Summarize the major challenges facing the beta Interferon Manufacturing Process Development project
The first major challenge facing the beta Interferon Manufacturing Process Development project is the elimination of the initial stages of the development process. The early phases are crucial to the familiarization of the employees with the new product. Although the crossover study would allow the company to commence the development process at clinical trials, it would slow down the adaptation of staff to the entire process. The planned use of the beta Interferon project to model a program that would accommodate other products requires that the project commences from the initial stage to allow the development of reasonable operating procedures. The process would require much time and planning.
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What strategies have been implemented to address the above challenges?
The strategies to address the identified challenges include the formation of multiple teams at different levels. The top-level team would be in charge of the execution of the entire rota program while the second-level team would oversee the implementation of various subprojects. The third-level team would implement a manufacturing goal while the fourth-level team would comprise subgroups assigned different portions of the manufacturing development process. Each subgroup would complete the assigned task and coordinate its activities with the other subgroups. The hierarchy of the four teams would ensure the integration of all the development process tasks relating to the rBeta program.
What further challenges arise as a result of the implementation of the above strategies?
The further challenges that arise because of the implementation of the identified strategies include the conflict of task description due to the influence of traditional functional groups. Misinterpretation of job descriptions introduces confusion regarding the scope of the responsibility of sub-teams in the execution of tasks. The phenomenon of a sub-team assuming or avoiding multiple functions leads to the challenge of coordinating the sub-teams. A stalemate arises when a subgroup performs the whole task of a functional group. The decision to hire an independent contractor to harness the coordination and integration of tasks amongst different sub-teams increased skeptical perception of team-oriented behaviors.
What are the primary root-causes for all of the challenges?
The primary root causes of all the problems were poor management culture, job description, and employee motivation. The company’s top management lacked the time to oversee the implementation of crucial processes, which led to the breakdown in the coordination of various development process tasks. Poor job description influenced the employees to view particular duties as being more important than other tasks.
Employees who believed that their tasks were of low priority did not bother with the project’s timeline. On the other hand, employees who believed that their tasks were central to the entire project were aggressive in their activities. The lack of motivation and a common vision influenced the conflicts between various teams, which perceive the coordination and integration approaches to be a waste of time.
What can potentially be done with the root causes to improve future project management at Biogen?
The organization should adopt management strategies, which promote a positive organizational culture, efficient delegation of duties, and employee motivation. The top management should establish reliable communication channels, which allow the streamlined flow of information between various departments and employees at different levels. Nurturing a positive organizational culture will encourage employees to share the company’s vision and promote team-oriented behaviors towards the realization of a common goal.
The lack of motivation arises from management tendencies, which influence employees to develop the notion that their contribution to the company is insignificant. The top management should interact with employees frequently and conduct one-on-one discussions with them to demonstrate the importance of their contribution to the organizational goals.