Acknowledgements Not applicable Funding Not applicablePeer reviewedPublisher PD

B Farrell

Roberta Littleford

Shaun Treweek

Trials

Once the excitement of trial design, grant-writing and award are behind us, the great open expanse of the next few years is filled almost exclusively by trial management, the nitty-gritty of getting stuff done - delivering the goal. The most important members of the trial team now are not the professors and investigators but the trial managers. These trial managers have limited published information to help them make informed decisions about how to handle the day-to-day challenges that trials present. This special series aims to highlight the fact that writing on trial management is important, publishable and that Trials would welcome more of it.</p

Treweek, Shaun

Littleford, Roberta

Discovery Research Portal

                                                                    University of DundeeTrial management- building the evidence base for decision-makingTreweek, Shaun; Littleford, RobertaPublished in:TrialsDOI:10.1186/s13063-017-2322-8Publication date:2018Licence:CC BYDocument VersionPublisher's PDF, also known as Version of recordLink to publication in Discovery Research PortalCitation for published version (APA):Treweek, S., & Littleford, R. (2018). Trial management- building the evidence base for decision-making. Trials,19, 1-2. Article 11. https://doi.org/10.1186/s13063-017-2322-8General rightsCopyright and moral rights for the publications made accessible in Discovery Research Portal are retained by the authors and/or othercopyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated withthese rights.Take down policyIf you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediatelyand investigate your claim.Download date: 24. Sep. 2025EDITORIAL Open AccessTrial management– building the evidencebase for decision-makingShaun Treweek1* and Roberta Littleford2AbstractOnce the excitement of trial design, grant-writing and award are behind us, the great open expanse of the nextfew years is filled almost exclusively by trial management, the nitty-gritty of getting stuff done – delivering the goal.The most important members of the trial team now are not the professors and investigators but the trial managers.These trial managers have limited published information to help them make informed decisions about how tohandle the day-to-day challenges that trials present. This special series aims to highlight the fact that writing ontrial management is important, publishable and that Trials would welcome more of it.EditorialIn many ways a trial is like a small business. There areclearly products – the new knowledge about a treatmentthat the trial will generate, evidence to support practiceand potentially a new or improved approach to treatment,and better health outcomes for patients. But there are alsostaff to hire, train and manage, regulations and laws to ad-here to, finances to manage, contracts, procurement,paperwork and reporting and, of course the customers –the trial participants – who you need to buy-in to thestudy and who you want to stay loyal to your trial brand.All of this may have to be sustained for years.Unlike the heaving shelves of bookshop business andmanagement sections, the trial management bookshelf isremarkably untroubled by published material. There is askewed supply and demand dynamic – high demand butminimal supply: “Managing clinical trials” by BarbaraFarrell, Sara Kenyon and Haleema Shakur and published inTrials in 2010 [1] has had almost 100,000 accesses to dateand is the second most accessed article of all time in Trials.Once the excitement of trial design, grant-writing andaward are behind us, the great open expanse of the nextfew years is filled almost exclusively by trial management,the nitty-gritty of getting stuff done – delivering the goal.The most important members of the trial team now arenot the professors and investigators but the trial man-agers. These trial managers have limited publishedinformation to help them make informed decisions abouthow to handle the day-to-day challenges that trialspresent. There are networks that provide specific trainingand support, for example the Trial Managers’ Network(http://www.tmn.ac.uk) in the UK and the Association ofClinical Research Professionals (https://www.acrpnet.org)and Society of Clinical Research Associates (http://www.socra.org) in North America. There are also sometools to help (see for example http://www.ct-toolkit.ac.uk/routemap/trial-management-and-monitoring/) and theEuropean Clinical Research Infrastructure Network,ECRIN (http://www.ecrin.org) is mapping internationaltrial infrastructure support, including trial management.There are professional management qualifications thattrial managers could seek. But examples of writing abouteffective trial management approaches, empirical evalua-tions of different approaches to management anddecision-making, how and if trial management shouldaffect trial design, and conduct and what we can learnfrom other management disciplines and from other stud-ies are sadly lacking. There is limited sharing of lessonslearned, of how problems were solved. This hinders trialmanagers’ ability to move their discipline forward andmay be reducing trial efficiency.This special series aims to highlight the fact thatwriting on trial management is important, publishableand that Trials would welcome more of it because oneproduct that isn’t being delivered from the multitude ofsmall businesses that trials represent, is an increase inshared knowledge about effective trial management. Thismust change. All of us in trials need to think about ways* Correspondence: streweek@mac.com1Health Services Research Unit, University of Aberdeen, Aberdeen, UKFull list of author information is available at the end of the article© The Author(s). 2018 Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, andreproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link tothe Creative Commons license, and indicate if changes were made. The Creative Commons Public Domain Dedication waiver(http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated.Treweek and Littleford Trials  (2018) 19:11 DOI 10.1186/s13063-017-2322-8in which we can make this knowledge available toothers, including perhaps new types of publication. Thisseries will, we hope, start to provide some supply for allthat demand.AcknowledgementsNot applicableFundingNot applicableAvailability of data and materialsNot applicableAuthors’ contributionsST and RL contributed equally to this Editorial. Both authors read andapproved the final manuscript.Ethics approval and consent to participateNot applicableConsent for publicationNot applicableCompeting interestsST and RL are series editors for the “Building capacity for evidence informedtrial management” thematic series in Trials. ST is also a senior editor for Trials.Any manuscripts submitted to the series with which ST or RL had a conflictof interest were handled by other editors of the journal.Publisher’s NoteSpringer Nature remains neutral with regard to jurisdictional claims inpublished maps and institutional affiliations.Author details1Health Services Research Unit, University of Aberdeen, Aberdeen, UK.2Tayside Clinical Trials Unit, Tayside Medical Science Centre, University ofDundee, Dundee, UK.Reference1. Farrell B, Kenyon S, Shakur H. Managing clinical trials. Trials. 2010;11:78.•  We accept pre-submission inquiries •  Our selector tool helps you to find the most relevant journal•  We provide round the clock customer support •  Convenient online submission•  Thorough peer review•  Inclusion in PubMed and all major indexing services •  Maximum visibility for your researchSubmit your manuscript atwww.biomedcentral.com/submitSubmit your next manuscript to BioMed Central and we will help you at every step:Treweek and Littleford Trials  (2018) 19:11 Page 2 of 2

English

Trial management- building the evidence base for decision-making

Acknowledgements Not applicable Funding Not applicablePeer reviewe

Aberdeen University Research

EDITORIAL Open AccessTrial management– building the evidencebase for decision-makingShaun Treweek1* and Roberta Littleford2AbstractOnce the excitement of trial design, grant-writing and award are behind us, the great open expanse of the nextfew years is filled almost exclusively by trial management, the nitty-gritty of getting stuff done – delivering the goal.The most important members of the trial team now are not the professors and investigators but the trial managers.These trial managers have limited published information to help them make informed decisions about how tohandle the day-to-day challenges that trials present. This special series aims to highlight the fact that writing ontrial management is important, publishable and that Trials would welcome more of it.EditorialIn many ways a trial is like a small business. There areclearly products – the new knowledge about a treatmentthat the trial will generate, evidence to support practiceand potentially a new or improved approach to treatment,and better health outcomes for patients. But there are alsostaff to hire, train and manage, regulations and laws to ad-here to, finances to manage, contracts, procurement,paperwork and reporting and, of course the customers –the trial participants – who you need to buy-in to thestudy and who you want to stay loyal to your trial brand.All of this may have to be sustained for years.Unlike the heaving shelves of bookshop business andmanagement sections, the trial management bookshelf isremarkably untroubled by published material. There is askewed supply and demand dynamic – high demand butminimal supply: “Managing clinical trials” by BarbaraFarrell, Sara Kenyon and Haleema Shakur and published inTrials in 2010 [1] has had almost 100,000 accesses to dateand is the second most accessed article of all time in Trials.Once the excitement of trial design, grant-writing andaward are behind us, the great open expanse of the nextfew years is filled almost exclusively by trial management,the nitty-gritty of getting stuff done – delivering the goal.The most important members of the trial team now arenot the professors and investigators but the trial man-agers. These trial managers have limited publishedinformation to help them make informed decisions abouthow to handle the day-to-day challenges that trialspresent. There are networks that provide specific trainingand support, for example the Trial Managers’ Network(http://www.tmn.ac.uk) in the UK and the Association ofClinical Research Professionals (https://www.acrpnet.org)and Society of Clinical Research Associates (http://www.socra.org) in North America. There are also sometools to help (see for example http://www.ct-toolkit.ac.uk/routemap/trial-management-and-monitoring/) and theEuropean Clinical Research Infrastructure Network,ECRIN (http://www.ecrin.org) is mapping internationaltrial infrastructure support, including trial management.There are professional management qualifications thattrial managers could seek. But examples of writing abouteffective trial management approaches, empirical evalua-tions of different approaches to management anddecision-making, how and if trial management shouldaffect trial design, and conduct and what we can learnfrom other management disciplines and from other stud-ies are sadly lacking. There is limited sharing of lessonslearned, of how problems were solved. This hinders trialmanagers’ ability to move their discipline forward andmay be reducing trial efficiency.This special series aims to highlight the fact thatwriting on trial management is important, publishableand that Trials would welcome more of it because oneproduct that isn’t being delivered from the multitude ofsmall businesses that trials represent, is an increase inshared knowledge about effective trial management. Thismust change. All of us in trials need to think about ways* Correspondence: streweek@mac.com1Health Services Research Unit, University of Aberdeen, Aberdeen, UKFull list of author information is available at the end of the article© The Author(s). 2018 Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, andreproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link tothe Creative Commons license, and indicate if changes were made. The Creative Commons Public Domain Dedication waiver(http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated.Treweek and Littleford Trials  (2018) 19:11 DOI 10.1186/s13063-017-2322-8in which we can make this knowledge available toothers, including perhaps new types of publication. Thisseries will, we hope, start to provide some supply for allthat demand.AcknowledgementsNot applicableFundingNot applicableAvailability of data and materialsNot applicableAuthors’ contributionsST and RL contributed equally to this Editorial. Both authors read andapproved the final manuscript.Ethics approval and consent to participateNot applicableConsent for publicationNot applicableCompeting interestsST and RL are series editors for the “Building capacity for evidence informedtrial management” thematic series in Trials. ST is also a senior editor for Trials.Any manuscripts submitted to the series with which ST or RL had a conflictof interest were handled by other editors of the journal.Publisher’s NoteSpringer Nature remains neutral with regard to jurisdictional claims inpublished maps and institutional affiliations.Author details1Health Services Research Unit, University of Aberdeen, Aberdeen, UK.2Tayside Clinical Trials Unit, Tayside Medical Science Centre, University ofDundee, Dundee, UK.Reference1. Farrell B, Kenyon S, Shakur H. Managing clinical trials. Trials. 2010;11:78.•  We accept pre-submission inquiries •  Our selector tool helps you to find the most relevant journal•  We provide round the clock customer support •  Convenient online submission•  Thorough peer review•  Inclusion in PubMed and all major indexing services •  Maximum visibility for your researchSubmit your manuscript atwww.biomedcentral.com/submitSubmit your next manuscript to BioMed Central and we will help you at every step:Treweek and Littleford Trials  (2018) 19:11 Page 2 of 2

Trial management– building the evidence base for decision-making

Abstract Once the excitement of trial design, grant-writing and award are behind us, the great open expanse of the next few years is filled almost exclusively by trial management, the nitty-gritty of getting stuff done – delivering the goal. The most important members of the trial team now are not the professors and investigators but the trial managers. These trial managers have limited published information to help them make informed decisions about how to handle the day-to-day challenges that trials present. This special series aims to highlight the fact that writing on trial management is important, publishable and that Trials would welcome more of it

Directory of Open Access Journals

                                                                    University of DundeeTrial management- building the evidence base for decision-makingTreweek, Shaun; Littleford, RobertaPublished in:TrialsDOI:10.1186/s13063-017-2322-8Publication date:2018Licence:CC BYDocument VersionPublisher's PDF, also known as Version of recordLink to publication in Discovery Research PortalCitation for published version (APA):Treweek, S., & Littleford, R. (2018). Trial management- building the evidence base for decision-making. Trials,19, 1-2. [11]. https://doi.org/10.1186/s13063-017-2322-8General rightsCopyright and moral rights for the publications made accessible in Discovery Research Portal are retained by the authors and/or othercopyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated withthese rights. • Users may download and print one copy of any publication from Discovery Research Portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain. • You may freely distribute the URL identifying the publication in the public portal.Take down policyIf you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediatelyand investigate your claim.Download date: 16. Aug. 2023EDITORIAL Open AccessTrial management– building the evidencebase for decision-makingShaun Treweek1* and Roberta Littleford2AbstractOnce the excitement of trial design, grant-writing and award are behind us, the great open expanse of the nextfew years is filled almost exclusively by trial management, the nitty-gritty of getting stuff done – delivering the goal.The most important members of the trial team now are not the professors and investigators but the trial managers.These trial managers have limited published information to help them make informed decisions about how tohandle the day-to-day challenges that trials present. This special series aims to highlight the fact that writing ontrial management is important, publishable and that Trials would welcome more of it.EditorialIn many ways a trial is like a small business. There areclearly products – the new knowledge about a treatmentthat the trial will generate, evidence to support practiceand potentially a new or improved approach to treatment,and better health outcomes for patients. But there are alsostaff to hire, train and manage, regulations and laws to ad-here to, finances to manage, contracts, procurement,paperwork and reporting and, of course the customers –the trial participants – who you need to buy-in to thestudy and who you want to stay loyal to your trial brand.All of this may have to be sustained for years.Unlike the heaving shelves of bookshop business andmanagement sections, the trial management bookshelf isremarkably untroubled by published material. There is askewed supply and demand dynamic – high demand butminimal supply: “Managing clinical trials” by BarbaraFarrell, Sara Kenyon and Haleema Shakur and published inTrials in 2010 [1] has had almost 100,000 accesses to dateand is the second most accessed article of all time in Trials.Once the excitement of trial design, grant-writing andaward are behind us, the great open expanse of the nextfew years is filled almost exclusively by trial management,the nitty-gritty of getting stuff done – delivering the goal.The most important members of the trial team now arenot the professors and investigators but the trial man-agers. These trial managers have limited publishedinformation to help them make informed decisions abouthow to handle the day-to-day challenges that trialspresent. There are networks that provide specific trainingand support, for example the Trial Managers’ Network(http://www.tmn.ac.uk) in the UK and the Association ofClinical Research Professionals (https://www.acrpnet.org)and Society of Clinical Research Associates (http://www.socra.org) in North America. There are also sometools to help (see for example http://www.ct-toolkit.ac.uk/routemap/trial-management-and-monitoring/) and theEuropean Clinical Research Infrastructure Network,ECRIN (http://www.ecrin.org) is mapping internationaltrial infrastructure support, including trial management.There are professional management qualifications thattrial managers could seek. But examples of writing abouteffective trial management approaches, empirical evalua-tions of different approaches to management anddecision-making, how and if trial management shouldaffect trial design, and conduct and what we can learnfrom other management disciplines and from other stud-ies are sadly lacking. There is limited sharing of lessonslearned, of how problems were solved. This hinders trialmanagers’ ability to move their discipline forward andmay be reducing trial efficiency.This special series aims to highlight the fact thatwriting on trial management is important, publishableand that Trials would welcome more of it because oneproduct that isn’t being delivered from the multitude ofsmall businesses that trials represent, is an increase inshared knowledge about effective trial management. Thismust change. All of us in trials need to think about ways* Correspondence: streweek@mac.com1Health Services Research Unit, University of Aberdeen, Aberdeen, UKFull list of author information is available at the end of the article© The Author(s). 2018 Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, andreproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link tothe Creative Commons license, and indicate if changes were made. The Creative Commons Public Domain Dedication waiver(http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated.Treweek and Littleford Trials  (2018) 19:11 DOI 10.1186/s13063-017-2322-8in which we can make this knowledge available toothers, including perhaps new types of publication. Thisseries will, we hope, start to provide some supply for allthat demand.AcknowledgementsNot applicableFundingNot applicableAvailability of data and materialsNot applicableAuthors’ contributionsST and RL contributed equally to this Editorial. Both authors read andapproved the final manuscript.Ethics approval and consent to participateNot applicableConsent for publicationNot applicableCompeting interestsST and RL are series editors for the “Building capacity for evidence informedtrial management” thematic series in Trials. ST is also a senior editor for Trials.Any manuscripts submitted to the series with which ST or RL had a conflictof interest were handled by other editors of the journal.Publisher’s NoteSpringer Nature remains neutral with regard to jurisdictional claims inpublished maps and institutional affiliations.Author details1Health Services Research Unit, University of Aberdeen, Aberdeen, UK.2Tayside Clinical Trials Unit, Tayside Medical Science Centre, University ofDundee, Dundee, UK.Reference1. Farrell B, Kenyon S, Shakur H. Managing clinical trials. Trials. 2010;11:78.•  We accept pre-submission inquiries •  Our selector tool helps you to find the most relevant journal•  We provide round the clock customer support •  Convenient online submission•  Thorough peer review•  Inclusion in PubMed and all major indexing services •  Maximum visibility for your researchSubmit your manuscript atwww.biomedcentral.com/submitSubmit your next manuscript to BioMed Central and we will help you at every step:Treweek and Littleford Trials  (2018) 19:11 Page 2 of 2

                                                              University of DundeeTrial management- building the evidence base for decision-makingTreweek, Shaun; Littleford, RobertaPublished in:TrialsDOI:10.1186/s13063-017-2322-8Publication date:2018Document VersionPublisher's PDF, also known as Version of recordLink to publication in Discovery Research PortalCitation for published version (APA):Treweek, S., & Littleford, R. (2018). Trial management- building the evidence base for decision-making. Trials,19, 1-2. [11]. DOI: 10.1186/s13063-017-2322-8General rightsCopyright and moral rights for the publications made accessible in Discovery Research Portal are retained by the authors and/or othercopyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated withthese rights. • Users may download and print one copy of any publication from Discovery Research Portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain. • You may freely distribute the URL identifying the publication in the public portal.Take down policyIf you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediatelyand investigate your claim.Download date: 20. Mar. 2018EDITORIAL Open AccessTrial management– building the evidencebase for decision-makingShaun Treweek1* and Roberta Littleford2AbstractOnce the excitement of trial design, grant-writing and award are behind us, the great open expanse of the nextfew years is filled almost exclusively by trial management, the nitty-gritty of getting stuff done – delivering the goal.The most important members of the trial team now are not the professors and investigators but the trial managers.These trial managers have limited published information to help them make informed decisions about how tohandle the day-to-day challenges that trials present. This special series aims to highlight the fact that writing ontrial management is important, publishable and that Trials would welcome more of it.EditorialIn many ways a trial is like a small business. There areclearly products – the new knowledge about a treatmentthat the trial will generate, evidence to support practiceand potentially a new or improved approach to treatment,and better health outcomes for patients. But there are alsostaff to hire, train and manage, regulations and laws to ad-here to, finances to manage, contracts, procurement,paperwork and reporting and, of course the customers –the trial participants – who you need to buy-in to thestudy and who you want to stay loyal to your trial brand.All of this may have to be sustained for years.Unlike the heaving shelves of bookshop business andmanagement sections, the trial management bookshelf isremarkably untroubled by published material. There is askewed supply and demand dynamic – high demand butminimal supply: “Managing clinical trials” by BarbaraFarrell, Sara Kenyon and Haleema Shakur and published inTrials in 2010 [1] has had almost 100,000 accesses to dateand is the second most accessed article of all time in Trials.Once the excitement of trial design, grant-writing andaward are behind us, the great open expanse of the nextfew years is filled almost exclusively by trial management,the nitty-gritty of getting stuff done – delivering the goal.The most important members of the trial team now arenot the professors and investigators but the trial man-agers. These trial managers have limited publishedinformation to help them make informed decisions abouthow to handle the day-to-day challenges that trialspresent. There are networks that provide specific trainingand support, for example the Trial Managers’ Network(http://www.tmn.ac.uk) in the UK and the Association ofClinical Research Professionals (https://www.acrpnet.org)and Society of Clinical Research Associates (http://www.socra.org) in North America. There are also sometools to help (see for example http://www.ct-toolkit.ac.uk/routemap/trial-management-and-monitoring/) and theEuropean Clinical Research Infrastructure Network,ECRIN (http://www.ecrin.org) is mapping internationaltrial infrastructure support, including trial management.There are professional management qualifications thattrial managers could seek. But examples of writing abouteffective trial management approaches, empirical evalua-tions of different approaches to management anddecision-making, how and if trial management shouldaffect trial design, and conduct and what we can learnfrom other management disciplines and from other stud-ies are sadly lacking. There is limited sharing of lessonslearned, of how problems were solved. This hinders trialmanagers’ ability to move their discipline forward andmay be reducing trial efficiency.This special series aims to highlight the fact thatwriting on trial management is important, publishableand that Trials would welcome more of it because oneproduct that isn’t being delivered from the multitude ofsmall businesses that trials represent, is an increase inshared knowledge about effective trial management. Thismust change. All of us in trials need to think about ways* Correspondence: streweek@mac.com1Health Services Research Unit, University of Aberdeen, Aberdeen, UKFull list of author information is available at the end of the article© The Author(s). 2018 Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, andreproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link tothe Creative Commons license, and indicate if changes were made. The Creative Commons Public Domain Dedication waiver(http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated.Treweek and Littleford Trials  (2018) 19:11 DOI 10.1186/s13063-017-2322-8in which we can make this knowledge available toothers, including perhaps new types of publication. Thisseries will, we hope, start to provide some supply for allthat demand.AcknowledgementsNot applicableFundingNot applicableAvailability of data and materialsNot applicableAuthors’ contributionsST and RL contributed equally to this Editorial. Both authors read andapproved the final manuscript.Ethics approval and consent to participateNot applicableConsent for publicationNot applicableCompeting interestsST and RL are series editors for the “Building capacity for evidence informedtrial management” thematic series in Trials. ST is also a senior editor for Trials.Any manuscripts submitted to the series with which ST or RL had a conflictof interest were handled by other editors of the journal.Publisher’s NoteSpringer Nature remains neutral with regard to jurisdictional claims inpublished maps and institutional affiliations.Author details1Health Services Research Unit, University of Aberdeen, Aberdeen, UK.2Tayside Clinical Trials Unit, Tayside Medical Science Centre, University ofDundee, Dundee, UK.Reference1. Farrell B, Kenyon S, Shakur H. Managing clinical trials. Trials. 2010;11:78.•  We accept pre-submission inquiries •  Our selector tool helps you to find the most relevant journal•  We provide round the clock customer support •  Convenient online submission•  Thorough peer review•  Inclusion in PubMed and all major indexing services •  Maximum visibility for your researchSubmit your manuscript atwww.biomedcentral.com/submitSubmit your next manuscript to BioMed Central and we will help you at every step:Treweek and Littleford Trials  (2018) 19:11 Page 2 of 2

Once the excitement of trial design, grant-writing and award are behind us, the great open expanse of the next few years is filled almost exclusively by trial management, the nitty-gritty of getting stuff done - delivering the goal. The most important members of the trial team now are not the professors and investigators but the trial managers. These trial managers have limited published information to help them make informed decisions about how to handle the day-to-day challenges that trials present. This special series aims to highlight the fact that writing on trial management is important, publishable and that Trials would welcome more of it

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Trial management - building the evidence base for decision-making

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Trial management- building the evidence base for decision-making

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