ABSTRACT

This chapter explores the steps in implementation plans for pharma projects and how they can be monitored more effectively in the following areas: project mobilisation and roles; project milestones and indicators; project systems; project learning and project dynamics. Diagnosing a pharma project, its strategy and evolving a project plan are merely the precursors of actually beginning a project. Mobilisation implies some degree of commitment and that potentially means some exposure to risk. IT systems play an increasingly important role in supporting effective project management in the pharma industry. The most obvious application is to project planning. Pharma projects are ones which often shift in their attractiveness, uncertainty and in the degree of support for them over time. The amount of energy in the project team will also change. This means that project milestones are rarely givens, and that in addition to these milestones the pharma project manager may also need to track some softer indicators, too like team energy and morale.