Life sciences projects are unconventional in that they are heavily regulated, longer, more complex, and dependent on clinical outcomes.
Drug development uses a phase-gate and waterfall approach, much like other industries, though the unpredictability of a human body’s response to novel therapeutics makes these projects very complicated.
In performing their jobs, PMs in the life sciences are taking on more cross-functional responsibilities. And while asked to wear many hats, they must still ensure the final product or program is delivered on time, within budget, and in compliance. To make their work even more challenging, life sciences PMs are often not equipped with advanced technology needed to assist them in their tasks and are often stuck using rudimentary spreadsheets or limited applications not designed for specific industry needs.
Simply completing tasks on-time, on-scope, and on-budget rarely produces stellar outcomes for any project. By ensuring a high standard of work quality for each completed deliverable, project managers can achieve exceptional outcomes. Consider the impact of delivering and receiving feedback from team members at every step of a drug development program or commercialization project. When project teams know how their work affects the total project, that others care about the quality of work, and that deliverables are more than checks on boxes, engagement gradually rises… as does performance.