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and are fundamental to its operation. These decisions are most appropriately made after the roles, responsibilities, and expectations of the team and team members have been agreed to by management and ideally should involve the project leader along with key functional managers and representatives from senior management. Although these decisions are influenced by where the functional therapeutic expertise may reside, having at least the core team members at one location is the preferred alternative. |
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There is no one way to effectively configure a team. One approach would be for all team members to reside in one location. Although this minimizes many of the communication issues which often arise in managing an international project team, the team must be aware that it lacks the full appreciation for and knowledge of regulatory and marketing issues at other sites. This deficiency must be appreciated and more importantly, must be addressed. A great deal of responsibility to ensure that the needs of world-wide markets are appropriately balanced and considered, before key project decisions are made, falls primarily on the shoulders of the project leader who is expected to have the broadest impartial project perspective. Conversely, if team members reside at various locations around the world, information about local or regional requirements must become more accessible and transparent to all team members. However, communication issues now become more problematic. Here again the leader must take on the added responsibility to establish appropriate mechanisms and procedures for minimizing communication roadblocks which arise. |
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C.
Team Goals and Team Commitment |
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Besides monitoring an individual team member's performance to maximize the team process, team goals and objectives must be carefully negotiated and agreed to and performance metrics must be tied to appropriate and acceptable reward systems. In managing an international project team, personal involvement in setting objectives is one of the more important duties of the project leader. The fact that team members often reside in different locations and are subject to different compensation systems certainly makes this a difficult task; even so, within the constraints of local customs and regulations, the project leader needs to ensure an equitable reward system for project performance. |
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As a project moves through development, the project leader must ensure that the individual and collective plans and contributions of all team members are aligned and support the project's key strategies and tactics which have been agreed to. To accomplish this effectively, it is paramount |
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