The Clinical and Translational Science Awards (CTSA) program supports a national network of medical research institutions dedicated to developing, demonstrating, and disseminating innovations that enhance the efficiency and effectiveness of clinical translation. High-performing translational teams are critical for advancing evidence-based approaches that improve human health, but they often face unique challenges. Translational teams are typically interdisciplinary and composed of researchers, clinicians, trainees, and community partners. They function as a blend of academic knowledge generators and industry-like product developers, making their work complex and evolving as it progresses through the translational pipeline. Large, multi-component, and inter-institutional translational teams face additional issues related to coordination and management. Because poor project management may cause more problems for health-related research than methodological issues, a tailored and more expansive approach to project management may help translational teams overcome the unique challenges they face.

Project management is traditionally described as the application of relevant knowledge, skills, and tools in a strategic manner to ensure that projects meet deadlines and provide deliverables while staying within budget. However, unlike project management in industry or the business sector, project management for academic research teams usually requires a more nuanced approach to help deal with extended timeframes, limited accountability and a reduced emphasis on financial returns. There is much variability in how project management is implemented for translational teams across CTSAs. We conducted qualitative interviews with 14 dedicated project managers from six CTSAs to learn more about their experiences in translational teams. Information derived from the thematic analysis of the data was used to identify barriers and facilitators for effective project management within this context. Barriers included a lack of institutional support, communication issues, pushback, role confusion, and a need for agility. Facilitators included inclusive team environments, transparent communication, shared leadership with autonomy, and opportunities for professional development. The project managers interviewed for this study provided descriptions of their work that depicted a more expansive view of project management than the more traditional approach. They frequently described situations in which they went well beyond meeting deadlines and managing deliverables. For example, in addition to their deft team management, they described how they were able to help teams develop the skill sets essential for high-performing teams by improving overall communication, fostering psychologically safe and inclusive environments, facilitating truly collaborative and innovative problem-solving, all while sharing leadership.

This additional information was used to inform training, and provide guidance for an innovative project management resource, the Project Management Innovation Center of Excellence (PROMICE) recently launched at the UW-Madison Institute for Clinical and Translational Research (ICTR). Through the development of a dedicated career path, PROMICE recognizes the value that project managers bring to translational science and provides the support that they need to be innovative, strengthening teams and leading them to success.