Issue link: https://htpgraphics.uberflip.com/i/392125
Where the Project Manager believes changes are needed but they are outside his or her level of authority, there must be a mechanism to revert back to each of the parties at a higher level. This can be done through the equivalent of an escalation procedure (see Section 11 – End of the Contract). Project Managers should act as the conduit for information, materials and documents from their side to other participants. Project Managers should keep records of what is disclosed and what is received. This helps if, for instance, queries are raised in relation to the confidentiality obligations of or to the other participants. It can also assist in making the distinction in relation to IP which was introduced by one of the other participants and IP which was created as part of the Project (see Section 9 – Intellectual Property). Each participant should commit not to change their Project Manager unless it is not otherwise practicable to keep the same person. Continuity will be the key to the Research Project progressing smoothly and quickly. Bringing in a new Project Manager only means that they have to get up to speed with the Project and build relationships with the other participants. Some people like to appoint a deputy Project Manager so that if they are forced to change their Project Manager they have an understudy ready to step into their shoes. Obviously if a Project Manager is ill or leaves then the Research Contract needs to address what would happen. They will often be treated as if they were a key member of Research Staff so that their employer can nominate a stand in acceptable to the others. It is not unusual to allow the others a right of veto over the new Project Manager provided they are acting reasonably in doing so. Reports You will probably be obliged to keep written or electronic records of your progress on the Research Project and any results and observations (see "Intellectual Property and Confidentiality – A Researcher's Guide"). It is also good practice to underpin research integrity, so that you can validate the research process, if it is ever challenged. Monitoring Section 8 31