Project Managers Bring Vital Value to Clinical Projects

Project managers are skilled professionals who have vast amounts of training and experience that can benefit clinical labs. They are great at keeping projects on track and on budget and managing various stakeholder groups. These professionals are important to have onboard for any complex project, including in clinical laboratories and hospitals, but there are also some limitations to what should be asked of project managers. Knowing how to support project managers and how to appropriately focus their work are the keys to getting the maximum benefit from these valuable professionals.

What are the direct and indirect benefits of using a project manager?

Project managers can help keep projects on schedule and on budget, saving institutions money and time by avoiding costly mistakes that can be made by staff without the proper training. Project managers can also improve communication on projects, mitigate risks, and streamline projects, including helping to triage and prioritize planned and unplanned challenges to move the project forward.

When it comes to clinical labs, what specific challenges can a project manager help with?

“It can be extremely difficult for clinical laboratory leaders and managers to oversee the complexities of large projects while also balancing the day-to-day operations of a laboratory service,” says Julie Smith, MA, PMP, project consultant in diagnostics at London Health Sciences Center (LHSC) in Ontario, Canada, who recently helped support a large total laboratory automation project of LHSC’s microbiology laboratory. “Having a project manager in place enables the clinical team to play a more supportive role on the project, allowing them to prioritize the laboratory service requirements without compromising project timelines.”

In combination with effective laboratory leadership and access to subject matter experts, the right project manager will ensure a project experiences fewer delays, promote cohesiveness between members of the team, and enhance communication regarding project milestones and timelines.

The Dos and Don’ts of Project Managers
What project managers do	What project managers don't do
Oversee the total project: The project manager is tasked with overseeing all aspects of the project, including planning, execution, installations, and closure. Improve communication within the project: Project managers will ensure timely and transparent communication with all stakeholders. Problem-solving: Project managers are skilled at problem-solving and adaptable to the challenges and uncertainties that will undoubtedly occur throughout the project life cycle. Leadership and soft skills: Most projects involve several levels of stakeholders; effective project managers must possess exceptional people skills and leadership qualities. Organization & time management: Given the complexity of the projects that require dedicated project managers, these professionals are trained in effective time management and organizational skills, including generating charts and tables to keep projects on track.	Identify which equipment to purchase: Project managers require this information from their laboratory clients, in a timely manner, to keep projects on schedule. Component testing: Laboratories need to test the equipment upon completion of a project to ensure it works and that the newly integrated components are correctly functioning in conjunction with existing or other equipment. Communicate sensitive information to groups outside of the project: This type of communication should be done by the appropriate laboratory leadership team, not the project manager. Institutional change management: The project manager should integrate the project into any expected change initiatives but they should not be expected to inform teams outside of the project regarding change management issues, this should again be handled by the appropriate leadership team.

The Dos and Don’ts of Project Managers

What project managers do

What project managers don't do

Oversee the total project: The project manager is tasked with overseeing all aspects of the project, including planning, execution, installations, and closure.
Improve communication within the project: Project managers will ensure timely and transparent communication with all stakeholders.
Problem-solving: Project managers are skilled at problem-solving and adaptable to the challenges and uncertainties that will undoubtedly occur throughout the project life cycle.
Leadership and soft skills: Most projects involve several levels of stakeholders; effective project managers must possess exceptional people skills and leadership qualities.
Organization & time management: Given the complexity of the projects that require dedicated project managers, these professionals are trained in effective time management and organizational skills, including generating charts and tables to keep projects on track.

Identify which equipment to purchase: Project managers require this information from their laboratory clients, in a timely manner, to keep projects on schedule.
Component testing: Laboratories need to test the equipment upon completion of a project to ensure it works and that the newly integrated components are correctly functioning in conjunction with existing or other equipment.
Communicate sensitive information to groups outside of the project: This type of communication should be done by the appropriate laboratory leadership team, not the project manager.
Institutional change management: The project manager should integrate the project into any expected change initiatives but they should not be expected to inform teams outside of the project regarding change management issues, this should again be handled by the appropriate leadership team.

What project managers need to succeed

Always respond to a project manager’s requests for information as soon as possible, it’s not reasonable to expect a project to be completed on time if the people needing to supply information to the project management team are delayed in providing information. It’s important to set the project manager up for success. For instance, do not force the project manager into an unrealistic timeline or budget that they know they cannot meet, this only sets the project up for failure. These professionals’ opinions are based on years of experience—respect their experience and collaborate with the project manager rather than forcing them into situations where they aren’t comfortable.

Also, recognize that project managers are generally not subject matter experts in clinical laboratories. Providing them with a contact in the lab who can not only answer technical questions about equipment purchases, reagent storage, workflow, etc. but also be easily available to the project manager when questions arise will allow the project manager to move the project forward efficiently, and will also ensure the end result will serve the needs of the lab team.

How to choose a project manager for your project

When posting the position, provide a detailed and accurate job description—this will help you identity the candidates who have the right background and qualifications for the project.

Look for candidates that demonstrate competency in

Leadership
Problem solving
Organization
Communication
Structured project management techniques
People skills
Technical skills associated with the project, e.g., experience building a clinical lab
Technological competence

In terms of technological competence, the chosen candidate will need to use technology to generate charts and tables to keep projects on track, and will also oversee the installation of technology, for which having some familiarity with is a great asset.

“It’s important to recognize that each project manager brings their own unique set of skills and experience to the role,” says Smith. “My advice would be to ensure that the project manager is a good fit for the laboratory’s clinical and management team.”

“It’s also essential to have a dedicated medical laboratory professional work alongside the project manager. The synergy and productivity that can result when these two worlds collide is incredible,” she says. “While the medical laboratory professional offers profound insights into the laboratory’s clinical needs, the project manager can help facilitate each step along the way. Ultimately, this team structure ensures a successful transfer of responsibilities as the project manager transitions to other initiatives.”