Administration

项目总结 行政管理 像NCDIR这样由多个实验室组成的综合中心，需要很大程度的 专业化管理，以确保其作为一个单位发挥作用，专注于一套共同目标，而不是 各自为政、目标各异的实验室集团，确保管理顺畅高效 以及协调中心和中心的资源。虽然私家侦探将对 计划，我们开发了一个管理结构，以快速响应我们的研究需求， 技术和计算目标，并根据需要分配资源。我们的管理模式正在发挥作用 有效，正如我们的成功衡量标准所证明的那样，因此我们继续使用这个模型，尽管是次要的 修改以解决维持社区可持续获取NCDIR技术的问题，并准备 BTRR的预期寿命以及该技术在这一点之后的可持续性。而不是 严格坚持20世纪式的“中央集权”模式，我们的管理结构已经演变为 满足中心各模块PI之间的协调协作需求。在……的形成 因此，我们开发了-并将继续优化-一个互动的组织结构 鼓励我们的团队和个人的创新和创造性投入，旨在构建 协作性，包括强有力的集成，采用“开放式管理”结构的方法。在……里面 根据我们的经验，这种结构最大限度地减少了沟通障碍，这些障碍可能会阻止问题被带到 引起指导委员会的注意，并启动沟通渠道，让中心的所有工作人员参与进来 在识别和解决问题方面。我们将继续将质量原则应用于我们流水线的各个方面，并 强调向外看，关注我们合作者的需求。

PROJECT SUMMARY Administration An integrated Center such as the NCDIR, comprising multiple laboratories, requires a significant degree of specialized management to ensure that it functions as a unit focused on one set of common goals rather than a conglomerate of laboratories with individual and divergent goals, to ensure the smooth and efficient management and coordination of the Center and Center resources. While the PI will have ultimate responsibility for the program, we have developed a management structure to respond rapidly to the needs of our research, technology and computation goals and allocate resources as needed. Our management model is working effectively, as evidenced by our metrics of success, and so we continue to use this model, although with minor modifications to address maintenance of sustainable community access to NCDIR technologies and to prepare for the anticipated lifetime of the BTRR and the sustainability of the technology beyond that point. Rather than strictly adhere to a 20th Century–style “centralized authority” model, our management structure has evolved to meet the needs of coordination and collaboration between PIs of each module of the Center. At the formation of the Center, we thus developed - and will continually optimize - an interactive organizational structure that encourages innovation and creative input from our teams and individuals, designed to build a strategic collaboratory that includes strong integration, with an approach that utilizes an “open management” structure. In our experience, this structure minimizes barriers to communication that might prevent issues being brought to the attention of the Steering Committee, and activates lines of communication to engage all workers in the Center in identifying and solving problems. We will continue to apply quality principles to all aspects of our pipeline and emphasize an outward-looking focus on our collaborators’ needs.