Project leader

ProJ. N°. Project Title Project Leader Inatitute Company... 

Full site meetings may be held monthly or weekly, depending on the pace of the job. The main contractor or the project leader, who could be the architect or engineer, will chair a typical site meeting, and matters for the agenda will include ... 

Close control of the contract should be kept at all times. This is where formal site meetings, with reports of progress, can be most useful and can help to steer a late contract back on the right course. When a contract begins to fall behind the agreed program, it is important to find out why and to rectify the problem. It is in everyone s interest to see the plant commissioned on the agreed date, and a casual attitude by the project leader should never be taken. He should be strict with anyone who causes a contract to slip behind schedule. 

Dr. Henrik Christensen Project Leader DINEX A/S Fynsveij 39 DK-5500 Middelfart Denmark... 

Paul Scorer, Senior Project Leader, Leica Biosystems Newcastle Ltd, Newcastle Upon Tyne, UK... 

After this list is reviewed for incompatibilities, individual fume hoods need to be assigned for use with specific chemical classes. A hidden aspect to this situation is the administrative controls which the project leader must enforce in order to keep incompatibles separate. 

Overall, several useful concepts emerge from these analyses. Different targets and routes of administration may require biased property distributions and screening libraries for successful lead optimization. This could influence the eventual chances of project success and should be taken into account early by project leaders. Once more, optimization focused on potency has been shown again to lead to larger molecules which increases the potential for poor ADME properties. The extent of any ADME issues would of course depend on the structure of lead molecule. Finally, larger, more lipophilic molecules historically have an increased rate of failure in the clinic. 

It is quite common for a Catalysis project leader to set up a structure of empty packages and use them to enter stub specifications, designs, and relations (such as refinements) between them that must be completed in downstream development. These packages also need an appropriate build mechanism that traverses and evaluates the contents of each package, generating results that will be checked, compiled, and linked. 

After Grillo-Lopez joined the rituximab team, it was xmusual that I remained the project leader. When most project teams enter clinical trials, a clinician becomes project leader... 

Outlined below are some key elements of a generic preplanning process that can be addressed concurrently. For each project, the development of additional supporting detail for these elements is led by the owner and contractor project leader ... 

The Implementation phase is treated in the ensuing chapters from the perspective of each of the levels at which a manager operates organization, group and self. At each of these levels there is a central dilemma that managers and project leaders continually need to resolve ... 

The tasks that confront a project leader and the project team will be affected by the type of project thqr are undertaking and its status within the organization. Wendy Briner and colleagues from Ashridge Management College... 

Creating a sense of team out of previously unconnected specialists with other priorities is a complex skill. Project leaders have to build a committed project group, often against all the odds, and then achieve the full benefits, both personally and to the organization, of this form of cross-functional collaboration, (p. 9)... 

So far we have been focusing on the project leader s role. Important though that is, what the rest of the team does, independently of their leader, is also vital. A list of team tasks prepared with the whole team in mind has been developed by a group of tutors also at Ashridge College. They have used their experience of working with teams to formulate a blueprint for a superteam (Hastings et aL, 1986). Extracts from their list of what superteams actually do are presented in Box 7.7. 

What the lists of activities, types of teams and tasks should show is that putting together a collaborative endeavour demands a mix of one-to-one relating and close interactive team-working. What the collaborators - not the project leader on his or her own - have to do is to work together to find a satisfactory mode of operating. From that process effective collaboration will flow. 

A version of these team roles, modified by Boddy and Buchanan (1992) to fit with the experience of the project managers they researched is presented in Box 7.8. Expect, as project leader, to fulfil all of these roles at some time or other. They are all competences that can be learned and practised. Even if you have members of the team with these skills, you still need to take responsibility for ensuring that each of them is attended to. 

While deciding-as-you-go-along is often a valid way of proceeding, it can place testing calls on the project leader s powers to keep collaborators in line and the project on course. Deadlines can be argued to have been unrealistic. Whether a task has been completed satisfactorily or not may be open to wide interpretation. These are issues that then need to be discussed and negotiated in the light of project objectives. 

A particular problem of feeling your way as you go is that it can be hard even for the project leader to judge whether a point has been reached when corrective action is called for. Moreover even if some kind of intervention is deemed necessary, you are unlikely to have any standard procedure for corrective action that you can call into play. Deviations on projects tend to demand improvised responses. 

It is easy to say that anxieties and apprehensions like this should be talked through, clarified and dealt with at an early stage. What can happen, however, is that the project s implications for staff are perceived by the project leader, and perhaps the team too, as innocuous. Consequently, anxieties are not foreseen. 

The project leader needs to create conditions which enable problems to be picked up before they reach the danger signal stage ... 

As project leaders they can be most effective in securing cooperation and resources. They are usually good negotiators. The risk is that they use their personal power for their own ends rather than the common good - that they play political games. 

As project leaders. Improvisers are adept at sorting problems as they occur. But they can be overoptimistic, believing that somehow events will turn out their way, and allow warning signs of problems to go unnoticed. 

As project leaders. Bearers desire to assume burdens makes them reluctant to delegate and share responsibility. They can thus find themselves too overworked to give proper attention to the longer term needs of their project. 

As project leaders. Protectors enable team members to flourish and use their potentiai. Their latent concern to be looked after themselves can make them very demanding with regard to results. 

As project leaders. Determiners will bulldoze their way through all difficulties and opposition. Wariness about being used or controlled by others may result In a reluctance to listen or give way, even when plans now appear inappropriate. While their style can be effective for achieving goals, their goals may be confined within a limited vision. 

In a large experimental program, the responsible individual may serve as a project leader or manager with little or no technical involvement. 

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