Smart Projects
Facts: Many small or medium-sized biotech companies that started as academic spin-offs have no tradition of running projects in a structured way. However, a project-driven organisation is needed when certain levels of complexity and maturity have been achieved or in the process of achieving these. The ability to run projects, mostly via project teams, is an organisational and management asset appropriate to certain stages of growth.
"Don't let Project teams become committees."
Tom Peters
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To develop processes and systems that can sustain a project-driven operational strategy. To enhance current project structures by assessing their effectiveness and gaps. To (re)create a project approach where quality, productivity and speed co-exist without contradictions. |
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Mapping of activities and developing of best-class, tailored approach to planning, decision making, resource allocation, priority setting, accountabilities, consolidation of multiple sources of data and knowledge transfer. 'Project Anatomy' workshops, the number of which depending on complexity of the growth. Secondary one-day workshops deal with (a) Project Leadership and (b) other non-science 'projects' [administrative, HR, financial, etc. projects treated similarly] |
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A project philosophy and structure where responsibilities and accountabilities have been defined and 'rules of the game' have been agreed. Company-specific documentation (from guidelines to SOPs) to guide the running of projects.
Ad hoc training sessions with Project Leaders. Ad hoc mapping of skills and competences for Project Leaders and possibly team members. |
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When incipient project teams are formed or when an existing project structure needs to be enhanced to cater for increased number of activities. When a pre-IPO or similar situation requires a higher level of professional approach to operations. |
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This intervention takes place typically over a period of 2-3 months with workshops punctuating the process. |
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