|
|
|
|
|
|
|
tions. This places further demands on the key skills required by this group to include contract negotiation and management, to ensure that optimal use is made of both in-house and contractor resources. |
|
|
|
|
|
|
|
|
The Project Managers assigned to each project by Manufacturing has to ensure that they are acting in the right context and hence they must ensure that the basic parameters within which the project operates are clearly understood. To do this during the development phase, they must define for the Manufacturing staff a number of constraints, for example, |
|
|
|
 |
|
|
|
|
the target introduction date and the key milestones in the R & D program. This allows the Manufacturing groups to define their own key milestones for the production process, which are in line with the R & D program; |
|
|
|
|
|
|
|
|
the portfolio priority of the project and hence the extent of resources that it should be given versus other projects if clashes arise; |
|
|
|
|
|
|
|
|
total likely demand for the product, clearly established with Marketing, to ensure that both the primary and secondary processes are designed to meet the capacity required; |
|
|
|
|
|
|
|
|
any constraints that there may be on the project, e.g., costs or specification limits. |
|
|
|
|
|
|
|
|
After launch, the information needed by each group changes significantly and involves a definition of the long-term plan for the product, including: |
|
|
|
|
|
|
|
|
demand over time,
country launch plans, and
launch dates for new formulations. |
|
|
|
|
|
|
|
|
The Project Manager frequently acts as project chair for the technical transfer groups, though not necessarily for all of the project discussions, as it may be appropriate for someone from the technical team to do this on given technical issues. What the Project Manager must ensure is that all groups dealing with the same compound are adequately informed about progress to date and the proposed way in which cross-group issues are to be dealt with. The Project Manager is likely also to organize project reporting on progress to senior management and ensure that issues are highlighted for decisions that cannot be resolved at a project team level. |
|
|
|
|
|
|
|
|
VII.
The Technical Support Structure |
|
|
|
|
|
|
|
|
With a central Project Management team staffed by generalists who are essentially employed to look after the commercial/logistical aspects of the |
|
|
|
|
|