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Finished reviewing the early-stages file
learning/courses/designing-and-leading-quantum-projects/early-stages.mdx
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| 1. **Start outreach to potential clients/partners early**: Member agreements for QICs can take a long time to work out. Other client engagements may be similar. Having several strong candidates lined up prior to starting system access can help the launch of a quantum initiative build momentum. | ||
| 2. **Refine member/client engagement models**: What works for a member or client at one stage won't work in all stages. You may need to revisit your engagement model, and revise things like frequency or modality of meetings. | ||
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| In the next lesson we will discuss standing up a team, including key roles and responsibilities. No newline at end of file |
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| In the next lesson we will discuss standing up a team, including key roles and responsibilities. | |
| In the next lesson we will discuss assembling your team, including key roles and responsibilities. |
less colloquial but maybe there's a better word choice than structuring?
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Since the title on the page is actually "Assembling the team", I'll change it to that here.
learning/courses/designing-and-leading-quantum-projects/standing-up-team.mdx
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| **Getting the most out of quantum computing resources** | ||
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| Quantum computer access is a precious resource. It is important that technical practitioners use it, and use it wisely. To that end, we recommend emphasizing good technical practices. |
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| Quantum computer access is a precious resource. It is important that technical practitioners use it, and use it wisely. To that end, we recommend emphasizing good technical practices. | |
| Quantum computer access is a precious resource. It is important that technical practitioners use it wisely. To that end, we recommend emphasizing good technical practices. |
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…ng-up-team.mdx Co-authored-by: abbycross <across@us.ibm.com>
Co-authored-by: abbycross <across@us.ibm.com>
Co-authored-by: abbycross <across@us.ibm.com>
Co-authored-by: abbycross <across@us.ibm.com>
Co-authored-by: abbycross <across@us.ibm.com>
| | Project manager | 1.0 FTE | | ||
| | Subject matter expert | 2.0 FTE | | ||
| | Business SME | 1.0 FTE | | ||
| -------------------------------------------------- |
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| -------------------------------------------------- | |
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I notice this row of dashes at the end of each table is creating an extra horizontal in the published version under the table, so I recommend removing them (they aren't needed to make the table render properly) - see example:

| | Project manager | 1.0 FTE | | ||
| | Subject matter expert | 2.0 FTE | | ||
| | Business SME | 1.0 FTE | | ||
| -------------------------------------------------- |
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| -------------------------------------------------- |
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Finished reviewing the grant writing file
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| title: Grant writing | |||
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| title: Grant writing | |
| title: Grant writing for quantum computing |
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| {/* cspell:ignore DARPA reskilling QISE NQISRCs NQCC funders Qureca SBIR STTR Sandia NQISRC NOFO NQIAC RIKEN AbuGhanem */} | ||
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| # Grant-writing for quantum computing |
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| # Grant-writing for quantum computing | |
| # Grant writing for quantum computing |
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| # Grant-writing for quantum computing | ||
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| As a leader of a quantum initiative, you likely know how to write grants very well. It would not be useful to repeat here what you already know. Rather, here we will take a few example practices for general grant writing and map them into the space of quantum computing. To be clear, IBM Quantum cannot tell you how to win grants; each funding agency has its own priorities and each research group has its own strengths. We can, however, share with you what deliverables we think are plausible, useful, and exciting, as well as our perspective on the field. |
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| As a leader of a quantum initiative, you likely know how to write grants very well. It would not be useful to repeat here what you already know. Rather, here we will take a few example practices for general grant writing and map them into the space of quantum computing. To be clear, IBM Quantum cannot tell you how to win grants; each funding agency has its own priorities and each research group has its own strengths. We can, however, share with you what deliverables we think are plausible, useful, and exciting, as well as our perspective on the field. | |
| As a leader of a quantum initiative, you likely know how to write grants very well. It would not be useful to repeat here what you already know. Rather, here we will take a few example practices for general grant writing and map them into the space of quantum computing. To be clear, IBM Quantum® cannot tell you how to win grants; each funding agency has its own priorities and each research group has its own strengths. We can, however, share with you what deliverables we think are plausible, useful, and exciting, as well as our perspective on the field. |
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| In this guide, we will examine the following well-known practices in grant writing, from the perspective of quantum computing: | ||
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| ## General practices: |
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| ## General practices: | |
| ## General practices |
| __Finding grants__ | ||
| * Start with a thorough overview of grants available to increase chances and optimize fit. | ||
| * Match agency initiatives (both strategic goals and timelines). | ||
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| __Prior to writing proposal__ (these are called out in the proposal itself) | ||
| * Carry out initial work as proof of principle and highlight it in the proposal (preferably work that is successful but that cannot be grown without funding). | ||
| * Demonstrate initiative in building collaborations (intra-university, regionally through QICs, nationally). | ||
| * Apply for and win seed funding as a multiplier of later grant outcomes. | ||
| __In the proposal__ | ||
| * Call out the preliminary work above. | ||
| * Propose realistic work in terms of timelines, in-house expertise, the state of the science, collaborations and funds. |
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| __Finding grants__ | |
| * Start with a thorough overview of grants available to increase chances and optimize fit. | |
| * Match agency initiatives (both strategic goals and timelines). | |
| __Prior to writing proposal__ (these are called out in the proposal itself) | |
| * Carry out initial work as proof of principle and highlight it in the proposal (preferably work that is successful but that cannot be grown without funding). | |
| * Demonstrate initiative in building collaborations (intra-university, regionally through QICs, nationally). | |
| * Apply for and win seed funding as a multiplier of later grant outcomes. | |
| __In the proposal__ | |
| * Call out the preliminary work above. | |
| * Propose realistic work in terms of timelines, in-house expertise, the state of the science, collaborations and funds. | |
| **Finding grants** | |
| * Start with a thorough overview of grants available to increase chances and optimize fit. | |
| * Match agency initiatives (both strategic goals and timelines). | |
| **Prior to writing proposal** (these are called out in the proposal itself) | |
| * Carry out initial work as proof of principle and highlight it in the proposal (preferably work that is successful but that cannot be grown without funding). | |
| * Demonstrate initiative in building collaborations (intra-university, regionally through QICs, nationally). | |
| * Apply for and win seed funding as a multiplier of later grant outcomes. | |
| **In the proposal** | |
| * Call out the preliminary work above. | |
| * Propose realistic work in terms of timelines, in-house expertise, the state of the science, collaborations, and funds. |
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| * U.S. EDA Tech Hubs Program. [Workforce & regional capacity‑building as part of implementation awards and consortia development](https://www.eda.gov/funding/programs/regional-technology-and-innovation-hubs), 2023–2026. | ||
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| _Flagship / Competence Frameworks_ |
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| _Flagship / Competence Frameworks_ | |
| *Flagship / Competence Frameworks* |
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| * EU Quantum Flagship (qt.eu). Publications including Competence Framework for Quantum Technologies v3.0, [Strategic Research & Industry Agenda 2030, and KPI reports (skills frameworks & training)](https://qt.eu/publications). | ||
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| __Strengths of IBM quantum computers__ |
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| __Strengths of IBM quantum computers__ | |
| **Strengths of IBM quantum computers** |
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| __Strengths of IBM quantum computers__ | ||
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| _Official / Primary (IBM)_ |
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| _Official / Primary (IBM)_ | |
| *Official / Primary (IBM)* |
| _Reputable News / Features_ | ||
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| * New Scientist. [“IBM has unveiled two unprecedentedly complex quantum computers (Nighthawk, Loon)—enhanced connectivity; ~30% more complex circuits,”](https://www.newscientist.com/article/2503799-ibm-has-unveiled-two-unprecedentedly-complex-quantum-computers/) Nov 12, 2025. | ||
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| _Peer‑Reviewed / Scholarly Reviews_ | ||
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| * EPJ Quantum Technology (Springer). AbuGhanem, M. [“Superconducting quantum computers: who is leading the future?”](https://link.springer.com/article/10.1140/epjqt/s40507-025-00405-7) Aug 19, 2025—comparative review including IBM’s hardware strategy and ecosystem. |
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| _Reputable News / Features_ | |
| * New Scientist. [“IBM has unveiled two unprecedentedly complex quantum computers (Nighthawk, Loon)—enhanced connectivity; ~30% more complex circuits,”](https://www.newscientist.com/article/2503799-ibm-has-unveiled-two-unprecedentedly-complex-quantum-computers/) Nov 12, 2025. | |
| _Peer‑Reviewed / Scholarly Reviews_ | |
| * EPJ Quantum Technology (Springer). AbuGhanem, M. [“Superconducting quantum computers: who is leading the future?”](https://link.springer.com/article/10.1140/epjqt/s40507-025-00405-7) Aug 19, 2025—comparative review including IBM’s hardware strategy and ecosystem. | |
| *Reputable News / Features* | |
| * New Scientist. ["IBM has unveiled two unprecedentedly complex quantum computers (Nighthawk, Loon)—enhanced connectivity; ~30% more complex circuits,"](https://www.newscientist.com/article/2503799-ibm-has-unveiled-two-unprecedentedly-complex-quantum-computers/) Nov 12, 2025. | |
| _Peer‑Reviewed / Scholarly Reviews_ | |
| * EPJ Quantum Technology (Springer). AbuGhanem, M. ["Superconducting quantum computers: who is leading the future?"](https://link.springer.com/article/10.1140/epjqt/s40507-025-00405-7) Aug 19, 2025—comparative review including IBM's hardware strategy and ecosystem. |
| _Analyst / Industry Summaries_ | ||
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| * [The Quantum Insider. IBM Quantum Roadmap Guide—Scaling and Expanding the Usefulness of Quantum Computing](https://thequantuminsider.com/2024/10/12/ibm-quantum-roadmap-guide-scaling-and-expanding-the-usefulness-of-quantum-computing/), Oct 12, 2024. | ||
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| _Ecosystem/Network Context_ | ||
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| * AInvest / MarketPulse. [“IBM’s Quantum System Two & hybrid integration at RIKEN,”](https://www.ainvest.com/news/ibm-quantum-computing-leap-system-implications-ai-enterprise-tech-2507/) July 18, 2025. No newline at end of file |
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| _Analyst / Industry Summaries_ | |
| * [The Quantum Insider. IBM Quantum Roadmap Guide—Scaling and Expanding the Usefulness of Quantum Computing](https://thequantuminsider.com/2024/10/12/ibm-quantum-roadmap-guide-scaling-and-expanding-the-usefulness-of-quantum-computing/), Oct 12, 2024. | |
| _Ecosystem/Network Context_ | |
| * AInvest / MarketPulse. [“IBM’s Quantum System Two & hybrid integration at RIKEN,”](https://www.ainvest.com/news/ibm-quantum-computing-leap-system-implications-ai-enterprise-tech-2507/) July 18, 2025. | |
| _Analyst / Industry Summaries_ | |
| * [The Quantum Insider. IBM Quantum Roadmap Guide—Scaling and Expanding the Usefulness of Quantum Computing](https://thequantuminsider.com/2024/10/12/ibm-quantum-roadmap-guide-scaling-and-expanding-the-usefulness-of-quantum-computing/), Oct 12, 2024. | |
| *Ecosystem/Network Context* | |
| * AInvest / MarketPulse. ["IBM’s Quantum System Two & hybrid integration at RIKEN,"](https://www.ainvest.com/news/ibm-quantum-computing-leap-system-implications-ai-enterprise-tech-2507/) July 18, 2025. |
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Finished reviewing the grant writing file
Adding new course content for review. Still reformatting 2 figures and the references in one lesson. But text review can begin. Many thanks.