In today's global economy, having the skills and background needed to "stand out from the crowd" is becoming increasingly important. Job stability in an era of downsizing, fierce competition, and exponential technological growth is difficult to achieve. Combine market realities with customers demanding higher quality goods and services, as well as real-time communications, and the "bar" for success has moved to higher levels than ever before.

Janet Bryant, a Senior Research Scientist II & Project Manager at the Pacific Northwest National Laboratory (PNNL) in Richland, WA, observes that the use of multi-disciplinary teams to "do science" is more prevalent now than when she started as a young scientist 22 years ago. Bryant, who earned an M.B.A. in addition to her chemistry degree, observes that as research dollars continue to become scarcer, the skills and abilities that enable you to show value for a research program will become more important. "The nature of chemists in general is to think in integrated, problem-solving ways," says Bryant. "When you combine that natural inclination with the ability to organize and motivate the productive capacities of teams, amazing things can happen. Project management skills differentiate chemists in the marketplace."

Project managers are now almost required in manufacturing and pharmaceutical companies. In fact, in smaller companies, project managers may be responsible for a large number of products.

So, what is project management? There is no simple definition for project management as it applies to chemistry, or science in general, because a project manager has many roles. At its most basic, project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of the particular project.¹ Shannon Davis, a Ph.D. chemist and Commercial Development Manager for Solutia Corp., describes project management as the "skill set required to successfully complete (including, commercialize) a project, program, or series of programs. It involves keeping track of the myriad details that go into making a project successful."

In chemistry, the project is often a series of experiments designed to produce the answer to a problem. Bryant adds that a project manager has a basic understanding of the science but does not necessarily solve the problem herself. A project manager works with teams of scientists, engineers, and other workers and orchestrates the work according to the skills of each team member. A project manager needs the organizational abilities to manage relationships with clients and teams, monitor teams, troubleshoot, deal with risk and uncertainty and fit all the pieces together to structure a pathway to success. In science, however, project management tends to be more ambiguous than in other more traditional fields where it's been applied for the past 40 years (such as civil engineering and construction), because there is a larger degree of uncertainty. As Bryant quips, "You can't manage a 'Eureka' moment." She notes, "…it is also important to know when to quit. A good project manager has the ability to see how failures fit into the larger picture and help lead to long-term success."

Peter Bonk is a Ph.D. chemist who has worked at Chrysler Corp., Dow Chemical Co., and Abbott Laboratories. He notes that project managers need to learn the resources that are needed, and keep track of time constraints, deadlines, timelines, and milestones for each part of the project. Project management involves interfacing with other parts of the organization, and ensuring that all pieces of the puzzle are there from the beginning and all parts are done in a timely manner. While a project manager follows through on everyone else's job to make sure it is done, in most cases no one reports directly to him or her.

It is important to distinguish between a project manager and a lab or a line manager. Typically, a lab manager fits into a more traditional "boss" role. She has direct, formal accounting for people who work in the group, and usually has responsibility for hiring and firing employees from the group. Davis points out that lab managers are principally accountable for a large number of people and the results of their work. They deal with people management, budgets, employee reviews, and other administrative tasks. Insofar as a lab manager may coordinate research and resources within the laboratory, she acts as small-scale project manager, but has direct responsibility for the productivity of the lab, rather than the entirety of the project.

In contrast, most project managers do not have formal line management responsibilities for the people on their projects. They are responsible for the success of a project, and for ensuring that the necessary resources and details are present. Bonk notes that, "The project manager does not necessarily oversee the project staff in a line manager sense, but is responsible for filling in the details 100% on the project and working it to success." Bryant adds that the project manager builds the team, and is responsible its work environment and success. Team strength is part of the success strategy for the project itself.

Few senior project managers continue to perform active research, although this certainly depends on the situation. Some project managers whose job descriptions are more traditional might be able to continue to perform hands-on science. Bonk consults on chemistry topics, but does not have time for hands-on laboratory effort anymore. He comments, "There is still a science component. The reward for me is in seeing science applied with business to yield a product." Davis uses trend analysis to try to find the next profitable marketplace. Rather than doing pure science, her job now involves looking for markets that would use the core set of skills Solutia possesses. Bryant is involved in no direct lab work at this point in her career, and notes that it would be hard to focus on the intricacies of the science, and get it funded, manage it, and weather the political environment all at the same time. This observation might point to an underlying cause for few project managers remaining involved in laboratory research. All three noted, that a good project manager enables the success of the research team, with each team member serving their designated and integrated role.

Skills and Characteristics

A wide variety of skills and characteristics are necessary for effective project management, especially as it relates to technical work. Many of these skills can be acquired through a career as a chemist, but additional skills are needed. There is the "science" behind project management, as well as the "art".

Business is people intensive, so Bonk stresses the importance of having good people skills, which he divides into two categories: communication skills and social skills. The ability to communicate your ideas effectively facilitates the process of working with people from all parts of an organization. Good social skills are necessary because project managers work with such a wide variety of people. Davis notes that project managers must be clear about the goals of a project, what they will try to do, and why they are doing it. Bryant adds that both verbal and written communication skills are important, just as they are for chemists. It is especially important for project managers to have the ability to translate science into a business context. In addition, having an established professional or technical reputation is fundamental and adds to your credibility before you attempt to manage others.

Many other characteristics are helpful in being a good project manager. Davis says that it is necessary to be organized, because you often need to multi-task. You are ultimately responsible for the outcome, and for ensuring that everyone on the team is doing her work in the given time frame. In addition, she notes that someone must be the devil's advocate, so "be sure that you are asking the critical questions, and know when to kill the project if that becomes necessary." Bryant says that good chemists and good project managers have a lot in common. Scientists apply logic to problems to see a forward path. Chemists also have a great deal of tenacity, and stick with a project because they want to succeed. The downside to a focus on logic and tenacity, however, is that some scientists do not know when to give up and declare that even in failure, you have learned what you needed to move on to another avenue for success. Additionally, Bryant says, "You have to put your own ego on hold, because it is all about the success as a team. Individually, you cannot succeed. However, you must balance this with a strong self-awareness, confidence, and the ability to trust your own instincts, because your team is relying on you to 'pull your weight'."

Making the Transition to Project Management

There are no direct educational requirements for project managers, but your educational level and area of expertise will likely affect how you enter into a project management position. The professionals interviewed for this article agree that there is no advantage to any particular branch of chemistry. Your niche in chemistry determines the area of your technical work, and aspects of project management exist in each area. Bryant observes that the more applied your research is, the easier transition you may have. Davis adds that it is more important to ask questions and design experiments that will help you to find the answers.

Some difference of opinion exists regarding the question of what is the best degree to hold for a project management job.

Bonk maintains that Ph.D. chemists hold many leadership areas in technical fields. He feels that there are barriers to what chemists can do without a Ph.D., although he has seen many B.S. chemists move into regulatory positions. Davis points out that engineers with a B.S. degree often enter industrial careers at a similar level to Ph.D. chemists, and that both go into project management positions. Project management is not then directly degree related, but more an issue of experience because, she says, "The Ph.D. process gives an edge in the independent thought process and maturity factor." Bryant wouldn't trade her M.B.A. experience for helping establish the foundation she needs to put her science into context of world issues and solutions to client problems.

If the trend for chemists to manage scientific projects continues to grow, then what is the best way to improve or highlight your skills to move into project management? The professionals interviewed said that it is important to actively work toward getting the skills that you need to succeed. Bryant suggests, "Be realistic about your own skills. Get the necessary skills you need to supplement through formal education or certification (such as the Project Management Professional (PMP) certification administered by the Project Management Institute). In her case, PNNL supported continuing education and leadership training, so she has been sent to project management classes, even beyond her M.B.A. She also suggests honing leadership skills through participation in committees and through ACS involvement. Davis points out that many skills learned in graduate school are applicable to project management on a small scale. Bonk notes that you pick up aspects of project management as you move forward in your career. He says, "It is important to become aware of the business issues, because making a cost-effective product is not happenstance."

Your project is always part of a bigger project reality. Understanding how your project fits into your company's broader business goals is key to success. Bryant points out that it is key to have some understanding of intellectual property rights and how they apply to your project. Bonk recommends taking on more responsibility, especially any management assignment that requires taking responsibility for the work of others. For example, he became the chair of the seminar committee for his division of the company. He also suggests using all opportunities you can to network. Davis observes that many managers move up through the ranks of a company, but if specific expertise is needed, companies may hire someone from outside.

In summary, a project manager is responsible for working with a team of individuals potentially from all facets of an organization in order to solve a set of problems related to a specific project. The project manager ensures that the team has the resources it needs when they need them, and that tasks are performed in a timely manner, and within budget. Project managers work at a variety of companies, and require a wide range of skills in order to be successful. They understand the science that is required for the projects to work, but are also aware of the business issues necessary for making a successful product, and getting to the bottom-line for success.

Thanks to Janet Bryant for her feedback on an earlier draft of this article.

Sarah L. Roberts received a B.S. from the University of Notre Dame in 1994, and a Ph.D. in analytical chemistry from the University of Colorado at Boulder in 2000. She now lives in the Washington, D.C. area

¹Project Management Institute (PMI®) December 2000

Related Information
Measurement International's Perspectives Series offers a short, informal treatment of one topic in performance management. The papers are available for downloading, free of charge.