Pharmaceutical Drug Development Project Management

2007 ◽  
pp. 1315-1328 ◽  
Author(s):  
Janet Foulkes ◽  
Peter W. G. Morris
Keyword(s):  
Project Management ◽  
Drug Development ◽  
Development Project ◽  
Pharmaceutical Drug

scholarly journals ROLE OF EFFECTIVE PROJECT MANAGEMENT IN REDUCING DRUG DEVELOPMENT COST

2017 ◽  
Vol 10 (3) ◽  
pp. 53
Author(s):  
Faisal B A Zaidi ◽  
Salma Ahmed ◽  
Munish Makkad
Keyword(s):  
Project Management ◽  
Drug Development ◽  
Site Selection ◽  
Late Phase ◽  
Critical Role ◽  
Project Manager ◽  
Development Cost ◽  
The Cost ◽  
Patient Enrollment

ABSTRACTPharmaceuticals are passing through the difficult phase due to increasing numbers of patents expiry along with increasing cost of drug development.Protocol design, regulatory cycle time, site selection, patient enrollment and monitoring are some of the cost contributing elements for late phaseclinical trials. This paper applies the principles of project management and suggests means to reduce the cost of late phase drug development. It alsothrows light on the critical role that a project manager can play in overall drug development process.Keywords: Cost of drug development, Effective project management, Reduction in cost of drug development.

scholarly journals Methodical approach to building system of motivation of the project team

2021 ◽  
Vol 97 ◽  
pp. 01036
Author(s):  
Valeriya Glazkova
Keyword(s):  
Project Management ◽  
Methodological Approach ◽  
Development Project ◽  
Project Team ◽  
Team Members ◽  
Motivation System ◽  
Body Of Knowledge ◽  
Methodical Approach ◽  
Team Motivation ◽  
Empirical System

Currently investment and construction activities are based on the implementation of development projects. As any project’s success heavily depends on joint efforts of a project team members, there is an urgent need for a motivation system able to stimulate team members’ result-orientation and satisfy their individual needs. The Project Management Body of Knowledge (PMBOK) methodology is suggested as a basis for building a sound development team motivation system, with its motivational tools correlating to stages of project management. The purpose of this article is to build methodical approach to system of motivation of the development project team. The methodological approach is formed taking into account the correspondence of the goal and the type of motivation depending on the stage of project management, as well as on the basis of the principles of forming the motivation system of the project team. The result is a constructed conceptual model for the development of a motivation system for the development project team based on the principles of PMBOK. Methods of comparative, empirical, system and economic analysis were used to substantiate the propositions put forward in the article.

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

Managing Software Projects with Team Software Process (TSP)

2013 ◽  
pp. 84-117
Author(s):  
Salmiza Saul Hamid ◽  
Mohd Hairul Nizam Md Nasir ◽  
Shamsul Sahibuddin ◽  
Mustaffa Kamal Mohd Nor
Keyword(s):  
Project Management ◽  
Software Development ◽  
Management Practices ◽  
Software Process ◽  
Development Project ◽  
Software Projects ◽  
Engineering Teams ◽  
Software Development Project ◽  
Software Failure ◽  
Team Software Process

Despite the widespread use of sound project management practices and process improvement models over the last several years, the failure of software projects remains a challenge to organisations. As part of the attempt to address software industry challenges, several models, frameworks, and methods have been developed that are intended to improve software processes to produce quality software on time, under budget, and in accordance with previously stipulated functionalities. One of the most widely practised methods is the Team Software Process (TSP). The TSP was designed to provide an operational framework for establishing an effective team environment and guiding engineering teams in their work. This chapter provides an overview of the TSP and its associated structures and processes. It also highlights how the TSP operational framework can assist project manager and software development team to deliver successful projects by controlling and minimizing the most common software failure factors. Comparative analysis between the TSP and conventional project management has also been presented. Additionally, the results of TSP implementation in industrial settings are highlighted with particular reference to scheduling, quality, and productivity. The last section indicates additional advantages of TSP and comments on the future of TSP in the global software development project.

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