preparing a good proposal
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Preparing a good Proposal. Prof. Chris Phillips, Experimental Solid State Group, Physics Dept., Imperial College London, UK. Outline. Introduction/Overview Your Track Record The Promises You Make Programme and Methodology Risk Vs. Reward Management and Structure of the Programme - PowerPoint PPT PresentationTRANSCRIPT
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Preparing a good Proposal.
Prof. Chris Phillips, Experimental Solid State Group, Physics Dept., Imperial College London, UK.
Outline
Introduction/Overview
Your Track Record
The Promises You Make
Programme and Methodology
Risk Vs. Reward
Management and Structure of the Programme
Resources Required.
Impact
Concluding Remarks.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Outline
Introduction/Overview
Your Track Record
The Promises You Make
Programme and Methodology
Risk Vs. Reward
Management and Structure of the Programme
Resources Required.
Impact
Concluding Remarks.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
The 'Seven Principles of Public Life’
Selflessness Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other benefits for themselves, their family or their friends.
Integrity Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties.
Objectivity In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.
Accountability Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.
Openness Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands.
Honesty Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.
Leadership Holders of public office should promote and support these principles by leadership and example. NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Outline
Introduction/Overview
Your Track Record
The Promises You Make
Programme and Methodology
Risk Vs. Reward
Management and Structure of the Programme
Resources Required.
Impact
Concluding Remarks.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Your “Track Record”
Should be “evidential.”, i.e. Supported by facts, and not just assertions.
*Publications:- In good Journals, well cited.
*Funding:- Grants won in open competition, amounts/ success rates etc.
*Collaborations:-have you worked (and published!) with other noted scientists?
*Honours:- Medals, prizes, membership of academies etc.
*Other Success Measures:-where do your students go? Have you been on TV/in the papers?
Only works in “Single Blind” Review Systems
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Outline
Introduction/Overview
Your Track Record
The Promises You Make
Programme and Methodology
Risk Vs. Reward
Management and Structure of the Programme
Resources Required.
Impact
Concluding Remarks.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
The Promises You Make
S pecific (Numbers, demonstrators, prototypes)
M easurable (How can you tell if they’ve been achieved?)
A ttainable (No one is impressed if you promise the moon.)
R esourced, (have you been honest about what you need?)
T ime-Specific, (How can you tell if the programme is running to schedule?)
Some of these are dependent on the way the funding system is
structured.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Outline
Introduction/Overview
Your Track Record
The Promises You Make
Programme and Methodology
Risk Vs. Reward
Management and Structure of the Programme
Resources Required.
Impact
Concluding Remarks.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Programme and Methodology.
•Who will do what?
•What is easy and what is hard to do?
•Do you have the necessary expertise/experience?
•Will you need to train anybody?
•Basically, you need to convince the referee you can do it. It’s all about trust, do not lie!
Can be compromised in “Double Blind” Review Systems
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
OutlineIntroduction/Overview
Your Track Record
The Promises You Make
Programme and Methodology
Risk Vs. Reward
Management and Structure of the Programme
Resources Required.
Impact
Concluding Remarks.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
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Risk Vs. Reward
•They are inseparable!
Good projects ALWAYS carry risk.
Risk.
Rew
ard
.
Risk Vs. Reward
•They are inseparable!
•Rewards come in many forms. (Commercial, intellectual, cultural).
•Risk SHOULD be there, and referees need to be educated carefully.
•Risk should be managed (contingency plans, review points, intermediate deliverables).
•Unless the funding system accepts and embraces risk, its research portfolio will never reach international standards.
Good projects ALWAYS carry risk. NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Outline
Introduction/Overview
Your Track Record
The Promises You Make
Programme and Methodology
Risk Vs. Reward
Management and Structure of the Programme
Resources Required.
Impact
Concluding Remarks.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Management and Structure of the Programme
•Regular meetings.
•Good recording and communicating of information.
•Clear responsibilities.
•Clear review points.
•GANTT charts often required by funding bodies in the UK
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GANTT Chart
Outline
Introduction/Overview
Your Track Record
The Promises You Make
Programme and Methodology
Risk Vs. Reward
Management and Structure of the Programme
Resources Required.
Impact
Concluding Remarks.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Resources Required.
•Describe, honestly, the people equipment and facilities you wiil need
•Again its a matter of trust. Don’ t over or underestimate the resource requirements
•Many bodies require quotes for expensive bits of equipment.
•Often you have to specifically justify why each bit is needed.
•Many bodies ask you to do a “full economic costing” even if they are only supplying part of the funding.Funding agency needs to develop a clear
and uniform policy here. NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Outline
Introduction/Overview
Your Track Record
The Promises You Make
Programme and Methodology
Risk Vs. Reward
Management and Structure of the Programme
Resources Required.
Impact
Concluding Remarks.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Impact
•What will be changed if you get the money and have a successful research programme?
•Commercial Impact?
•Scientific Impact/glory?
•Cultural value/advances in knowledge?
•Ca the discoveries impact on different fields/disciplines?
•Will the discoveries lead to progress in areas identified by the government/funding body?
•How will the general population (and politicians!) hear about the work?•
Important in a Democracy. NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012
Outline
Introduction/Overview
Your Track Record
The Promises You Make
Programme and Methodology
Risk Vs. Reward
Management and Structure of the Programme
Resources Required.
Impact
Concluding Remarks.
NCSTE Kazakhstan July 2012NCSTE Kazakhstan July 2012