumstances we may reject a test score if one element of the test has a very low score. This would only occur if we believed this would impact on your ability to study with us or if the score did not meet UK Visas and Immigration (UKVI) requirements to study in the UK.

IELTS IELTS Academic , IELTS Online , IELTS for UKVI Academic , IELTS Indicator 1 (we also accept IELTS One Skill Retake tests) - 7.0 overall and minimum skill component scores of 6.0 reading, 6.0 listening, 6.0 speaking and 6.5 writing.

TOEFL TOEFL iBT (we accept TOEFL iBT, TOEFL iBT Home Edition and TOEFL iBT Paper Edition) - 100 total and minimum skill component scores of 20 reading, 20 listening, 21 speaking and 23 writing.

Cambridge Assessment English Any Cambridge Assessment English test meeting the required scores will be accepted. The following are recommended as being within the scale score range: Cambridge C1 Advanced , Cambridge C2 Proficiency - Cambridge English Scale score of 190 overall and minimum skill component scores of 175 reading, 175 listening, 175 speaking and 180 writing.

Duolingo Duolingo English Test - 130 overall and minimum integrated skill component scores of 120 literacy, 110 comprehension, 95 conversation and 85 production.

Kaplan Kaplan Test of English 2 - 505 overall and minimum skill component scores of 440 reading, 440 listening, 440 speaking and 475 writing. Cranfield applicants and offer holders are entitled to a 25% discount. Register for a test using this form to benefit from the discount.

LanguageCert LanguageCert Academic (approved by UKVI as a SELT exam) - 75 overall and minimum skill component scores of 65 reading, 65 listening, 65 speaking and 70 writing. International ESOL C1 Expert (two separate exams are available: Written (Listening, Reading, Writing) and Spoken (Speaking). These exams can be taken together or independently, however both exams must be taken to meet our requirements):

• Written and Spoken exams together - Pass overall and 33 in all skill components.
• Written exam - Pass overall and 33 in each skill components.
• Spoken exam - Pass overall and 33 in speaking skill component.

Password Password Skills Plus - 7.0 overall and minimum skill component scores of 6.0 reading, 6.0 listening, 6.0 speaking and 6.5 writing.

Pearson PTE PTE Academic , PTE Academic Online , PTE Academic UKVI - 68 overall and minimum skill component scores of 62 reading, 62 listening, 62 speaking and 65 writing.

Trinity College London Integrated Skills in English - ISE III (C1) - Overall Pass outcome.

1 Only available in China. 2 Formerly Kaplan International Tools for English (KITE).

Course fees

Overseas fees

• The fees outlined apply to all students whose initial date of registration falls on or between 1 August 2024 and 31 July 2025.
• All prices above are on a per annum basis.
• For self funded students a non-refundable £500 deposit is payable on offer acceptances and will be deducted from your overall tuition fee.
• Additional charges will apply for extensions of registration. This will be made up of a monthly extension fee. Therefore the amount charged will depend on the duration of extension.
• Eligibility for Home fee status is determined with reference to UK Government regulations. As a guiding principle UK or Irish nationals who are ordinarily resident in either the UK or Republic of Ireland pay Home tuition fees. All other students (including those from the Channel Islands and Isle of Man) pay Overseas fees.

This is a self-funded opportunity so the student would need to source their own funding. Explore financial support opportunities in our funding pages.

Research project management support

Learn about project management services designed to support successful outcomes for principal investigators.

Greetings from the Project Management Office in the Research & Innovation Division. Our team is here to support Principal Investigators throughout the entire lifecycle of their research awards and grants. So, what is a project manager? Well, a project manager is someone who uses their skills and expertise in project management methodology to directly support the planning, tracking and execution of a project. Within the University of Nevada, Reno, this means becoming a member of the project team and supporting the PI by strategizing for success, drafting project management documentation and providing award-related administrative expertise.

The Project Management Office is designed to support research efforts from all across campus, any college, school or department, that would benefit from more organized, cohesive and streamlined project execution. Support will be tailored to each project’s unique needs, but can include strategic planning, meeting facilitation and moderation, liaising with the sponsor and subawardees, assistance with amendments, timeline, milestone and deliverable tracking and annual reporting support. A project manager is also happy to assist with specific aspects of proposal development, such as the incorporation of project management or risk mitigation plans.

During the execution of your award, your project manager will work seamlessly with the Sponsored Projects office and your departmental support to ensure compliance. The goal of the PMO is to help PIs achieve success on their projects by alleviating project management and administrative burdens and by steering the team through strategic conversations to ensure success. Your success is our success!

Want to learn more about how project management can impact your research? Visit the project management services webpage for resources and to request assistance .

About the author

Erica Hall has worked in program and project management for more than five years and is a certified Project Management Professional (PMP). Prior to joining the University of Nevada, Reno, Erica worked at the Nevada Department of Public Safety as a program manager and later at both Tesla and Sierra Nevada Corporation in operations support and project management roles. 

By: Erica Hall Senior Project Manager, Research & Innovation

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From Concept to Completion: The Role of Project Management in Engineering

In the dynamic field of engineering, project management plays a vital role in bringing ideas to life efficiently. It ensures smooth processes, optimal use of resources, and on-time project completion from conception to final product. 

Understanding the role of project management in engineering is essential for engineering professionals aiming to succeed in today's competitive environment.

Understanding Project Management in Engineering

In engineering, project management is necessary to turn ideas into accomplishments while maintaining quality and safety. It helps ensure that projects are executed efficiently, on schedule, and within budget. Project management not only coordinates the detailed logistics of engineering projects but also aligns strategic goals with practical operations.

In engineering, project management principles are fundamental to structuring and executing complex initiatives. These principles help in defining project scope, allocating resources carefully, and managing risks proactively. Project management ensures that each project phase progresses smoothly with a focus on reaching set goals.

Key Components of Engineering Project Management

Several key components of engineering project management are essential for successful project execution. These components ensure that projects are delivered efficiently, on schedule, within budget, and with the highest standards of quality and safety.

Scope and resource planning ensures foresight and accuracy in meeting project demands.

Risk management helps to anticipate and handle potential challenges by creating strategies to maintain project timelines and expected outcomes. 

Quality control helps to maintain excellent standards and assures that project outcomes meet or exceed expectations. 

Coordination and communication with team members and stakeholders helps manage complexities and achieve shared project goals.

The Role of an Engineering Project Manager

The role of an engineering project manager is instrumental in ensuring the successful execution of complex engineering projects. They foster collaboration within the team, assign tasks proficiently, and resolve any project-related issues that arise. Key skills for effective engineering project management include leadership, problem-solving, risk management, and communication. These skills empower project managers to navigate challenges, optimize resource allocation, and maintain stakeholder satisfaction throughout the project.

Engineering Manager vs. Project Manager: What’s the Difference?

For those balancing work and family responsibilities, pursuing an online master's in engineering offers valuable flexibility. Designed to accommodate busy schedules, online programs feature asynchronous courses, allowing you to study at your own pace. 

Application of new-found engineering knowledge in real-time

Although both roles require leadership and supervision, there are clear distinctions between an engineering manager and a project manager . 

Engineering managers concentrate on strategic planning and growth within engineering departments, overseeing technical aspects and long-term goals. 

Project managers are more hands-on in managing individual projects, emphasizing detailed planning, coordination, and timely completion. To effectively carry out their responsibilities, engineering managers must possess project management skills.

The Value of Project Management for Engineers

Engineers must understand the skills required for project management. This empowers them to efficiently handle complex projects by utilizing resources such as materials, time, and manpower.

Mastering project management improves communication, fostering better team collaboration and reducing misunderstandings. Additionally, it enables engineers to proactively identify and address potential risks early on. Excellent time management ensures projects stay on track and meet deadlines effectively.

Pathways to Becoming a Project Manager in Engineering

Becoming a project manager in engineering requires a mix of education and experience. With a background in engineering, aspiring project managers often pursue advanced degrees like a master's in engineering management or project management. These programs enhance technical skills and develop leadership abilities essential for managing engineering projects. Pursuing a master’s degree provides a deeper understanding of project planning, budgeting, and risk assessment.

Practical experience is also valuable, giving hands-on exposure to real project situations. Engineers aiming to be project managers benefit from roles involving project coordination, team leadership, and decision-making. This experience enhances problem-solving skills and improves communication abilities, both of which are important for effectively managing project teams and meeting stakeholder expectations.

Degrees in Engineering Management vs. Project Management

Engineering management or project management?  While both degrees target future project managers, they vary in their focus and coursework. A master's in engineering management stresses combining technical skills with business knowledge, training graduates for leadership positions within engineering departments.

A master's in engineering management concentrates on project planning, implementation, and oversight across different industries. This provides graduates with adaptable skills suitable for project management roles outside engineering-specific environments. 

Choosing between these options relies on career objectives and preferred specialization. Both degrees offer pathways to achieving fulfilling careers in project management.

Enhance Your Project Management Skills at Vanderbilt 

Vanderbilt University School of Engineering offers a comprehensive online master’s in engineering management . The curriculum integrates theoretical knowledge with practical applications, giving you the tools needed to navigate complex engineering projects effectively. 

Download our free guide to  jumpstart your  engineering leadership career and learn how Vanderbilt’s program will prepare you to excel in diverse engineering management roles.

Take the next step toward a rewarding career in engineering management today.

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• Online Degrees & Certificates

Project Management

Project management online master's degree program, can be completed in as little as.

*2 terms per semester; each term is 8 weeks

$595/credit

$1,785 3-credit course

Active Duty Military

truED Preferred Tuition

Credit Hours Required

Spring A: Dec. 20

Classes Start

Spring A: January 6, 2025

Lead Projects to Success with A Master of Project Management

Advance your career with our comprehensive project management master's degree. The MPM program at Champlain College Online integrates technical expertise with essential communication and leadership skills to ensure successful project completion within defined scope, schedule, and budget limitations. You'll develop proficiency in stakeholder engagement, agile project management, and project control, preparing you to handle complex, multi-faceted projects that build value for both the project and its stakeholders.

Manage Your Future 

Distinguish yourself with an accredited MPM degree that combines strategic planning, project budget management, and leadership. You'll learn to apply agile methodology and project management budgeting techniques, enhancing your ability to deliver projects efficiently and effectively. Our program also emphasizes cultivating relationships and stakeholder engagement, ensuring you can manage project dynamics and team collaboration successfully. This holistic approach ensures that graduates are well-equipped to advance their careers in today’s competitive project management landscape.

Take the next step

• Request Info

Apply  (It's FREE & FAST!)

Call 802.357.5188

Schedule Admissions Call

Academic Excellence and Recognition

Regionally accredited by the New England Commission of Higher Education

Ranked among the Best Online Bachelor’s Programs by U.S. News & World Report

Designated as a Military Friendly School for our commitment to the military community

Named the among the best schools with accelerated bachelor's degrees by Intelligent.com

What Can You Do With a Master of Project Management?

Project management careers are growing, driven by the increasing need for skilled project managers in various industries. According to the Bureau of Labor Statistics, employment in management occupations is projected to grow 6% from 2022 to 2032, faster than the average for all occupations​​. Project managers can expect a median annual salary of $98,580, with top earners making significantly more. Graduates of our MPM program will be qualified for high-level positions such as project manager, program manager, and project control specialist, driving strategic initiatives and project success within organizations​.

Sources:  Bureau of Labor Statistics, 2023

Top Jobs for MPM Graduates

• Project Manager
• Program Manager
• Project Control Specialist
• Project Budget Manager
• Agile Project Manager
• Stakeholder Engagement Manager
• Technical Project Lead
• Project Management Consultant

Program Details

Learn more about Champlain's 100% online 30 Credit master of project management program, designed for working professionals.

Champlain's online project management courses encompass the top skills needed by today's business professionals.

Professional Courses (30 Credits)

Required Courses

This course is designed to introduce a systematic process for planning, organizing and controlling projects. The course will present a practical methodology for completing projects more quickly with fewer problems. Student work will consist of readings, research, class special-topic presentations, group activities, a project management journal, and participation in a real world IT business project. Students will be encouraged to apply project-management techniques to solve existing real-world technology-related business problems.

Project Stakeholder Engagement

Students will effectively identify, analyze, and create engagement strategies for stakeholders in the context of project management. Students will also explore techniques for stakeholder analysis, communication strategies, conflict resolution, and fostering stakeholder collaboration. The course emphasizes practical application, ensuring learners can apply theoretical concepts to real-world scenarios, managing stakeholder expectations and enhancing project outcomes in alignment with organizational objectives.

Prerequisites

Cultivating relationships & teams.

Examine how to cultivate meaningful relationships across an organizational system, from co-workers, to team members, to broader stakeholders. Attention will be given to how to leverage both formal and informal relationships to create positive impact. Topics include perceptions, motivation, emotional intelligence, building teams, and conflict management.

Cost Engineering & Value Management

In this course, students will explore project uses of accounting and financial information and the development and use of project cost accounts. An introduction to common cost engineering principles, financial systems, and conventions will enable students to develop and evaluate project budgets. In addition, students will learn techniques to integrate resources, schedules, and cost estimates throughout the life of the project to predict and manage cost performance.

MBA 506, or evidence of comparable study at another accredited institution

Agile Development

In this course, students study Agile project management methodologies, in the context of software development, as a way of achieving Software Engineering quality goals. Students will learn what projects lend themselves to an agile approach, and how the agile approach relates to traditional project management, while learning the tools and techniques of Agile.

Complete SDEV-520

Strategic Execution and Project Control

This course combines the critical aspects of strategic planning and project execution into a cohesive framework, enabling students to synthesize the planning, executing, and controlling of project work. Students will explore comprehensive planning strategies that include delineating project team structures, optimizing resource management, and establishing procurement plans. Students will also utilize metrics for strategic alignment and project performance evaluation, and use specialized techniques for navigating project constraints, ensuring team coherence, efficient resource management, and dynamic response to project evolution.

Strategic Execution and Project Control Recovering the Floundering Project

This course reviews the categories of a project's critical success factors (CSFs) and discusses their importance in project success. Students will research early warning signs of project failure and assessment techniques used to measure the presence, or lack, of CSFs and will apply that learning to case examples. In addition to learning how to identify a troubled project, students will learn a framework for executing a recovery of a challenged project.

AI-Driven Innovation in Enterprises

In this course, students explore artificial intelligence (AI) through the lens of enterprise innovation, uncovering how AI is reshaping digital modernization. Students will learn how organizations across sectors are harnessing AI to forge customer relations and enhance process efficiency. Students will also engage with case studies that offer insights and strategies to architect an AI-centric business model tailored to an organization's scale, sector, and data governance strengths.

Portfolio and Program Management Recovering the Floundering Project

Students will explore program and portfolio management, focusing on supervising and regulating interconnected projects to align with organizational objectives. Students will also learn key strategies for selecting and prioritizing projects, implementing effective management practices, and utilizing tools like earned value management for overseeing projects efficiently.

Field-Based Capstone Project

This course is built around a project that is designed to apply, in a comprehensive manner, the core areas of knowledge around which the MBA has been built. The project may be performed for a current employer, a sponsoring workplace or as an internship as either a service-learning project for a qualifying nonprofit organization or another organization of the student's choosing.

The MBA 590 Capstone course must be taken only after all other courses in the program have been completed.

In addition to developing advanced communication and analytical skills, and a strategic mindset, graduates of the master of project management online program will demonstrate a mastery of the following industry-specific competencies:

• Apply Project Management Methods: Critically evaluate various project management methodologies and apply the most appropriate one to the project context at hand, ensuring efficiency and effectiveness in project delivery.
• Stakeholder Management: Engage with stakeholders to accurately assess their needs and expectations, and manage these throughout the project lifecycle to ensure stakeholder satisfaction and project success.
• Develop and Apply Project Plans: Develop comprehensive project plans that incorporate strategic planning, resource allocation, and risk management strategies; apply these plans to complex scenarios, adjusting as the project evolves in real time; and maintain alignment with overall project objectives.
• Leadership and Collaboration: Exhibit strong leadership capabilities by fostering team collaboration and cultivating environments where team members are motivated and engaged, leading to high-performing project teams.
• Risk Management: Identify potential project risks, conduct thorough risk analyses, and implement strategies to mitigate these risks, ensuring project continuity and success.
• Integration: Integrate knowledge across all process groups and knowledge areas of project, program, and portfolio management.

Champlain College Online's business faculty, led by Department Chair Dr. Albert Orbinati, are expert practitioners in the field. Their industry expertise ensures that our business management curriculum is aligned with the needs of employers, and reflects the skills today’s business professionals need for success. Classes led by our seasoned experts will give you real-world insight into the business world, and create a rich community of career-focused learning.

Tuition & Costs

Graduate tuition fall '23 - summer '25.

*Based on a 3-credit course; cost will vary if course is a different number of credits

** Starting Summer 2024, not retroactive

See the graduate cost of attendance and fees here

What To Expect at Champlain Online

Expect convenience.

Go to school wherever and whenever is best for you, on the device of your choice.

Expect A Career Focus

Relevant and immediately applicable coursework gets you ready for your next career move

Expect Support

Your dedicated academic advisor provides the support you need to meet your academic goals

Expect Superior Faculty

Learn from practitioner faculty working in the field, with real-world experience and knowledge.

Meet the Program Director

Albert orbinati, phd.

• Business (A.S., B.S., M.S., Certificates)
• Human Resource Management (B.S., Certificates)
• Leadership (M.S.)
• Management Information Systems (B.S.)
• Organization Development & Human Relations (M.S.)

Albert Orbinati, PhD, is Assistant Professor and Department Chair for the undergraduate and graduate business programs at Champlain College Online.

Prior to Champlain, Dr. Orbinati's roles have included Assistant Vice President of Online Learning and Continuing Education at Medaille University in Buffalo, NY; Dean of the School of Professional and Continuing Education at Russell Sage College in Albany, NY; and Director of Online and Non-Traditional Programs at Utica University in Utica, NY. In addition to his career in higher education, Albert is a member of the U.S. military, and currently holds the rank of Major in the Vermont Air National Guard.

Dr. Orbinati holds a B.A. in Urban Planning from Binghamton University, an M.A. in Adult Education from Central Michigan University, an M.B.A from Champlain College, and a Ph.D. in Adult Education from Capella University.

Why Champlain

Champlain community.

"My advisor was nothing short of wonderful! She helped me organize my class schedule to complete my degree at an accelerated pace and keep me on track. Without her knowledge and help, I couldn't have completed my degree in the timeframe I needed."

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Researcher Management and Leadership Training

Taught in English

Some content may not be translated

Financial aid available

18,231 already enrolled

Gain insight into a topic and learn the fundamentals

Instructor: Anne M. Libby, PhD

Included with Coursera Plus

(357 reviews)

Recommended experience

Intermediate level

Experience with externally-funded research, or plans to join a scientific team or to lead funded research projects.

What you'll learn

Assess the importance of management and leadership skills, and identify approaches to optimize resources when building a research career.

Identify key financial and administrative responsibilities for researchers, including regulatory compliance, financial reporting, and budgeting.

Understand how to effectively manage a research group: hire new people, manage existing employees, and engage teams to cultivate a positive culture.

Compare key responsibilities for mentors and mentees, strategically build mentorship teams, and enhance mentorship using coaching and sponsorship.

Skills you'll gain

• Clinical Research
• Resource Management
• Team Management

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There are 6 modules in this course

This course is for early career researchers and mentors who believe that modern scientific careers require management skills and want to be research leaders. This curriculum gives you skills to effectively implement funded projects, thereby enhancing your career success. Research leaders take on a number of new roles, rights, and responsibilities--as scientific leaders, financial administrators, managers, and mentors. In this course, we explain how to optimize the people, teams, projects, and finances for which you are responsible.

Despite your research training, you are probably facing an urgent training gap in leadership and management skills. Scientific careers falter for non-science reasons when researchers fail to execute a scope of work: struggle to track expenses and returns substantial unspent grant funds; or run out of funds by spending on the wrong people or mismanaging the right people. Consequently, projects close with inadequate progress on aims, thus compromising successful competition for future funding. This course will help avoid these traps. Leadership and management are essential skills for researchers. Several early career researchers, senior scientists, and administrative leaders are eager to share their expertise and experiences with you.

Welcome to Researcher Management and Leadership Training

What's included

4 videos 5 readings

4 videos • Total 17 minutes

• Introduction to Researcher Management and Leadership Training • 7 minutes • Preview module
• Take Action to Maximize your Course: Do this First • 3 minutes
• Hear from Course Faculty (OPTIONAL) • 2 minutes
• Course Teaser: Why Researcher Management & Leadership? (OPTIONAL) • 2 minutes

5 readings • Total 45 minutes

• About the Team: Research Management and Leadership Training • 10 minutes
• Course Development Grants (OPTIONAL) • 10 minutes
• Basis for Training Program (OPTIONAL) • 10 minutes
• Get help and meet other learners in this course. Join your discussion forums! • 5 minutes
• Learning Partner • 10 minutes

Being an effective leader--of projects and people--means to understand yourself and how you communicate with others. In practical terms, this means taking steps to align the words you say with the things you do. As a leader you set a mission and vision for your work that reflects your personal values, and then show people how to contribute to your vision of a brighter future--leadership is about getting people to follow you! We will discuss leadership behaviors generally, and specifically scientific leadership. Leaders take on additional and specific roles when you lead specific people such as employees. In that case, you may take on management or mentoring functions. These are related to, but quite different in important ways, from leadership. We will introduce you to important management and mentoring skills in other modules. This module focuses on the rights and responsibilities you have as a research leader.

33 videos 3 readings 1 quiz 1 discussion prompt

33 videos • Total 177 minutes

• Introduction to Leadership • 4 minutes • Preview module
• Anne Leadership Behaviors - 1. Contrasting Leadership Theories • 5 minutes
• Anne Leadership Behaviors - 2. Measuring Leadership Practices • 5 minutes
• Anne's Story (OPTIONAL) • 8 minutes
• Anne Leadership Behaviors - 3. Kouzes & Posner 5 Leadership Practices • 10 minutes
• Rich Q&A Interview on Leadership Practices (RECOMMENDED) • 19 minutes
• Rich's Story (OPTIONAL) • 5 minutes
• Vik Leadership Lessons - 1. Leadership Challenges & Key Approaches • 3 minutes
• Vik Leadership Lessons - 2. Make Mistakes and Strive for Resilience • 3 minutes
• Vik's Story (OPTIONAL) • 7 minutes
• Vik Leadership Lessons - 3. Get the Right People on the Team • 3 minutes
• Vik Leadership Lessons - 4. Build Culture & Trust on Team • 3 minutes
• Vik Leadership Lessons - 5. Take a Big Picture View • 4 minutes
• Vik Q&A Interview on Leadership Lessons (RECOMMENDED) • 11 minutes
• Mark Engaging Executives - 1. Getting Advice • 2 minutes
• Mark Engaging Executives - 2. Listen & Hear • 3 minutes
• Mark's Story (OPTIONAL) • 1 minute
• Mark Engaging Executives - 3. Be Direct & Follow Up • 2 minutes
• Mark Engaging Executives - 4. Look Forward & Manage Yourself • 3 minutes
• Mark Q&A Interview (RECOMMENDED) • 3 minutes
• Prem Leadership - 1. Leading Scientific Projects / Collaborations • 1 minute
• Prem Leadership - 2. Start with Productivity Plans & Choose Collaborators • 4 minutes
• Prem's Story (OPTIONAL) • 5 minutes
• Prem Leadership - 3. Build Your Professional Reputation • 3 minutes
• Prem Leadership - 4. Teams & Delegation • 2 minutes
• Prem Q&A Interview on Scientific Leadership (RECOMMENDED) • 12 minutes
• Jose Scientific Leadership - Get Help to Face Challenges & Change Mindset • 4 minutes
• Jose's Story (OPTIONAL) • 1 minute
• Jose Q&A Interview on Scientific Leadership (RECOMMENDED) • 3 minutes
• Nee Kofi on Leading International (Multi-site) Studies (OPTIONAL) • 12 minutes
• Nee Kofi's Story (OPTIONAL) • 2 minutes
• Nee Kofi Q&A Interview on International Collaborations (RECOMMENDED) • 5 minutes
• Nee Kofi Message to his research community (OPTIONAL) • 0 minutes

3 readings • Total 30 minutes

• Links: Kouzes and Posner (OPTIONAL) • 10 minutes
• Links: Referenced Reading (OPTIONAL) • 10 minutes
• Professional Development Goals • 10 minutes

1 quiz • Total 30 minutes

• Leadership Assessment • 30 minutes

1 discussion prompt • Total 15 minutes

• Minute Paper • 15 minutes

Finance and Administration

New research leaders need to know about financials, reporting, and administrative obligations. If you are the research leader of a sponsored project with grant funding, then you are an academic entrepreneur. You need business skills because financial support and academic leadership come with rules, scrutiny, and new challenges. This module will prepare you to seek local answers to key questions so that you're not taken by surprise, and do not make “beginner's mistakes” with your funds. Small missteps can be extremely consequential to you as a research leader. We will help you spend research funds appropriately, on time, and as effectively as possible. You will be made aware of key practices for compliance, and prepared to adapt to the unexpected. From a regulatory or funder perspective, our goal is to keep you in compliance, out of trouble, and in good standing as a principal or lead investigator. This module focuses on the rights and responsibilities you have as a research leader and administrator.

40 videos 4 readings 1 quiz 1 discussion prompt

40 videos • Total 197 minutes

• Introduction to Finance and Administration • 3 minutes • Preview module
• Tim Grant Terms & Reporting - 1. Administrative Responsibilities for Research Leader • 1 minute
• Tim Grant Terms & Reporting - 2. Notice of Grant Award • 4 minutes
• Tim Grant Terms & Reporting - 3. Terms & Conditions "Fine Print" • 3 minutes
• Tim's Story (OPTIONAL) • 6 minutes
• Tim Grant Terms & Reporting - 4. Progress Reports & Conflicts of Interest • 6 minutes
• Tim Grant Terms & Reporting - 5. Public Access Reporting • 3 minutes
• Tim Grant Terms & Reporting - 6. Clinical Trials Reporting & Effort Reporting • 4 minutes
• Tim Grant Terms & Reporting - 7. Human Subjects & Vertebrate Animal Research • 4 minutes
• Tim's Q & A Interview on Administration & Reporting (RECOMMENDED) • 23 minutes
• Alison Regulatory Compliance - 1. Regulatory Compliance Top 10 Tips • 2 minutes
• Alison Regulatory Compliance - 2. Administrative & Regulatory Team • 3 minutes
• Alison Regulatory Compliance - 3. Protect Original Data • 3 minutes
• Alison's Story (OPTIONAL) • 7 minutes
• Alison Regulatory Compliance - 4. Reduce Potential for Bias & Follow the Protocol • 4 minutes
• Alison Regulatory Compliance - 5. Feasibility Assessment & Continuous Training • 4 minutes
• Alison Regulatory Compliance - 6. Avoid Authorship Disputes • 3 minutes
• Alison Regulatory Compliance - 7. Manage Data Storage & Protect Clinical Data • 4 minutes
• Alison Regulatory Compliance - 8. Manage Conflicts of Interest • 3 minutes
• Melanie Financial Administration • 1 minute
• Melanie's Story (OPTIONAL) • 2 minutes
• Melanie Q&A Interview on Managing Scientific Integrity (RECOMMENDED) • 5 minutes
• Tim Budgets - 1. Processes to Track Spending & Challenges • 2 minutes
• Tim Budgets - 2. Functional Budget: Expense Categories, Problems, & Tips • 6 minutes
• Tim Budgets - 3. Personnel Expenses • 2 minutes
• Tim Budgets - 4. Managing Subcontract Budgets • 3 minutes
• Tim Budgets - 5. Financial Management for Clinical / Animal Studies • 1 minute
• Tim Budgets - 6. Carry-Forwards & No-Cost Extensions • 3 minutes
• Tim Budgets - 7. Creating a Functional Budget: "Overhead" Costs • 5 minutes
• Tim Budgets - 8. Allocating Expenses Over Time • 4 minutes
• Tim Budgets - 9. Use Expense Details to Update Functional Budget • 4 minutes
• Tim Budgets - 10. Reconcile Functional Budget with Financial Detail Report • 5 minutes
• Tim Budgets - 11. Functional Budget Summary & Recommendations • 2 minutes
• Tim Q&A Interview on Budget Management (RECOMMENDED) • 20 minutes
• Pam Decision Mindset - 1. Administrative Decision-Making & Mindset (OPTIONAL) • 2 minutes
• Pam Decision Mindset - 2. Consider the "Scout" Mindset (OPTIONAL) • 3 minutes
• Pam Decision Mindset - 3. Decisions are Problems to Solve (OPTIONAL) • 2 minutes
• Pam Decision Mindset - 4. Comparing Alternative Solutions (OPTIONAL) • 4 minutes
• Pam Decision Mindset - 5. Implement Solutions & Manage Bias (OPTIONAL) • 3 minutes
• Pam Q&A Interview on Common Administrative Mistakes (RECOMMENDED) • 8 minutes

4 readings • Total 40 minutes

• Link: Journal Reporting Guidelines (OPTIONAL) • 10 minutes
• Sample documents in Budget Lecture • 10 minutes
• Galef TEDTalk link (OPTIONAL) • 10 minutes
• Finance and Administration Assessment • 30 minutes

Management - Part 1: Starting a Research Team

Management refers to getting people to perform to agreed-upon standards. We will address important practices when managing people who work for you, whether they're paid employees, or earning credit such as students. Management is one of the biggest traps for early-career researchers, from defining tasks to giving direction and correction to delivering performance reviews and professional development. Having one or more people work on your research team requires you to engage someone to work in order to advance your goals. Your goal is that they will be your extenders, and do for you what you don't or won’t do for yourself. If you manage effectively then they will be accountable and responsible for their work. This course will address key actions you will take as you start your own lab or research group: how to decide the kind of person you need; take steps to hire someone; and how to manage individuals, your team, the project, and also manage yourself. We’ll get you started on a path to effective management, improving your team’s performance and your own productivity and scientific leadership. This module begins our program on the rights and responsibilities you have as a research leader and manager of people and teams.

24 videos 2 readings 1 quiz 1 discussion prompt

24 videos • Total 139 minutes

• Introduction to Management Part 1: Starting Teams • 3 minutes • Preview module
• Anne Setting Expectations - 1. Start Right on New Employee Day 1 • 5 minutes
• Anne Setting Expectations - 2. Use Structured, Documented Guidance • 5 minutes
• Anne Setting Expectations - 3. Tips to Communicate Progress & Priorities • 9 minutes
• Anne Setting Expectations - 4. Communication Protocols & Team Culture • 4 minutes
• Anne Setting Expectations - 5. Get Better with Feedback • 0 minutes
• Rich Q&A Interview on Management (RECOMMENDED) • 11 minutes
• Stephanie Lab and Project Management • 3 minutes
• Stephanie's Story (OPTIONAL) • 2 minutes
• Stephanie Q&A Interview (RECOMMENDED) • 7 minutes
• Janine Hiring - 1. Decision to Hire, and When • 3 minutes
• Janine Hiring - 2. Type of Person / Position to Hire • 5 minutes
• Janine's Story (OPTIONAL) • 5 minutes
• Janine Hiring - 3. Write Job Description & Plan Interview Process • 4 minutes
• Janine Hiring - 4. Job Applicant Screening Process • 3 minutes
• Janine Hiring - 5. Planning Interview Questions • 5 minutes
• Janine Hiring - 6. Check References Every Time • 2 minutes
• Janine Q&A Interview on Hiring (RECOMMENDED) • 21 minutes
• Nanette Management - 1. Manage Your Staff, Project & Self • 1 minute
• Nanette Management - 2. Manage your Team • 2 minutes
• Nanette's Story (OPTIONAL) • 5 minutes
• Nanette Management - 3. Manage your Project • 4 minutes
• Nanette Management - 4. Manage Yourself • 2 minutes
• Nanette Q&A Interview on Leadership & Management (RECOMMENDED) • 20 minutes

2 readings • Total 20 minutes

• Lab Statement Examples (OPTIONAL) • 10 minutes
• Management Assessment - Part 1: Starting a Research Team • 30 minutes

Management - Part 2: Growing and Maintaining a Research Team

We continue our work on management, now focusing on existing employees and groups of employees. Now you have people working to help you advance your goals. As a group, there is an ethos or culture to define and manage. Over time you will experience turnover when people leave the work group, and also hopefully retention as people find satisfying employment with your group. You must now attend to people’s own professional goals over time, and assess performance as they add new tasks and skills. As your own research enterprise grows and your team grows in number, you will delegate more tasks. With respect to managing scientific integrity, we will address processes to help. Focusing on delegation, we will address specifics of performance management and effective reviews, going beyond annual performance reviews. We’ll get you started on a path to effective management, improving your team’s performance and your own productivity and scientific leadership. This module concludes our program on the rights and responsibilities you have as a research leader and manager of people and teams.

21 videos 3 readings 1 quiz 1 discussion prompt

21 videos • Total 113 minutes

• Intro to Management Module Part 2: Grow & Maintain Teams • 3 minutes • Preview module
• Eva Lab Management - 1. Physician Scientists Contributions & Challenges • 3 minutes
• Eva Lab Management - 2. Plan the NEXT Grant • 3 minutes
• Eva's Story (OPTIONAL) • 7 minutes
• Eva Lab Management - 3. Rigor & Reproducibility • 5 minutes
• Eva Lab Management - 4. Considerations for Building Team • 3 minutes
• Eva Lab Management - 5. Dealing with the Wrong Employee or Position • 4 minutes
• Janine Performance Reviews - 1. Effective Annual Reviews • 3 minutes
• Janine Performance Reviews - 2. Define Performance Success with SMART Goals • 4 minutes
• Janine Performance Reviews - 3. Define Tasks & Core Competencies • 3 minutes
• Janine Performance Reviews - 4. Measuring Tasks & Competencies • 4 minutes
• Janine Performance Reviews - 5. Process and Outcome Goals • 2 minutes
• Janine Performance Reviews - 6. Retention with Development Goals • 5 minutes
• Janine Performance Reviews - 7. When Performance Does Not Meet Standards • 5 minutes
• Janine Performance Reviews - 8. Discipline Performance Management • 3 minutes
• Janine Q&A Interview on Performance Reviews (RECOMMENDED) • 18 minutes
• Hillary Practical Management - 1. Transition to Independence • 4 minutes
• Hillary Practical Management - 2. Manage Time & Team Growth • 5 minutes
• Hillary's Story (OPTIONAL) • 1 minute
• Hillary Practical Management - 3. Build Resiliency & Find Your People • 5 minutes
• Hillary Q&A Interview on Nurturing a Research Team (RECOMMENDED) • 14 minutes
• Recommended Perspective (OPTIONAL) • 10 minutes
• Link: Recommended Reading (OPTIONAL) • 10 minutes
• Professional Development Goal • 10 minutes
• Management Assessment - Part 2: Growing and Maintaining a Team • 30 minutes

Getting and giving effective mentorship are skills to build over your career. Mentoring is needed at every age and stage, and is an evidence-based way to boost your career and work satisfaction. Mentorship is a critical element for your professional development as a scientific and research leader. As a new research leader, you may be asked to begin mentoring now that you've had some success. Our goal is to help you get the most out of your mentors, and also prepare to become a highly effective mentor. We focus on the mentee, the person who seeks to benefit from the mentor's knowledge and experience, and the mentor, the person with relatively more experience and expertise to share. Each role comes with rights and responsibilities, and goals for the relationship. In this course, we describe the difference between mentorship and sponsorship, and how to get each type of support. We help you shift your thinking to be strategic about building your own mentorship team, and think of your mentorship team as your own personal board of directors. Coaching is introduced as a way to enhance your mentoring skills. We encourage you to watch this module with a mentee or mentor to build that relationship, while building skills that can be used in any mentoring relationship.

28 videos 1 quiz 3 discussion prompts

28 videos • Total 140 minutes

• Introduction to Mentorship • 3 minutes • Preview module
• Anne Mentoring - 1. Beliefs about Mentoring Relationships, Mentees, & Mentors • 5 minutes
• Anne Mentoring - 2. Effective Mentees Know Values, Needs, Goals • 5 minutes
• Anne Mentoring - 3. Identify Mentors and Build Professional Network • 4 minutes
• Anne Mentoring - 4. Engaging with Potential Mentors • 4 minutes
• Anne Mentoring - 5. Defining the Terms of a Mentoring Relationship • 4 minutes
• Anne Mentoring - 6. Challenges in Mentoring Relationships • 4 minutes
• Anne Mentoring - 7. Challenges to Relationship, & Resolutions, from Mentee • 3 minutes
• Nee Kofi Mentoring Reflection (OPTIONAL) • 1 minute
• Greg Board of Directors - 1. Strategically Plan Mentorship Team • 5 minutes
• Greg Board of Directors - 2. Key Roles as CEO, Board of Directors, Shareholders • 2 minutes
• Greg's Story (OPTIONAL) • 1 minute
• Greg Board of Directors - 3. You as CEO & Shareholder • 5 minutes
• Greg Board of Directors - 4. Creating your Board of Directors • 5 minutes
• Greg Board of Directors - 5. Find Multiple Types of Mentors / Advisors • 3 minutes
• Greg Board of Directors - 6. Conflicts with Mentors or Board Members • 4 minutes
• Greg Q&A Interview on Mentoring (RECOMMENDED) • 11 minutes
• Anne Coaching - 1. Comparing Mentoring and Coaching, & When to Coach • 6 minutes
• Anne Coaching - 2. Coaching Skills: Active Listening & Goal Setting • 8 minutes
• Judy Mentoring - 1. Mentorship Qualities & Motivations • 3 minutes
• Judy Mentoring - 2. Evaluating Mentor (or Mentee) Fit • 2 minutes
• Judy's Story (OPTIONAL) • 3 minutes
• Judy Mentoring - 3. Finding Sponsorship • 2 minutes
• Judy Q&A Interview on Mentorship and Sponsorship (RECOMMENDED) • 16 minutes
• Kathleen (KC) Mentors now Collaborators (OPTIONAL) • 9 minutes
• KC's Story (OPTIONAL) • 1 minute
• KC Q&A Interview on Mentorship Teams (RECOMMENDED) • 8 minutes
• Congratulations, you completed the course! • 0 minutes
• Mentorship Assessment • 30 minutes

3 discussion prompts • Total 45 minutes

• Managing Your Mentor & Yourself (OPTIONAL) • 15 minutes
• Professional Development Goals Discussion (OPTIONAL) • 15 minutes

Instructor ratings

We asked all learners to give feedback on our instructors based on the quality of their teaching style.

The University of Colorado is a recognized leader in higher education on the national and global stage. We collaborate to meet the diverse needs of our students and communities. We promote innovation, encourage discovery and support the extension of knowledge in ways unique to the state of Colorado and beyond.

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Learner reviews

Showing 3 of 357

357 reviews

Reviewed on Jun 14, 2020

Thoroughly liked the whole course curriculum. It is very important for everyone seeking leadership skills.

Reviewed on Apr 27, 2022

The course is very informative and interesting. I personally learned more than expected. Now I am more aware of the type of leaderhsip and how to be more proactive.

Reviewed on Feb 24, 2023

it was great learning with personal experiences of experienced professionals.

got valuable learning . must for early researchers. worth learning . thank you

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Frequently asked questions

Can i get specific feedback from the course directors on my professional development goals.

Please post your goals to a discussion forum for that module, and course directors will periodically respond. Make it clear you would like feedback. Alternatively, you are welcome to email course directors for feedback, although if volume is high you may not get feedback more often than weekly. We want to support your goals! Please watch for announcements for real-time mentoring events, and in-person or virtual training events.

When will I have access to the lectures and assignments?

Access to lectures and assignments depends on your type of enrollment. If you take a course in audit mode, you will be able to see most course materials for free. To access graded assignments and to earn a Certificate, you will need to purchase the Certificate experience, during or after your audit. If you don't see the audit option:

The course may not offer an audit option. You can try a Free Trial instead, or apply for Financial Aid.

The course may offer 'Full Course, No Certificate' instead. This option lets you see all course materials, submit required assessments, and get a final grade. This also means that you will not be able to purchase a Certificate experience.

What will I get if I purchase the Certificate?

When you purchase a Certificate you get access to all course materials, including graded assignments. Upon completing the course, your electronic Certificate will be added to your Accomplishments page - from there, you can print your Certificate or add it to your LinkedIn profile. If you only want to read and view the course content, you can audit the course for free.

What is the refund policy?

You will be eligible for a full refund until two weeks after your payment date, or (for courses that have just launched) until two weeks after the first session of the course begins, whichever is later. You cannot receive a refund once you’ve earned a Course Certificate, even if you complete the course within the two-week refund period. See our full refund policy Opens in a new tab .

Is financial aid available?

Yes. In select learning programs, you can apply for financial aid or a scholarship if you can’t afford the enrollment fee. If fin aid or scholarship is available for your learning program selection, you’ll find a link to apply on the description page.

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125 Project Management Research Topics Ideas

Are you urgently in need of top-class project management research topics for your upcoming exam? Keep reading for exclusive writing ideas.

Those who have handled a project management thesis before can witness that this is not a smooth affair. The creativity, level of research, and critical thinking necessary for developing such a paper require a mature student. The greatest hurdle comes in when you want to develop your research topic. Our professional writers have everything you need to write an award-winning paper. Scroll down to find out how?

What Is A Project Management Research Paper?

It is an assignment that requires students to integrate the different processes to achieve a particular goal and deliverables. Project management is based on the principle that all tasks are special, and thus, you should not treat two tasks as the same.

In this type of assignment, students have to develop many coordination skills and fairness in dealing with various projects. Since various tasks differ in line with their functional procedures, you have to dig deeper to determine how each yields direct and proportional earnings in the end.

Does all these sound like rocket science to you? Well, the next few lines will make you understand this subject better.

Key Points About A Project Management Thesis

There are different steps involved in writing a project management paper. These will contribute to the body paragraphs’ overall quality, length, and depth. The various practices involved in project management include:

Initiating Planning Executing Controlling Closing the work of a team

When you bring all these processes together, you can achieve a particular goal or specific success within the set time. That brings us to a critical component of project management – time!

Every project has a given time frame within which it is complete. It is the primary challenge as time constraints are always when unexpected issues arise. However, with practice, time will not be a factor anymore; it will be the motivation for completing a particular project.

If you don’t feel those skills are important to you, you can get custom dissertation help from our expert team.

How To Write A Top-Rated Project Management Paper

For you to write a paper that will get the attention of your university teacher, there are various steps that you have to take. Remember that you have to demonstrate to your professor that you understand your topic and can significantly contribute to the topic at the end of the day.

Here is a step-by-step guide that will take you through the full process of project management writing:

• Understand your assignment: You should carefully read the question and point out any confusing part that you may need clarity with your professor. You also set the goal, timeline, length, format, and other requirements.
• Develop an interesting project management topic: The best way to generate a writing idea is by brainstorming. You can ask a friend tutor or get inspiration from other research papers.
• Begin your preliminary research: You can point out arguments that seem important to your topic and find captivating angles to present them. It is advisable to consult sources such as books, journals, or reliable websites. Having research questions in this section will give you ample time.
• Think of an exciting thesis statement: This will be your central argument that will establish your research paper’s position and purpose. Remember to include the evidence and reasoning you intend to support your answer.
• Develop an outline for your paper: It includes the key topics, arguments, and examples that will feature in your paper. Having a structured outline helps you complete the writing process effortlessly.

Once you complete these steps, your writing will be like a walk in the park. You will express your ideas clearly and have a logical paper.

Now let’s explore some of the most sought after project management topics:

Easy Project Management Research Topics

• How to implement capital improvement projects
• Discuss the essence of a good project management plan before the onset
• The role of technology and funding in implementing projects
• Consider the effects of working from home on project management
• How global companies manage projects across various regions
• What is the impact of the world becoming a global village in project management?
• Why is it necessary to segment tasks in a multi-sectorial project?
• Discuss the process of harmonizing systems, people, and resources
• Why is project management as a course in school necessary for the job market?
• Discuss the challenges related to transit projects
• Evaluate the various trends in project management in the digital age
• The role of leadership systems in project management
• Why time management is necessary for the completion of any task
• How to develop achievable goals or aspirations in a project
• The role of risk management before embarking on a project

High-Quality Project Management Topics

• The undisputed role of administrators in any project
• Technological systems that have made project management easier
• Discuss the complexity in completing different projects
• Why should every project have a project tracking instrument?
• Steps towards developing a working budget for a project
• Why do project managers write a proposal before embarking on the actual work?
• How often should the project manager meet to discuss the progress of a project?
• How to develop cost-effective projects in developed nations
• Discuss the various sources of primary funding for projects
• Why are communications skills necessary for any project?
• Compare and contrast the completion rate of government projects versus private projects.
• Discuss the authorization process of a project

Custom Project Management Research Paper Topics

• Discuss the roles of various officers involved in the running of a project
• What makes a particular project require a great number of resources?
• How to develop objectives and scope of work for different projects
• Analyze how the 24-hour economy is impacting the completing of massive projects
• Why it is important to determine the timing of an escalation in a project
• Should project managers remain engaged throughout the lifecycle of a project?
• Discuss some of the leadership qualities necessary for project management
• Why motivation is necessary for the completion of any project
• How to point out signs of retardation in a project
• The essence of addressing emerging issues in a project as soon as possible
• What are the differences at the micro and macro levels of a project?
• Steps involved in the termination process of a project

The Best Project Management Topics For Research

• Compare and contrast the procedural and mechanical parts of a project
• How to yield direct and proportional earnings from a project
• Management of a project during the economic recession
• Evaluate how COVID-19 restrictions impacted project management policies
• The role of integrating people and machines in the completion of projects
• Analyze the role of soft skills in project success rates
• How does cultural diversity impact project performance in the US?
• Why it is important to keep financial records in the implementation of a project
• Evaluate the design and implementation of projects
• A review of the stalled projects and why the project managers are to blame
• An in-depth analysis of procurement procedures in project management
• How organizational characters affect the development of a project

College Project Management Topics For Research Papers

• Investigate the organizational characteristics that affect project completion
• Identify cost-effective key performance indicators in a project?
• Social network analysis tools necessary for project management
• Discuss how emotional intelligence leads to the success of a project
• How to develop an effective project scheduling system for large projects
• Why standard operating procedures are necessary for effective projects
• The role of teamwork and collaboration in project completion
• Why quality control is necessary for any successful project
• Effective resource management techniques for technical projects
• Interpersonal skills that will make a project work
• Ethics involved in project management
• Discuss project mapping and progress reporting

Latest Research Topics For Project Management

• Are all project problems an indicator of more trouble to come?
• The role of identifying job descriptions in the success of projects
• Why it is necessary to incorporate staff retention and training in projects
• Evaluate the various project documentation processes
• How to develop better project control and management tools
• Discuss the differences between contractual and commercial management of projects
• Why delays and disruptions increase the cost of projects
• Impact of timely delivery of projects on economic development of countries
• Effects of sanctions of global projects
• Discuss conflict resolution practices in a particular project
• How to develop credit risk modeling techniques for projects
• Why appraisals and incentives are necessary for project success

Hot Research Project Topics In Business Management

• The role of business planning in a competitive environment
• How different business structures affect their development paradigms
• How to develop effective customer service strategies for businesses
• Why it is necessary to resolve employment issues before they escalate
• Inventory control practices in business management
• Discussing the necessity of keeping a keen eye on tax compliance in business establishments
• The role of record-keeping in the management of business ventures
• How to develop pricing structures that will keep the business afloat
• Discuss the peculiarities of merchandising and packaging
• Evaluate how insurance is necessary for any business
• Marketing strategies that will outshine competitors in a business setting
• How e-commerce is transforming project management in businesses

Innovative Topics For Project Management Research

• The role of decision making and problem-solving in project management
• Why technology and analytics are important components of successful projects
• How to use organizational culture to the benefit of project management
• How to manage international businesses using social media
• Discuss the role of entrepreneurs and founders in project development
• Effective operation strategies for developing projects
• How to adjust and adapt to organizational change
• Performance indicators that are necessary for competitive project management
• The role of feedback in the development of any commercial project
• Why personal productivity is necessary for any project management strategy
• Reasons why health and behavioral science are important in project management
• Discuss the effects of globalization on project management policies

Quality Research Topics In Management

• Discuss the role of government policies and regulations in project management
• How power and influence impact award of tenders for various projects
• Human rights to consider in project management
• The role of incubation hubs in project development
• Cross-functional management in projects
• Team member engagement in project management
• Legal issues in project management
• Political interference in development projects
• Evaluate various workspaces design
• Why should workplace health and safety be a priority in project management?
• Virtual teams and project management
• Why mission statements are necessary for project management

Construction Project Management Research Topics

• Best practices in digital project management
• How English as a language necessitates project management
• Online technologies that offer innovative project management ideas
• Student-centered symposiums in project management
• Cheap project management solutions that offer quality output
• The role of expatriates in development projects
• Discuss the four phases of project management
• How to manage change in a project
• Agile innovation methods for project success
• Quantitative tools for project management
• The revival of the construction project economy
• Developing sustainable construction projects
• The impact of building information modeling
• Collaborative work in project management

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