How Scientific Project Management Makes You a Better Grant Writer

When I joined the International Scientific Affairs Office at the CRG in 2019, I stepped into project management almost by accident, and I couldn’t have landed in a better place to learn. I became part of what I often describe as an elite relay team of scientific project managers: former researchers who had evolved into highly skilled, strategic PMs supporting cutting-edge international genomics research. Working alongside them was a masterclass in how science and operations intertwine to advance ambitious research.

I already had experience writing grants from my years as a researcher. But very quickly, I realised something important: project management wasn’t just “helpful” for grant writing, it fundamentally transformed the way I approached it. The more I managed scientific projects, the clearer it became that substantial grants are not just about great ideas; they’re about strategy, feasibility, planning, and coordination.

The Advantage of the Scientist-Turned-Grant-Writer

Of course, scientific expertise matters. When the grant writer is familiar with the field, everything proceeds more efficiently. They understand the concept, speak the same language as the PIs, and can contribute meaningfully to the science. They ask the right questions, challenge assumptions, add relevant context and references, and help sharpen the scientific story.

Even when the topic falls outside the writer’s exact specialisation, a scientific background gives them an enormous advantage. Scientists are trained to absorb complex information quickly, think critically, and stay rigorous. That mindset directly translates to grant writing: the structure, attention to detail, problem-solving, and the ability to evaluate whether an idea is strong or needs further development become more than instrumental. 

Where the PM Mindset Changes Everything

But where a scientist-grant-writer contributes clarity and accuracy, a project manager-grant-writer contributes strategy.

Project management is fundamentally about planning, organising, and delivering outcomes on time, within a defined scope and effort. And this is precisely where many grant applications fall apart—not on scientific merit, but on feasibility and execution.

Scientific PMs are trained to:

• keep complex activities organised,

• follow up on decisions,

• monitor progress,

• manage deadlines,

• hold people accountable,

  → to ensure a project actually gets done.

That discipline carries directly into grant writing. Instead of presenting an idea in broad strokes, a PM naturally breaks it into work packages, milestones, deliverables, risks, and mitigation strategies. They can translate an ambitious scientific idea into a realistic plan that funders trust.

Because an experienced PM has already lived through real projects, they know what is feasible, what isn’t, and where hidden challenges usually appear. They have a sense of how much effort tasks will require, how to distribute work across teams, how often meetings should occur, and how much time researchers can realistically dedicate to a project that isn’t their primary focus. They understand what funders care about; impact, innovation, team capacity, risk management, and not only scientific excellence.

Applying PM Methodology to the Grant Process Itself

The most significant difference, to my opinion, lies in how a PM manages the grant-writing process.

One person rarely writes a grant. It involves PIs, co-applicants, institutions, tech transfer offices, external partners, industry collaborators, and sometimes clinicians or patient organisations. Without coordination, it can easily slip into chaos, resulting in missed deadlines, incomplete sections, unanswered questions, conflicting versions, or last-minute panic.

A PM-grant-writer doesn’t leave that to chance. They develop a plan for the writing process itself, including timelines, responsibilities, meetings, document control, review cycles, and final checks before submission. They estimate the workload, allocate tasks based on expertise and availability, and keep everyone on track.

Just as in research projects, communication is crucial. PMs are used to working with diverse stakeholders, from PhD students to CEOs. They know how to adapt their message, manage egos, navigate negotiation, and keep a consortium aligned toward a shared goal. That human side of project management becomes invaluable during grant preparation, when tempers can run high and deadlines get tight.

In the End

Being a scientist helps you write accurate, innovative grants.

Being a project manager helps you write fundable ones.

A scientific PM sees the idea, the path, the risks, the people, the resources, the timeline, and the submission all at once. They don’t just write the grant, they “run” it like a project. That combination is powerful: scientific credibility combined with operational clarity.

It’s why scientific project management experience makes them a significantly better grant writer.

Whether you’re building a consortium, shaping an ambitious idea into a feasible work plan, or simply need support managing the writing and submission process, I can help you take the pressure off and strengthen the proposal. If you’d like to discuss an upcoming call or proposal, please don't hesitate to reach out, I’d be happy to hear about your project and explore how I can support it.