The Vigilance Project – Case Overview
The Vigilance Project- Case OverviewBUAD 6400 Spring 2017Hannah SalsburyThe Vigilance ProjectThe Vigilance Project displays an opportunity to examine the differences in team dynamics, leadership and how culturally established habits can negatively affect goals of a company. This project involves two companies PharmCO, which is a French based company, and an American ran company ValMed. The companies have recently merged and are working together on implementing a new adverse event database system, called Vigilance. There is a core team and multiple sub-teams that consist of employees from the U.S. and France. Because of the distance between the team members’ virtual communication is how the team stays connected. Throughout the case, it’s very noticeable the different methods and norms taken by the members that are causing the project to fall behind. Below we will assess the 6 components of effective teams in this case, the sources of conflict and recommendations of how the project issues could have been solved more efficiently. Mission The teams mission’s in the Vigilance project are not clearly stated within the case. It shows there may be a lack of awareness in job duties. The main objective is to implement a new database but they are missing vital factors to help them conquer this job. Setting measurable goals for the core team and sub teams will create an outline of what everyone within the teams should be striving to achieve. Team Mission Statements can help the team understand: why they exist, who they serve, what is important to them, and how they can make this job possible.  The sub teams are in the US and in France; therefore, writing up a mission for the teams will help develop stronger and more effective relationships.
RolesThe roles and responsibilities of employees within the teams at PharMed is also a component that lacks standardization. The project team structure has one core team with six members, three from the US, and three from France. The job titles and responsibilities are clear but the chain of command and rules is where the core team and subteams experiences problems. The project manager Didier Amrani, who is from France has overtaken many roles and responsibilities of other members while not addressing it with them first. As a leader, Didier is making a huge mistake because team members are becoming discouraged and starting to feel that their contribution is not valuable. As a manager, Didier should be encouraging role orientation so the members are taught how to respond and do their job correctly. Since half of the members are from the U.S. and are not familiar with Armani’s work ethics the overall performance of the project is low.