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individuals in positions of management responsibility and who need to be kept in the loop on key project activities. These individuals, particularly functional department heads, should be given the opportunity to support the team process as partners and should be encouraged by the project leader to provide assistance to the team when it is desired and necessary. The project leader must be careful not to build up walls between the project leader and these key individuals but instead must reach out and take the first step in developing appropriate relationships with these key decision makers. This is particularly appropriate when issues arise which directly affect a department's performance or the scope of a department head's authority and responsibility (see Fig. 1). |
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A project leader will often appear in front of management groups at critical times during the development of a drug. The project leader must confidently and convincingly present the project's progress, issues, problems, and recommended solutions and on occasion must be prepared to stand up to some intense grilling. Those who might be intimidated by others in positions of power are not successful in this role. Senior management's tolerance for getting to the bottom line can often be short. A successful leader must see through the maze of complex issues and problems and articulate the big picture quickly and coherently to very busy senior executives. Often the team's proposals may not at first be in line with the stated or perceived position of management. Here again the project leader must have the fortitude and confidence to participate in constructive debate with senior management to convince them of the merits of the team's position. It would be unacceptable if the project leader just accepted management's |
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FIG. 1
Managing communication strategy to ensure timely,
focused, and relevant exchange of information to the
right customer groups is one of the most critical
responsibilities of the project leader. |
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