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the team's request and that funds must be provided by the project leader or by the project team. However, unless sufficient funds are previously allocated to the project leader for such contingencies, the team's request is not accommodated and intervention and resolution are needed from senior management. Although these situations cannot always be avoided, if the team's request is critical in supporting the achievement of already agreed to project goals, it is likely that management will support these budget overruns. The position often and appropriately taken by management is that the project comes first, the budget second. Of course, this is relevant only as long as the project leader and project team first demonstrate a degree of fiduciary responsibility in running their project. |
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3.
Reward and Recognition |
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Linking rewards to the achievement of key project goals also encourages team members to focus their efforts primarily on those activities which support the more important project strategies and tactics. This also instills a sense of urgency and appreciation that time means money, especially to those individuals on the team who significantly affect the project's outcome. Assuming that the project leader has negotiated a reasonable and responsible reward and recognition system, now there is an additional tool available to help manage the team successfully. However, when considering rewards and recognition, the project leader must expand his focus beyond the project team and acknowledge that there are many other individuals within every function who are also critical in contributing to a project's success. |
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For example, the toxicologist on the project team cannot meet time commitments if the pathologist or lab technician or secretary within Toxicology do not complete their own tasks as scheduled; the clinical leader needs the statistician, the data manager, the Clinical Research Associate and others to help implement the clinical program effectively; etc. Every team member has a shadow team behind him which must perform well and is aligned with the overall goals and timetables of the project team. If this can be accomplished, the development process is usually a smooth one. However, if the team is successful in achieving its goals, how do you equitably reward all those critical people who are not part of the project team? This is not an easy issue to resolve and certainly points to one of the many difficulties inherent in any reward and recognition system, i.e., Who is eligible and what system fairly recognizes all those individuals without whom the project goals are not met? Although resolution of this issue does not fall under the direct purview of the project leader, this is a potential problem and the negative consequences of championing the rewarding of some |
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