|
Wednesday, November 28, 2007
8:15 Chairperson's Remarks
& Roundtable Synopsis and Findings
Each roundtable group will designate a leader to sit on a panel and present a short summary of their
discussion. A moderator will then open a discussion amongst all attendees addressing the most critical
questions facing the industry.
| 8:45 CASE STUDY: Building Partnerships between Project Management, Resource Management, Functional
Management, and Finance |
 |
Ellen F. Ridge, Vice President, Portfolio Management, Genzyme Corporation |
As companies grow, the challenge of managing resources across programs increases. This case study will explore the tools and processes utilized by a large biotechnology company to manage its re-sources (financial, human, and physical) across the R&D portfolio. The following issues will be
covered.
- Ensuring alignment on project scope between project managers and functional managers
- Importance of an iterative forecasting process in a changing environment
- Providing ready access to historical information
- Aligning level of detail with forecast horizon
- Tolerance for change
|
| 9:30 Establishing Service Level Agreements to Drive Resource Optimization and Forecasting |
 |
David F. Townson, Ph.D., PMP, Vice President, Program Management, MannKind Corporation |
Service Level Agreements (SLAs) are a crucial component in the establishment of an effective re-source management capability. Organizations that clearly set pre-defined cost, quality, and time
parameters for common work products can benefit from using SLAs in their resource planning and budgeting process. This presentation will focus on:
- Defining what a Service Level Agreement looks like
- The process of creating an SLA
- Factors to consider when negotiating modifications to SLAs
|
| 10:15
Resource Planning: The Missing Element in Portfolio Management |
 |
Peter Heinrich, CEO,
Portfolio Decisionware, Inc. |
| A great deal of effort
has gone into defining, refining, and elaborating the role of the
project manager and project teams. Not enough attention has been paid
to the role of the line (resource or functional) manager in the
product development life cycle process, especially with regard to
portfolio planning. Portfolio management is a forward looking process
that is best served by credible data. This presentation focuses on the
role and the relationships of the resource manager in an effective
portfolio management process. |
10:35 Networking Coffee Break
| 11:00 Developing Harmonized Resource and Costs
Management Processes and Tools |
 |
Robin Myers, Associate Director, Resource Management and Business Support, Global Clinical Program and Re-source Management, Bayer Healthcare Pharmaceuticals/Bayer Schering Pharma |
 |
Jaya Pal, Manager, Resource Management and Business Support, Global Clinical Program and Resource Manage-ment, Bayer Healthcare Pharmaceuticals/Bayer Schering Pharma |
|
The Clinical Development Portfolio is dynamic in terms of factors affecting resources that lead to technical and commercial success. In order to harness the dynamic environment, we implemented a centralized Resource Management function that instituted a common Resource Planning Process with standard tools and practices, namely the following:
-
Developing and consistently using resource forecasting algorithms
-
Developing and implementing a standard resource and costs planning platform
-
Providing robust planning information for budgeting process
-
Harmonizing resource forecasting and planning after the merger
|
| INTERACTIVE PANEL DISCUSSION |
| 11:45 Creating a Process to Successfully Transfer Internal and External Resources among Projects |
- How do we foster innovation with collaboration?
- Can external resources be managed similarly to internal?
- How do we decide between using internal or external resources?
|
|
Ellen F. Ridge, Vice President, Portfolio Management, Genzyme Corporation |
 |
Robin Foldesy, Ph.D., Vice President, Project Management, Wyeth Research |
 |
Matt
Hendricks, Associate Director, Resource & Decision
Management, Merck & Co., Inc. |
|
Robin Myers, Associate Director, Resource Management and Business Support, Global Clinical Program and Re-source Management, Bayer Healthcare Pharmaceuticals/Bayer Schering Pharma |
|
| 12:30 Hosted Luncheon and Presentation |
|
|
Emphasizing the “Strategic” in Strategic Portfolio
Management
Richard Sonnenblick, President, Enrich Consulting
-
Creating a strategic portfolio when your executives don’t
provide clear strategic vision
-
How to keep your executive team from getting lost in the
weeds of project valuation
-
Key visualizations that give executives what they need to
make strategic decisions
-
When portfolio optimization is appropriate, and how to
present optimization results
|
Sponsored by
|
|
BRIDGING PLENARY SESSION
(JOINT SESSION BETWEEN STRATEGIC RESOURCE MANAGEMENT & PORTFOLIO MANAGEMENT FORUMS)
| 2:00 Portfolio Management Challenges and the Lessons from Different Approaches |
 |
Jeff Hewitt, Senior Principal, SDG Life Sciences, a unit of IMS |
There are many different approaches to Portfolio Management that are being deployed in the
Pharmaceutical Industry today. Some of these differences are driven by companies that fundamentally face different challenges, while others are driven by different beliefs as to how Portfolio Management should contribute. In other settings, the Portfolio Management approach is driven by the capabilities of the group. What can we learn from evaluating how these different approaches have fared in
different settings? We will provide case examples that describe the lessons from these experiences. For
example:
- Why does one particular mid-sized company incorporate strategy development into their Portfolio Management approach quite differently than big pharma?
- What drives one company to produce frequent, detailed portfolio management updates? How valuable are these updates for them?
- How did one new portfolio group serve an executive team that didn’t believe in NPV based analyses?
- Why do companies have dramatically different philosophies on the degree of standardization vs. flexibility?
- What are the approaches that are not currently in use … but should be?
|
| 2:45 Pfizer’s Approach to Portfolio Management: Integrating Value into Portfolio Decision Making |
 |
Lori S. Shafner, Vice President, Portfolio and Project
Management, Pfizer |
|
There are many pressures today to select the best products, the best portfolio and quickly drive to successful execution. For too long pharmaceutical companies have focused on getting as many
products out the door as possible without the ability to decide objectively which projects and products will offer the most value for the company in the near, mid and long term. This assessment process is complex and must look at goals and resources and then take into account risk, value, variance,
regulatory issues, etc. The key is that objective decisions are necessary and, being able to define the
intrinsic value of projects vital in this time of resource constrictions. This presentation will illustrate a new approach to portfolio decision making. Areas to be covered include:
-
How do we approach overall portfolio management at Pfizer? Teams/Therapeutic Areas/Governance
-
How do we ensure Portfolio decisions link to near, mid and long term business objectives?
-
How do we assess value? What is the process of this decision making?
-
Lifecycle management? Risk factors?
-
How do we make sure our decisions are actionable and implementation is timely?
-
What mechanisms should we use to measure the effectiveness?
|
3:30 Networking Refreshment Break
| 4:00 The Critical Role of Program Leaders in Ensuring Optimum Portfolio and Resource
Management |
 |
Richard J. Heaslip, Ph.D., Vice President, Project & Portfolio Management, Wyeth Research |
|
In its efforts to improve productivity, the pharmaceutical industry finds itself pursuing the seemingly contradictory goals of increasing its operational rigor and its strategic flexibility. Pursuit of both these goals oftentimes leads to friction between strategic and operational leadership: project
champions and the project, portfolio and resource managers who they depend upon. This talk will examine an emerging solution for this problem - the more effective integration of operational and strategic competencies, under the direction of a skilled Program Leader. |
| 4:45 CASE STUDY: Integration of Resource Capacity Management and Decision Analysis into the Portfolio Decision Process |
 |
Suzanne K. Brown, Executive Director, R&D Portfolio Management - Resource & Decision Management, Merck & Co., Inc. |
The Portfolio Management Process is complex and often seen as strategic and disconnected from
operational decisions. Yet, solid portfolio decisions are critical to both resource capacity management and team decision analysis frameworks. This talk will share some of the insights Merck & Co. has found in navigating and successfully implementing a process that accommodates both the strategic importance and operational connection between resource capacity management, decision analysis and portfolio management.
- How to create a portfolio process that works for your organization?
- What are some of the critical components to incorporate to ensure implementation?
- How does resource capacity management supplement portfolio decisions?
- How can teams influence the portfolio process using decision analysis
techniques?
|
5:30 Close of Strategic Resource Management
Executive Forum
Click
here to view Tuesday
Click
here to go to Portfolio Management (Thursday)
|
