I have a couple of years of experience in working with multiple teams (my work place utilizes a matrix type organization where I am usually working 2 or 3 product development teams at a given time). The best project managers I've seen always have the action items of each area of the project listed out and any items that should be paid close attention to within the next few months on the radar. The weekly team meetings are a good time to go over any issues with items like prototyping or sourcing that can add to a lead time where the PM will go through each of the team sections with an open discussion for anyone to pitch in. One big stand out that a good project manager is able to do is forecast any issues or areas that can cause trouble for later design reviews in the project such as document requirements that impact later reviews that should be started earlier than planned in the procedures. Another important aspect of project management is understanding who in R&D, RAQA, Marketing, Sales, etc. is the subject matter expert in that realm that can leverage their knowledge when the project team may either have some newer hires in the company or recently had one of their team members leave the business. 

Being a BME student and working under a professor in a lab, it is very important to execute a plan for the project.I have previously also worked under various other managers but for me discussing the outline of the project having a clear view of the goals which needs to be achieved and also some of the difficulties which will arise as the project progresses are very important. comparing the outcome of the project with other similar studies or even a brief outline of what are the deliverables of the project is very noticeable. Communication between the various people in the field is very important such as what the previous comment has mentioned such as R and D, Marketing and sales and also advertisements. A project plan execution is only successful if there are multiple pit-holes which can be addressed by the manager as well as the team and also the reproducibility of the outcomes are consistent.

Project plan execution is where careful planning meets real-world challenges, and success hinges on proactive problem-solving and strong team coordination. One key factor in execution is risk mitigation—identifying potential roadblocks before they escalate. For example, in medical device development, regulatory delays can derail timelines if documentation isn’t prepared early. Implementing a change control process helps teams adapt to shifting requirements without losing track of project goals.

Another important execution strategy is leveraging a Work Breakdown Structure (WBS) to ensure that tasks are clearly defined and assigned. When tasks are broken down into smaller, manageable components, teams can track progress more efficiently and reduce the likelihood of missed deadlines.

Additionally, stakeholder engagement plays a crucial role in execution. Regular check-ins with R&D, regulatory affairs, and manufacturing teams ensure alignment and allow for early identification of dependencies.

Within my experience, a key aspect of project plan execution is checking the feasibility of the project plan before making an effort to follow through on it. Some of my work is incredibly time-sensitive and requires costly resources. Keeping this in mind, before the project I check what resources are available. Finding out a single resource is missing during the execution of a project can sometimes lead to wasted effort and resources. For cheaper resources, it is also good to check that more resources are available than needed, in case of any issues during performance of the procedure. Along with this, determining if the skills needed can be performed is also key. This is important to consider when deciding who is assigned to the project, what time needs to be allocated to the project, and if training is needed for team members to have the skills needed. And finally, creating an avenue for documentation during the project can also aid for project execution. Prepping documentation ahead of time helps with quick notes during project execution that can be referred back to later throughout the process, and help with understanding results or next steps. For me, the implementation of these checkpoints before a project helps with smooth execution, and prevents issues later along the line. 

Effective project plan execution in medical device development requires a combination of proactive planning, real-time adaptability, and efficient resource management. One critical aspect is implementing a Work Breakdown Structure (WBS) to divide the project into smaller, manageable tasks, ensuring clear accountability and consistent progress tracking. This structure enables teams to prioritize milestones, identify potential bottlenecks early, and prevent missed deadlines.

Additionally, risk mitigation strategies are essential. For example, during medical device projects, regulatory documentation delays can cause major setbacks. To avoid this, teams should integrate a change control process to manage unexpected modifications without disrupting the overall timeline. Frequent stakeholder engagement, including regular check-ins with R&D, RAQA, and manufacturing teams, ensures alignment and allows for early identification of dependencies.

Resource management also plays a key role. Pre-assessing resource availability (both human and material) before execution helps prevent disruptions. For example, verifying that specialized equipment or lab space is accessible before scheduling critical tasks reduces costly downtime. Furthermore, maintaining comprehensive documentation throughout the project supports efficient tracking and smooth handovers. By preparing templates and logs in advance, teams can capture real-time data efficiently, aiding in post-execution reviews.

Ultimately, successful project plan execution relies on a structured yet flexible approach—breaking down tasks, anticipating risks, optimizing resource allocation, and maintaining clear communication channels across all departments.