Skills a PM Can't Live Without

Many people may define project manager in many ways.?It could be passing the Project Management Institute (PMI-accredited test) and being knighted in project management.?Others may mean managing GANTT charts, running cross-functional meetings and issuing and following through on minutes and other action items.?Others may refer to meeting project budgets and milestones.?It is possible that all of these are true, and more.

Good project managers are both strategic and tactical in their approach and actions.?They manage or direct a project.?The best project managers are able to understand the interplay between the functional areas of a project and work as partners in the project.?A great project manager is able to learn and understand key drivers. He/she can also socialize complex tasks into bite-sized pieces and act as a captain for the team.

Here are four characteristics of a great project manager to avoid repeating the constructs of the PMI (Project Management Body of Knowledge) (PMBOK).?These are (1) genuine respect for others, (2) knowing when it is appropriate to speak and when to let others speak, (3) understanding how the project works, and (4) being able to take the time to evaluate and keep focus.

1.?Respect for others

Avoiding a stopwatch approach to meetings and being rude to others when managing a project is a bad idea.?A velvet touch is required when managing a team.?Every project is made up?people?who are working together to create a unique product/service.?Project managers who insist on strict guidelines and methods to keep things moving will often lose more than they gain.?Different people process information at different speeds and have different bases.?While it is important to keep the team moving and aligned, it is equally important that the team respects the diversity of their knowledge and understanding of the project's components.?You may find it helpful to allow people to answer questions or give updates over the phone, rather than following a set schedule.?Interrupting someone or stopping them mid-updating an update is a disservice to the speaker. It ripples through other participants.

Three people I know of who led or were project managers in the past were rude and obstinate in meetings. They also ignored team feedback, turned their noses at team members who asked questions, and rolled their eyes at team members who wanted to ask questions. This was to maintain an impossible goal to look good to senior management .?An experienced EVP was known to be disruptive, disrespectful, bully-like, and able to "manage" projects.?These behaviors can be subtle or more obvious.?These people were more suited for project management than the back office.

2.?Knowing when to intervene

Ever been in a team where the project managers speak over the subject matter specialists (SMEs) to keep a strict agenda regarding topic and time??Meetings can take many turns and lead to new discoveries.?These technical discussions or exploratory research are usually allowed time.?Recognizing that the meeting might be changing is crucial. The project manager should acknowledge this and decide if another meeting or an extension of the current meeting are necessary.?It is important to not pick up pieces and stop the natural dialogue. This is one of the most helpful things you can do.

A meeting between a contractor and sponsor was mainly focused on CMC-related topics. However, there was good communication between members of the scientific group.?The technical team was present at the meeting and they wanted to continue the scientific/technical discussions. However, the PM wanted the agenda to remain the same.?The PM demanded that the technical team finish in order to cover these topics.?The PM didn't understand that technical discussions led to an innovation in formulation and process chemistry which would be crucial for the project.

3.?Recognize that details drive success

If you are a part of a team, it is perfectly acceptable to not know all details about a project.?The more project managers learn about the project and the details that go into achieving the goals, the better they will manage them.?Open-mindedness will help to achieve a tactical goal and provide the foundation for strategic measures.?A project manager might see an improvement area in future projects if they evaluate the time and effort required to complete a repeat task.?If, for example, the purchase order process for a service or part requires multiple approvers without regard to cost, and this causes delays in project deliverables they might suggest a stratified approval process that is based on value.?If the project manager is unsure about the timing or how to make a technical decision, they might suggest a stratified approval process based on value.

Companies must create a label for the primary and/or second packaging that contains investigational medicines.?It is usually a two-step process. This involves creating label copy and proofing it.?The approval of the copy can be complicated and involve several functional groups. In the absence of an e-document system, it is possible to have the required people sign the documents.?My project manager saw the inefficiency and suggested a new approach.?It was decided to hold a meeting with all reviewers. All relevant guidelines, protocols, and other information were available at the meeting.?All team members were able to review the text and ask questions during the meeting.?The label copy could be easily modified and reprinted, and then returned to the room for approval. This was a real-time collaborative review.

4.?You must keep your focus and check your work regularly

Even though projects are constantly being developed, it is important that project managers review their work.?It's not a good defense for someone to claim to be a "scientist", "mathematician", or "engineer" in order to behave or act in a certain way or to avoid being better.?These monikers are not enough to distinguish an exceptional project manager.?A lack of professional or academic credentials is no excuse for being inept.?Both the team and the company that employs the project manager expect and merit a project manager who is committed to improving each project.?It is important to establish expectations and stick to them.?It is more than just setting the expectations and sticking to them.?This means that you must ensure that the information you provide is clear and accurate for all members of the project team.

Final responsibility for meeting deliverables is with the PM/lead.?The PM is responsible if something was supposed to be put on an airplane to expedite delivery but it was instead put on a barge, delaying delivery.?The PM is not an expert in shipping logistics but they must look ahead and identify potential problems, as well as provide a platform for discussing solutions.?They need to think creatively about how to solve a problem that may arise when a ship is sailing on a task that could cause delays.?FedEx was used to deliver a product investigational in winter.?Due to inclement weather, the box was left at a depot.?The medication had to reach the patient so I sent a special courier to collect the box and deliver it to the destination.?Was the shipment more expensive than expected??Yes.?However, the risk of a patient not receiving their medication was much higher.

Conclusion

The majority of projects in biopharmaceutical or biotechnology are focused on making better deliverables for patients. This could include manufacturing active pharmaceutical ingredients, overseeing the production of new equipment, or designing a medical device component.?A project manager must keep in mind the deliverables of the project and how they can be used to benefit the patient.?Respect for others, being able to communicate clearly and effectively with others, as well as continuous self-assessment and understanding of the project are all key attributes that make exceptional project managers.?These intrinsic skills can be combined with formal project management approaches to create a rewarding experience.