Tuesday, November 14, 2006 12:30 Main Conference Registration 12:45 Networking Luncheon Sponsored by Actionable Portfolio Management: Crafting a Portfolio Analysis that Management Can Really Use The fact that management has requested a portfolio analysis provides no guarantee that the analysis offered up will be used to drive company strategy and make funding decisions. This talk describes several methods successfully employed to ensure portfolio analyses are used and useful, including: Building portfolio scenarios that help keep discussions strategic rather than operational  Placeholder analyses that yield targets for business development and discovery teams  Process guidelines that build credibility around the individual project valuations  Dr. Richard Sonnenblick, President, Enrich Consulting, Inc. Bridging Plenary Session Optimization Strategies 2:00 The Critical Role of Project Leaders in Ensuring Optimal Portfolio andResource Management: Moving to a More Integrated Approach to Project,Portfolio, Resource, and Risk Management Richard J. Heaslip, Ph.D., Vice President, Project & Portfolio Management, Wyeth Research 2:45 Aligning Portfolio Decisions with Actionable Resource Management There are many pressures today to select the best products, the best portfolio and quickly drive to successful execution. But how do we do this in a clear concise way to assure that once portfolio decisions are made, the right resource management allocations occur. This topic will address one approach to this intriguing problem. Areas to be covered include: How do we select the best portfolio? Once we select our portfolio, now what? What's the best way to align resource decisions with the portfolio? How do we make sure our resource decision decisions are actionable? What mechanisms should we use to loop back to our portfolio decisions? Suzanne K. Brown, Executive Director, Resource & Decision Management, Merck & Company 3:30 Networking Refreshment Break (Sponsorship Available) 3:45 Effective Portfolio Management - Aligning Fungible & Non-Fungible Resources to Meet Portfolio Requirements Project Management - primary roles and responsibilities Project & Program resource demand - estimating $ & FTEs Risk Management - quantifying uncontrollable and controllable risks Portfolio Management - finding the optimal resource allocation solution Functional Capacity Management - ensuring continual and necessary resource utilization Organizational success - linking STRAT Plan, Business Plan, and Portfolio Plan Richard M. Bayney, Ph.D., MSc, MBA, Vice President, Portfolio Planning, Pharmaceutical Research & Development, Johnson & Johnson 4:30 Using the Principles of CCPM (Critical Chain Project Management) to Engage Resource Management Using a successful pilot of CCPM in a small division of a large Pharma to engage the organization to focus on the "drum resources" to simplify resource management. Sharing the critical success factors required to underpin resource management at the Portfolio, Program, and Project Level of the organization. Jean Lee,Ph.D., Portfolio Director, WWD Portfolio Management, PGRD, Pfizer Inc. 5:15 Networking Cocktail Reception Accreditation Available