Foster mutual understanding by organizing cross-functional workshops where scientists explain their work in accessible terms and project managers share their processes. Implement regular joint meetings to align goals and timelines. Use visual tools like Gantt charts or Kanban boards to represent project progress in a way that resonates with both groups. Encourage scientists to participate in project management basics training, and have project managers shadow lab work occasionally.

Due to the possible different backgrounds and interests between scientist and project manager or shareholder, indeed, bridging the gap between them may be challenging. Based on my experience, it is necessary to do the following: 1. Try to explain your research in a more easy-to-understand manner for people with different backgrounds 2. Do not try to explain every aspect of your research, try to pick up the most important things 3. Build matrix inside your presentation to make the key points easy to understood 4. Try to understand or position yourself in the position of managers, what would they like to hear? what is the most important things for them in the project? Good luck!

Cerrar la brecha entre científicos e gerentes de proyectos en biotecnología requiere estrategias efectivas. Primero, fomentar la comunicación abierta mediante reuniones periódicas para compartir ideas y actualizaciones. Además, promover el entendimiento mutuo organizando sesiones de capacitación donde los científicos expliquen sus metodologías a los gerentes y viceversa. Es crucial definir roles y responsabilidades claras para que cada miembro del equipo comprenda su función. Implementar herramientas de gestión de proyectos permite trabajar juntos en tiempo real, visualizando el progreso.

Yes, it can be indeed challenging due to the interdisciplinary nature of the field, however some strategies might still work like: Effective communication so that teams are on same page, shared goals as this will create a sense of Unity and purpose, Mutual understanding by cross functional trainings and last but not the least Leadership support to encourage collaboration between cross functional teams.

Secondment of key personnel when working on a project is a way to keep both sides informed. In my experience this is particularly helpful when timelines are impacted in a way that results in change orders.

The gap exists due to the fundamentally different nature of the roles: Research focuses on the process and the science, while project managers focus on the delivery/ outcome of science's application. In my experience, the two sides start to work more effectively when they understand the different purposes of each others' role. For that, they don't necessarily need to perform each others' tasks, though that may be helpful. In many cases a neutral person can explain the differences: In startups it can be the founder who is interested in the science and the commercialization; in other cases a mentor can help to translate between the two worlds; or a role like a product owner or commercial excellence may combine quality with fast execution.