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Project Planning: Activities, milestones, decision points, time lines, risks in accordance with project strategy and priority; commitment and resources from line managers. |
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Project Performance: time tracking, identify issues and chase problems, ensure continuous commitment by line managers, ensure team dynamic per phase, invite temporary members, organize external presentations, prepare project dossier, minutes, keep collection of major documents (protocols, reports, presentations). |
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In all, seven Project Leaders were installed. They remained in the line function and were expected to dedicate about 30 percent of their time to managing the project. The Head of R&D Coordination organized training sessions and supported the Project Leaders in their activities. This function also facilitated transferring project experience from one project to another and enabled monitoring general performance. |
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The scope of Project Management and the roles of the Project Leaders were defined in a Project Manual. |
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The reporting structure and decision process on projects improved considerably. |
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Realistic (almost) time plans were achieved |
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Teams functioned best when: |
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international (the power of individual local Line Managers was less) empowered managers were delegated as Team Members |
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Project Leaders were senior staff with superior technical knowledge of the project and a clear vision of its potential. |
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Although the Project Management structure was received as a shock in 1992, by mid 1995 it was an everyday reality because of the patience and personal skills of the Project Leaders. |
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Step 3: Project Management Worldwide |
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After the acquisition of Squibb Diagnostics from Bristol Meyers Squibb (now Bracco Diagnostics (BDI) and Bracco Research USA) a new international structure was required which took account of the diversity of experience at the EU and the U.S. development sites. Whereas Bracco Milan had been strongly R&D oriented but with no sense of urgency, BDI Project Management was strongly business-linked with a tendency to favor time over scientific depth. The BDI Project Leaders were employees of the Market Development Department and worked full time on Project Manage- |
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