Owning by learning

 

One of the frequently asked questions is whether a project manager should be knowledgeable (or an expert) in the field of the project. For example, can someone with a background in chemistry and little knowledge in IT systems architecture effectively manage a project to deploy a new ERP system? Most respondents indicated that although having a deep knowledge on the specific domain(s) is not mandatory to successfully lead a project, a certain degree of familiarity does certainly add value.

My experience leading projects in the pharmaceutical sector, and within the manufacturing area in particular, concurs with the survey outcome. In fact, I have witnessed heavy struggles from seasoned IT project managers in the management of projects related to the manufacturing of pharmaceutical products.

One reason that could explain this is that the pharmaceutical industry is very highly regulated. Before one moves his right hand needs to ask permission to his left. Hyperbole aside, failing to understand and adhere to Good Manufacturing Practices (or GxP in general) will raise eyebrows from team members and other relevant stakeholders. How can this person manage these type of projects when he is lacking the very basic foundation upon which the rest is built?

In addition, the manufacturing of medicines or APIs (active pharmaceutical ingredients) involve several disciplines such as chemistry, biology and engineering. A project to validate a  new production process or to qualify a new equipment requires the completion of a set of deliverables such as IQs (Installation Qualification), OQs (Operational  Qualification), PQs (Production Qualification) amongst many others. These documents are highly technical and even though they are authored, reviewed and approved by diffferent team members, the PM must be able understand  their significance. By failing to do so, he risks becoming a mere project administrator whose main task is to follow up on the status of documents which importance can't explain. By using the suitable professional jargon, the PM increases his credibility and boosts his engagement towards the team and the project.

Some theories indicate that organizations across all industries are transitioning towards a project economy. In this setting, the project manager must step up and expand his duties beyond the usual planning and controlling. In this paradigm shift, the PM will own the project in a broader sense of the term. The project economy requires well rounded professionals that can lead the whole process from idea to reality, from a drawing on a white board to a tangible item. If the project economy crystallizes, it is yet another reason to take all the necessary steps to become a knowledgeable individual and own the challenges that await us.