Project Manager (0,8 – 1,0 FTE) at the TU/e Research Support Office

Eindhoven University of Technology (TU/e) is an internationally oriented university specialized in engineering, science & technology. We are known for our great scientific impact and development of technological innovations. At the heart of the university (with nine departments and four major institutes), there is a central TU/e organisation to provide innovation support services in the fields of strategic partnerships, research support and knowledge valorisation. This highly contributes to our intensive strategic cooperation with industry, development and acquisition of innovative research projects and support and guidance of high-tech start-ups and spin-offs.

Function description:

The Research Support Office (RSO) consists of a close-knit team of professionals who support the scientific staff in applying for European and national grants for research. The RSO team consists of research funding advisors, grant consultants, corporate lawyers, and project managers. Within the Project Management Office (PMO), we look for a new colleague to support our researchers when coordinating large research project.

We are looking for a professional colleague who has the ambition to both provide excellent hands-on management of several running projects and shape the future post-award project management in our university. You will get the opportunity to manage projects in and across different departments and thereby get acquainted with a broad range of research topics at TU/e.

In the management of research project, the PM works closely together with the Principal Investigator (PI), who has the overall responsibility on the project (as determined by the funding agency). Key responsibility for the PM is to ensure the project delivers on the expected results and to mitigate project risks early. To this end, the PM collaborates with several other support professionals throughout the TU/e. Typical PM tasks include monitoring progress and defining corrective actions if needed, managing required progress reporting, financial management, organizing consortium meetings, act as central contact point for internal and external stakeholders, and many more. This allows the PI focus maximally on the scientific part of the project.

Projects can originate from several funding sources, each with their own rules and regulations. This includes Regional programs such as Interreg and OP Zuid, National programs like NWO Perspectief, Gravity, NWA-ORC, and National Growth Fund, and Horizon Europe programs like MSCA and CSA / IA / RIA. The PM has regular contact with the project officer from the funder, to ensure adequate reporting on progress and alignment of possible changes in the project.

Specific responsibilities of the RSO Project Manager:

• Act as operational manager of one or more externally funded projects, together with the Principal Investigator (PI).
• Act as (daily) sparring partner of the PI, who has the responsibility for the scientific content of the project. Ensure (s)he can focus on the scientific part by unburdening him/her with operational and managerial issues.
• Keep close contact with the Project Officers from the funding agencies and consortium partners, regarding adequate and timely reporting of the project's progress.
• Prepare, organize and (co-)lead project and consortium meetings.
• Ensure the project risks for the TU/e are mitigated. Focus on managing, checking and monitoring the implementation of the project as agreed in the funding scheme and consortium / grant agreements.
• Ensure the project budget is maximally used to cover all costs and obligations, in this you work closely together with colleagues from Finance and Control.
• Coordinate the support of other (research) support staff in the field like Legal, finance, HR, Ethics, Business Development and others. As PM you are the spider in the web.
• Maintain close contact with the university's project development officers (PDO) to ensure that sufficient budget is available for PM tasks and that project commitments (including timing and deliverables) can be met when projects are developed. Furthermore, since new project proposals often arise from ongoing and previous projects and consortia, the PM should close this loop with the PDOs.