Leadership Group

项目摘要/摘要--领导小组 领导小组(LG)将为中心提供战略和业务指导。LG由以下部分组成 一名主任、一名高级项目经理、针对疾病的组长、集中组长、以及 运营团队，以及其他各种中心委员会。代表这三种疾病的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 领导班子。 拟议的LG指导委员会在多个领域提供一致性和清晰的沟通 研究和官能团。LG的结构旨在满足以下主要目标： ·集中并促进中心组组长和DAIT之间的开放通信线路 ·使整个计划的流程和程序标准化 ·解决有关研究设计、实施和分析的高层次问题 ·使中心保持最新的行业和NIH标准 ·为该中心提供行政支持 ·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- 制定和解决问题。我们通过我们与大型多协议NIH的合作发现 中心认为有效的通信需要多种方法的结合，包括计划的和临时的 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的其他工具和流程。 持续监测和跟踪LG的职能和进展对于保持及时、高效 整个中心的高质量工作。必须在小组级别和整个中心对活动进行监控。LG 主管和高级项目经理负责监督整个中心的工作。 目标是向所有利益攸关方提供所需信息，以评估进展情况并确定 问题和监控资源，RHO利用了许多标准流程、工具和活动，可以 根据个别项目的需要量身定做。随着新需求的出现，Rho不断地细化这些项目以 改进我们的跟踪和监测方法。

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.