Pre Project

During Project

After the Project

• Define the problem (working with community/ iterative process – different people will view it differently)
• Define the need – creates an opportunity
• Define the barriers (together)
• Identify goals and objectives for the project (readdress project application and completely understand issues project is addressing and consult with people the project is assisting)
• Identify stakeholders (endusers/scientists consultants/technology transfer people/funding agents) – include from day one
• Identify resources needed for the project
• Prioritisation of problem or opportunity for stakeholders
• What are the desired outcomes for the enduser group? This will help define what else you need
• Develop plans (research, dissemination, reporting)
• Does project fit with strategic direction? (of industry group or funder)
• Identify what incentives there will be for people to carry on using the product of the project after funding. Who will use it.
• Consider alternative sources of funding (expectations have been raised)
• Find a champion for the idea
• Clearly understand politics around a topic (people may be road blocks, people may be of assistance in getting funding progressing work)
• Make sure there is a wider/real need for the project – to ensure uptake at the end
• Identify maintenance structure for project when it is finished – after funding activity needs to be planned pre funding so that the project is designed to fit into production systems

• Quarterly report and request for payment– every quarter on time (to make life easy for your friendly SFF project adviser)
• Review and adjust to review findings
• Keep every facet of the project under review
• Communicate with a range of stakeholders to whet their appetite (anticipating project success) seek feedback
• Communicate what you are going to do, what you are doing and what you have done on as continuous basis as possible (don’t be scared to communicate the negative)
• Do the doing.
• Keep an eye on your milestones – are you delivering to them, if not why not, do they need to be changed?
• Keep people motivated (broader team, other stakeholders)
• Link with other teams and people working in the same area
• Monitor the wider environment to ensure work remains valid
• Acknowledge SFF funding and other funding partners in all publicity
• Get help early if you need it
• Drink lots of wine – enjoy what you are doing and ensure your team has an enjoyable time
• Don’t be afraid to pull the plug if you find the project has become redundant

• Will be project dependent Encourage industry to implement and continue the technology (educating personnel or an industry body who would be responsible for tech transfer and ensure steps were in place for technology continuation)
• May need to apply for more funding
• Knowledge transfer (through education and training)
• Commercial development may be required
• Assessing level of adoption of technology (can be measured)
• Go/no go decision to be made (esp for feasibility study projects)
• Review – where you are at, what you have achieved, what else needs to be known? (SFF may be a suitable funder for part of a longer project)
• Maintenance structure in place
• Review of work to check fit within a broader strategy. (Projects should never sit alone – they should be part of an integrated research strategy)
• Recognise environmental change that has occurred through the life of the project
• Build in a period of reflection at the end of project so that gaps can be identified
• Being ready to accept failure as an opportunity to learn