Blog: What drives project management success?

In the pharmaceutical world, the central purpose of why we do, what we do, is improving the lives of patients. They are dependent on a vast interconnected network of individuals such as scientists who discovers a new molecule, organisations who invest in developing the molecule, and healthcare professionals who ensure patients get the necessary medicines and treatment. They collectively work together to ensure that scientific advancements made are delivered safely and timely to those whose livelihood could be counted to the very second.

Sometimes, we overlook the “behind the scenes” contributors in the clinical trial industry who support this complex network; the individuals who are mentioned in the latter part of a movie roll credit but are as equally critical and important as the movie cast themselves.

The Project Management team is one of the many contributors who are in the background, orchestrating and creating working harmony between internal departments and external parties to execute project success. In this article, we hear from Hannah Papaioannou, Iris Lai, Kimberley Cooper, and Matthew Jervas on what they think is important for project management success and the vitality of collaboration, communication, and alignment in the clinical trial space.

Matthew: Building relationships can be tough. Everyone has different personalities, ways of communicating, reacting, etc. While there may be instances where you think, “I am not going to get along with this person”. Stop yourself right there, and don’t be afraid to continue to build the relationship. My approach is to set the foundation inside and outside the professional landscape. Make it personal at times, find a common interest, and ask questions about them as a person, life, career history, etc. You may find a common interest that can help that relationship take off.

Always keep the professional acumen in place, but don’t be afraid to stray away from time to time for that personal feel. I find a friendship in a business relationship can extend beyond your time with a particular company. It can help you expand your network and open doors you never would have thought existed. Most importantly, be yourself.

Hannah: Strong relationships are built on core principles such as active listening, consistency, and understanding. These foundations create a reliable framework for success in any project. Active listening is a critical skill in project management, enabling managers to hear and learn from clients and team members. By engaging in conversations, we establish trust, foster respect, and strengthen the connections essential for project success. We demonstrate this daily in all interactions, ensuring that everyone feels valued and understood. Consistency is another key to building strong relationships. Delivering on commitments within promised timeframes establishes reliability and confidence. While challenges may occasionally arise, maintaining an open and honest dialogue ensures that trust is preserved. Consistency creates stability, giving clients and team members the assurance they need to rely on us. Understanding is at the heart of meaningful relationships. As project managers, it is essential to appreciate the perspectives and motivations of others. This fosters collaboration and propels projects forward. By valuing the human side of interactions, we cultivate meaningful, lasting connections that drive success.

Kimberley: Different people work in different ways; some people are more visual, and others are more hands-on. Creating the successful relationships that are required means that you know how each team member works. At the end of the day, everyone wants the same end goal; everyone focuses on the patient waiting for their medication. Although many things these days are electronic and over a computer, it is also so important to have a conversation with someone, whether in person, over the phone, or on a video call. Being able to speak to someone is always more productive; you have the chance to bounce ideas off each other and talk through ideas and challenges in more detail. I think email communication is great for documenting plans and challenges and how to move forward, but the real discussions and plans come from having a conversation.

Iris: Everyone gets bombarded with emails and messages every day in professional and personal life; and the convenience of quick responses is efficient when turnaround times are tight. However, I firmly believe that despite the efficiency of a typed response, picking up the phone (or, in this case, a call through Teams!) fosters active listening and connection. It is more personal and conveys emotions that may not come across the same or can be misconstrued in typed text.

Working with certainty in an uncertain space

Kimberley: Uncertainty can be scary in all walks of life. But this is part of the package when it comes to clinical trials. There is always the unknown if something is going to change, which is out of our hands, but it is all about dealing with the unknown and finding ways to work around challenges. It is all about looking at the challenge from all different angles, having a plan A, B, C, D, and so on, but we will always find a way to ensure that the patient receives the medication, no matter what challenges of uncertainty we come across.

Expect the unexpected

Matt: In my previous life, I was a Master Scheduler / Planner for a large-scale clinical production site. If there is anything I can relate to, it’s expecting the unexpected. Often, you will experience last-minute changes. These could range anywhere from an issue in production that may delay your run, 13th-hour changes coming from a client, or the occasional “miss” within the documentation that will be utilized for any given task. The # 1 piece of advice I can give is never to communicate an issue to internal teams or external clients without a plan in place.

Everything isn’t an emergency. Take your time to digest whatever the issue is that is presenting itself. Identify your key team within the organization to devise a plan. Set tasks and goals and hold people accountable. Once you have buy-in from all teams, present the issue with a plan in place. This will speak volumes to your internal teams and external clients and keep things positive. It will also boost their confidence in you and the company.

Kimberley: As a project manager, we always have a plan, a backup plan, a backup of the backup plan, and many more. Anything within the clinical trial industry can change at any moment, and we must be able to mitigate any risk and ensure that everything stays on track. We must always expect the unexpected, and even though that comes with many challenges, it also makes you think outside of the box and figure out how to put the puzzle pieces together when they look like they will not fit. When there are challenges and unexpected changes, it’s all about using previous experience, working together as a team, and always remembering the end goal, the patient.

Hannah: In the world of packaging and labelling, things don’t always go according to plan. That’s why being able to pivot quickly is crucial. From a project management perspective, it’s important to always expect the unexpected. Communication is one of our strongest tools for managing risk and keeping the project on track. When challenges arise, the ability to come together as a team to find a solution is key. At RxSource, we are open about our challenges and share them—sometimes, someone else may have the perfect idea that you haven’t thought of yet! While things won’t always go smoothly, teamwork and collaboration allow us to move forward with a clear plan, satisfying both the client and RxSource, and ensuring the timely delivery of medication to the patient.

To conclude

The success of project management in the pharmaceutical industry is built on the pillars of strong relationships, adaptability, and unwavering dedication to patient outcomes. The insights shared by Kimberley, Matthew, Hannah, and Iris highlight the crucial role of collaboration and communication in navigating the complexities of clinical trials. Despite the inevitable uncertainties and unexpected challenges that arise, their collective emphasis on proactive planning, risk management, and a deep commitment to quality ensures that the end goal— delivering safe and effective medication to patients—is always achieved. By staying aligned with both the company’s and patients’ needs, project managers serve as advocates, ensuring that every step of the process is executed with care, precision, and a focus on improving lives.