Seeing no other Responses, I'll chime in.
1. I don't know really, you can see if you can find a book on Basic People Management but I'm sure the over-arching concepts are the same, it will basically come down to what Kind of Boss do you want to be. If this is part of your HR mandated individual development plan (IDP), then I recommend you talk to your Boss and HR department on this type of Training. Either you Company may have an internal leadership "academy" or they should have a list of courses that aim to help new People managers in your Situation learn the Basics of People Management. I personally recommend this as your first step.
2. Whereas you'll be Response for the admistrative aspects of your direct Report, do not underestimate the time and responsiblity behind this. This is why you were given this opportunity. As first you will understand that you will be dealing with a "human" resourse, who will have personal situations that will Need handling with sensitivity. You will be accoutable to ensuring that Person is developing per thier Needs irrespective of if a Project they are on are with another Project owner.
Regarding the issue of the Person being on another scientific Project (probably by another Project owner), you ARE responsible for ensuring the aspect of your FTEs scope of work is delivered. This means you Need to understand that Project for the objectives it will deliver against, Tasks, and risks for delvery. It does not mean you Need to ba activated or directly involved (that's your FTE) but you should ensure you are sufficently informed. Why? Because YOU are the route of escalation! If there is a Problem on the Team your FTE is allocated to and that Problem is linked to an objective of your FTE, then you are the direct line Supervisor for escalation. In These cases, then you become activated are involved.
I would recommend that you ensure that theother Project is added to your HR defined MBOs (your objectives) formally. The Details of the Project don't have to be in there (tactics) but talk to your line Manager, you should have accoutablity for delivery of that Project and then align you FTE's MBOs to yours (i.e. understand the scope of the Project and what YOUR contribution is. That way then you are clear on what is expected and politicaly....protected (i.e. you are mandated Party to the Project via your FTE) and your word in the Event of an escalation will hold a "voting" power. Now the risk is that if that Project is not delivered, or delayed, then YOU are dinged, but hey well come to Management and leadership!! Welcome to Team-work, where we are all accoutable for each others successes...and failures, that's where the courage Comes in right?
Let me know if you have any more questions - i'm a new Manager as well (just under a year), with the Exception that I have 1 direct line Report and 8 dotted line reports from many different functions outsid emy area of Expertise, i.e. drug supply, technical production, regulatory affairs, finance, business operations (sales), medical affairs, etc, some of those 8 dotted are +2 in title, a % of their MBO's (pretty high percent actually) are to me, to ensure that their individual objectives are aligned and prioritized with the Teams objectives - if the Teams succeeds we all win, if it Fails..well, put it this way, a % of our pay increase and Bonus will take a negative hit.
Good luck! I would go into the Details but OMG. A wonderful learning experience that is exciting 20% of the time..and burdensome 80% of the time (politics politics politics).
EDIT: Also note by putting the other scientific Project into YOUR HR objectives you also have a Point of negotiation for resource allocation should you and your FTE be put in a bind. I would also think your Boss should have something in his/her objectives too. In the absense of resoruce allocation then you can have a meaninful and documented reason why the objective was not met both for you and your FTE what woulld result in a penalization against objective.