Strategic Management of Research Labs
William Barletta, MIT and Mei Bai, GSI and University Bonn
Purpose and Audience
Accelerator science and engineering are, for the most part, team enterprises whether they are conducted in a large (inter)national laboratory, a major research university, or an industrial setting. The successful research manager in any field requires a broad set of executive skills to maximize the scientific effectiveness and output of his/her team. This course is designed to develop strategic management skills for principal investigators and first line managers through upper-middle managers.
Many of the examples will draw from the instructors experience managing large accelerator research enterprises. This course is designed to mesh well with the week two course, “Project Management for Scientists and Engineers.”
At least two years of graduate training in physical, chemical or biosciences. Some supervisory experience in a research laboratory setting (either government, industry or university) is preferred.
It is the responsibility of the student to ensure that they meet the course prerequisites or have equivalent experience.
To understand the basic aspects of leadership and strategic management of team science in the research laboratory setting. Gain experience with organizational skills such as strategic planning, interpersonal influence, communications and leadership.
Lectures will be given in the mornings. The afternoons will be devoted to “learning by doing” and interactive practice sessions in each of the organizational skills covered. Homework assignments will be given in preparation for the interactive sessions.
The lectures will start with a brief description of organizational models followed by discussions of the general measures of the scientific manager. Topics will include (a) measures of a scientific manager (b) business environment for research organizations (c) leadership in scientific organizations (d) forecasting and risk, (e) strategic planning and communications. Lectures on resource management include discussion of resource type, total cost of doing business, financial basics, make/buy decisions and setting priorities. The discussion of strategic plans and business plans transitions to the strategic marketing module. This module will include proposal preparation, scientific presentations, managing reviews and marketing your staff and research product. The course emphasizes skill in communicating the strategic vision and implementation plans to staff, funding agencies, and the general public.
(to be provided by the USPAS) "Strategic Management of Research Organizations” by William Barletta, CRC Press (2019) and other materials provided by the instructors.
Students will be evaluated based on performance: final exam or project (30% of final grade), homework assignments (35% of final grade) and in-class assignments (35% of final grade).
TBD course number:
Indiana University course number: Physics 671, Advanced Topics in Accelerator Physics
Michigan State University course number: PHY 963, "U.S. Particle Accelerator School"
MIT course number: 8.790, "Accelerator Physics"