I currently work in the Forensic Toxicology department of a diagnostic laboratory, mostly handling GC/MS confirmation of positively screened drug samples. Within the company, most project management communication is done through emails or in person between lab directors and supervisors along with the technologists assigned to a current project. The company employs regular meetings with supervisors, directors and upper management discussing the progress of projects currently in development. Since the company has managed to maintain a small company environment, even the higher level management, such as the VP of Technical Operations actively communicates with supervisors and technologists directly, which gives them a better idea of how a project is being worked on. Most of my personal involvement in regards to project management has been protocol development and implementation of new tests that the company wants to do ‘in house’. This usually involves planning out the formulation of standard curves and QC checks for the tests, writing the Standard Operating Procedure (SOP), validations of any new instruments, and performing validation testing of the actual testing procedure that will later be approved by QC departments and the various accrediting organizations such as NYS or CAP. In my experience most of these projects have been well managed, with only a few being delayed due to a lack of valid samples for validation testing.