Page tree
Skip to end of metadata
Go to start of metadata

It's not unusual for a project to transition between multiple point-persons over its lifespan. In the handoff from one point-person to the next, it's important that the study team be able to continue managing the project successfully. Here are some tips and considerations for making the transition as smooth as possible.

REDCap training requirements

The new point-person will need to meet the Basics training requirement to assume point-person duties. If the project includes Survey functionality, the new point person will need to complete both Basics and Survey training before taking over the project.

Knowledge transfer

Ideally, a one-on-one meeting between the departing builder and the person who will be taking over. A direct discussion can be a great way to pass knowledge of problem areas, or aspects of the project that require maintenance or just keeping an eye on. Of course, it's not always possible for this kind of discussion to take place. It becomes more important than ever to document the functionality of the project in a manual of operations (MOP). This could be in something as simple as a Word .doc saved in a location available to team members, or within the project itself using a Project Dashboard. The best time to assemble the MOP is when the build has been finalized, and the specifics about the build are fresh in mind. Any subsequent changes to the project should trigger an update to the MOP.

The knowledge transfer would cover:

  • What functionality the project uses:
    • For all projects:
      • How are records created or named?
      • Is the project longitudinal?
      • Are Alerts & Notifications used?
      • Etc.
    • For survey projects:
      • Are Automated Survey Invitations configured?
      • Is the Survey Queue utilized?
      • What Survey Settings are enabled?
      • Etc.
  • What the daily, weekly, or monthly operations of the project are.
  • Management operations like onboarding new team members.
    • What privileges or training would a new person need to begin working in the project?
    • Does the new user need a new role, or fit into an existing role?
  • Roadmap for the project.
    • Where is the project going?
      • It is in development and in need of further building?
      • Is it in production and need new functionality?

Revisit user management

Although, user management might seem like a set-it-and-forget-it task, it is critical for protocol compliance, and a part of project maintenance for the life of the study. Any time someone leaves the study team is a good time to go into User Rights and audit project access. Any users listed who have left the team, or are no longer listed on the protocol should be removed. Assess if responsibilities have changed for team members still working on the project, and adjust rights accordingly. 

  • No labels