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planned, resolving conflicts as appropriate or raising them in a professional manner to higher management levels for appropriate resolution, etc. |
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A sound, responsible, and agreed upon project plan, developed early in the development process, which supports the agreed target profile and is revisited periodically throughout the development process to ensure that it reflects the latest project status and best thinking of the team, is extremely important to a project's ultimate success and is a critical tool for the successful project leader and the international project team. This plan must reflect the most appropriate road map so that the corporation can maximize its return on investment. An integral part of this planning process, therefore, must be the early development of an agreed upon package insert, highlighting particularly those claims and attributes which are key for successful marketing. Based on these claims, the design of critical clinical studies can be focused to generate the relevant data. |
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Every team member must be involved in building the project plan. Measurable milestones must be defined against which team performance is assessed. In addition, mechanisms must be agreed to which allow detecting problems early enough, so that solutions are found to keep the project on track. |
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Project management techniques, such as PERT planning and critical path analysis, provide the project leader with the information required to stay on top of his project. For these tools to be most useful, however, all team members should have access to the same information as the project leader so that they understand where their piece of the puzzle fits and, more importantly, how well they and their team members are doing compared to the commitments that have been made. These planning techniques allow all project tasks to be optimally integrated and reduce project task duration through reduced overlapping of key activities, simulation modeling, and evaluation of contingency alternatives. |
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Meetings that are not well planned and well run are significant time wasters, serve little useful purpose, are a financial burden to the organization, and pose problems for the project leader in effectively synergizing interactions between team members and motivating them to meet high performance standards. |
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Often most people in an organization feel that there is insufficient quality time during the day to accomplish their daily objectives. Acknowledging and respecting this frustrating problem, the project leader's time |
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