Project champion

Table 6.1 Duties of the Project Champion and Project Manager...

Assuming the project champion function for its realization Calculating sales prices in accordance with company rules for profitability Negotiating and concluding confidentiality agreements, R D agreements, supply contracts for trial and industrial quantities... 

Our recent collaborations with Pacific Northwest have focused on information technology. This project is just beginning but exemplifies all of our current success factors. We have defined our needs and believe that there is a win-win proposition for the laboratory and Dow. Project champions in both organizations are in place and communication is continuous. This is clearly an area of technology that will not be a core technology to Dow, so it is an area in which we depend on external sources for both expertise and execution. 

Physiology-driven projects using tissue or whole animal testing as primary screen All work done in-house Project champion stays with project from conception to drug approval Project team can be 1 chemist +... 

Target-driven projects using animal testing only on selected compounds later Tasks outsourced whenever economically viable No project champion or one gone by development... 

Project champions can then make brief presentations to pitch their ideas to the rest of the team in subsequent meetings. Several meetings may be required before the team selects its favorite or best project. 

Before the mapping process can be undertaken it needs to be recognised that supply chain processes cross all functions of the organisation. It is therefore important to have all key functions represented. The task force must be assured of top management support. A project champion may also need to be appointed. 

The factors that favour successful industrial innovation have been memorably analysed by a team at the Science Policy Research Unit at Sussex University, in England (Rothwell et al. 1974). In this project (named SAPPHO) 43 pairs of attempted similar innovations one successful in each pair, one a commercial failure - were critically compared, in order to derive valid generalisations. One conclusion was The responsible individuals (i.e., technical innovator, business innovator, chief executive, and - especially - product champion) in the successful attempts are usually more senior and have greater authority than their counterparts who fail . 

Dr. Jack Weaver, and Mr. Sanford Schreiber of CCPS sponsored and supported this project and provided access to the resources of CCPS and its sponsoring organizations. The Subcommittee particularly acknowledges the key contribution of Mr. Lester H. Wittenberg of CCPS in actively championing this project. 

Each project has a champion and strategist who oversees the project, ensures that adequate resources are available and helps overcome any obstacles. 

Throughout the approval process, work with your senior champions to make sure they have the information they need to keep the project moving. Listen for the sounds of opposition and move to defuse any issues that may obstruct the project. Don t assume no news is good news. Bad news is difficult to deliver if you expected to hear something on a particular day and didn t, you should call and find out what is happening ... 

To be successful, every project needs an advocate or champion. Mukesh (3) presented 15 tips for producing a successful project, the most important one being that one needs a champion. 

Does the project have a champion — someone with the necessary passion, conviction and energy ... 

Appointment of experienced managers with leadership qualities to the roles of project manager and champion. They also must be well viewed by the customer... 

Project managers and champions must be empowered to manage scientists and other team members to execute the agreed-on project plan, to write reports, and so on. 

At the same time that engineering requires team effort, it can also call for outstanding individual effort. Many of the most creative and advanced engineering projects have required a champion to almost single-handedly overcome obstacles and single-mindedly bring an idea to fruition. Thus ours is a profession that finds a place for the engaged maverick at the same time it embraces the team and its players. 

External participation in projects by academia, other companies, and especially the customer offers a method of validating ideas against current market conditions. This is a difficult part of the business. Also, having a business champion, whether he or she is in management or is a respected scientist who advocates the importance of the project to management, generally correlates with success. 

Generally, our evaluations only awarded those with scores exceeding 4.0. This was because a separate award, called the Impact Award, could be given if a more senior person or champion of the project could make a case that the submission was worthy of a separate, albeit lesser, award. No one could be given both awards. 

Product (or Process) Champion. From the business, not a technical function. This may require more than one person if the projects cover more than one business. 

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