Leadership Group

领导小组

• 批准号: 10457675
• 负责人: Karen Kesler
• 金额: $ 350万
• 依托单位: RHO FEDERAL SYSTEMS DIVISION, INC.
• 依托单位国家: 美国
• 财政年份: 2021
• 资助国家: 美国
• 起止时间: 2021-08-31 至 2022-07-31
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/10457675
• 关键词: Address; Allergic Disease; Area; Bioinformatics; Budgets; Clinical; Clinical Research; Collaborations; Communicable Diseases; Communication; Data; Decision Making; Disease; Funding; Goals; Group Structure; Immune System Diseases; Individual; Industry; Information Systems; Leadership; Methods; Mission; Monitor; National Institute of Allergy and Infectious Disease; Occupational activity of managing finances; Online Systems; Performance; Procedures; Process; Protocols documentation; Research Design; Resolution; Resources; Schedule; Standardization; System; Teleconferences; Time; U-Series Cooperative Agreements; United States National Institutes of Health; Work; cost; design; functional group; improved; meetings; member; operation; prevent; programs; rho; statistics; success; tool; web site

PROJECT SUMMARY/ABSTRACT—LEADERSHIP GROUP The leadership group (LG) will provide strategic and operational direction to the Center. The LG consists of a director, a senior project manager, the disease-specific group leaders, the centralized group leaders, an operations team, and various other Center committees. DAIT staff representing each of the three disease areas, bioinformatics, regulatory, and statistics (as needed) will also be considered part of the larger, external leadership group. The proposed LG steering committee provides consistency and clear communication across multiple studies and functional groups. The LG structure is designed to meet the following primary objectives: • Centralize and facilitate open lines of communication between Center group leaders and DAIT • Standardize processes and procedures across the entire program • Address high-level issues regarding study design, implementation, and analysis • Keep the Center current with industry and NIH standards • Provide administrative support to the Center • Allocate resources across the Center • Manage the financial aspects of the Center Members of the LG will build on our past success with coordinating DAIT studies to develop effective collaboration and communication channels for the Center. These same channels will be used for decision- making and issue resolution. We have found through our work with large multi-protocol NIH coordinating centers that effective communication requires a combination of approaches, including scheduled and ad hoc meetings and teleconferences, use of a collaboration portal to share documents and status information, and other tools and processes we have developed over time. Ongoing monitoring and tracking of LG functions and progress is essential to maintaining timely, high quality work across the Center. Activities must be monitored at the group level and across the Center. The LG director and senior project manager assume responsibility for monitoring work across the Center. With the goal of providing all stakeholders with the information needed to evaluate progress and identify issues and monitor resources, Rho utilizes a number of standard processes, tools, and activities that can be tailored to the needs of individual projects. As new needs arise, Rho refines these items to continuously improve our tracking and monitoring methods.

项目概要/摘要——领导小组 领导小组 (LG) 将为中心提供战略和运营方向。 LG 包括 主任一名，高级项目经理一名，病种组组长，集中组组长， 运营团队以及其他各个中心委员会。代表三种疾病的 DAIT 工作人员 领域、生物信息学、监管和统计（根据需要）也将被视为更大的、外部的一部分。 领导小组。 拟议的 LG 指导委员会在多个方面提供一致性和清晰的沟通 研究和功能组。 LG 结构旨在满足以下主要目标： • 集中并促进中心组领导和 DAIT 之间的开放沟通渠道 • 整个项目的流程和程序标准化 • 解决有关研究设计、实施和分析的高级问题 • 让中心与行业和 NIH 标准保持同步 • 为中心提供行政支持 • 在整个中心分配资源 • 管理中心的财务方面 LG 成员将在我们过去成功的基础上协调 DAIT 研究，以制定有效的 中心的协作和沟通渠道。这些相同的渠道将用于决策 制定和问题解决。通过与大型多协议 NIH 协调工作，我们发现 中心认为，有效的沟通需要结合多种方法，包括预定的和临时的 会议和电话会议，使用协作门户共享文档和状态信息，以及 我们随着时间的推移开发了其他工具和流程。 持续监控和跟踪 LG 职能和进展对于保持及时、高水平至关重要 整个中心的高质量工作。必须在团体层面和整个中心对活动进行监控。 LG 主任和高级项目经理负责监督整个中心的工作。 目标是向所有利益相关者提供评估进展和识别所需的信息 Rho 利用许多标准流程、工具和活动来解决问题并监控资源 根据个别项目的需求量身定制。随着新需求的出现，Rho 不断完善这些项目 改进我们的跟踪和监控方法。