As clinical project managers become more strategic, more advanced technology must support their evolving roles
Traditionally, project managers followed a defined scope of work to complete clinical activities on time and within budget. They worked according to simple management practices, adhering to the service triangle of time, cost, and quality. Now, CROs have greater expectations for PMs to proactively manage and control processes and offer innovative solutions to risk - all with an eye on improving ROI. Many are tasked with managing even larger groups of stakeholders composed of internal and external team members as well as customers.
The generation of large subsets of data from various sources requires advanced analytic skills to pinpoint outliers and report results to sponsors. Rather than be reactive to problems, PMs must work proactively to mitigate risk before it causes delays, added costs or other problems. As ‘CEO’ of the project, they must govern the entire project cycle to ensure milestones are met in alignment with sponsor objectives while finding ways to decrease cost and speed time to market.