Biomedical Engineering Reference
In-Depth Information
people responsible for collecting medical data (electronics or biomedical engineers)
and doctors. Similarly, researchers working on devices with which healthcare
professionals have to physically interact, need to meet with nurses, conduct
brainstorming sessions, and perform preliminary tests with nurses, doctors, and
possibly patients. These communication channels must work very effectively, and
thus should be formally established jointly by the project leader and decision makers
(e.g. hospital administrators).
On the other hand, the project leader is also responsible for communicating
with the decision makers, market analysts, and media advisors. By having an
overall view of the development project and being able to decide which information
to release at each moment, the project leader has a pivotal role in lubricating
the flow of information, simultaneously ensuring that confidential or sensitive
information is not released untimely or unintentionally. There should be no direct
independent communication between researchers and the decision makers and
media advisors. Otherwise, their incomplete knowledge of the overall project,
coupled with the fact that they are usually not aware of the long-term plans and
strategy behind the development process, can lead to complicated communication
mishaps.
4.4
Coordinating the Development Team
Following the discussion in §4.1 through §4.3, it becomes obvious that coordination
of the development team requires a particular profile. The project leader has to
supervise the development work, which makes a technical background highly
desirable so he can articulate with the researchers and make decisions when
necessary. He should be actively engaged in the development, but not supervise
any of the tasks himself (e.g. brainstorming, field tests).
One of his main activities is coordination of the development team. This implies
monitoring progress, but more importantly establishing boundaries, rules, roles,
and responsibilities. He should assume a little more than his share of the blame
for delays or the inability to fully reach intended development goals, and accept
a little less than his share of the credits, recognizing the researchers' effort and
congratulating individual achievements.
He must ensure team members learn to value the input of others, that they work
cooperatively rather than competitively, and to be humble in their work. He should
ensure no team member leaves questions unasked simply for fear of appearing
ignorant.
Finally, it is often possible to delegate coordination of specific aspects of the
development to the second most senior researcher (with extreme care to ensure that
roles and responsibilities are understood by all), freeing the project leader for other
tasks.
