Wednesday, November 15, 2006 8:30 Registration and Morning Coffee An off-industry Perspective: Pipeline Management and Elements of Risk Many times industries can learn from off-industry perspectives - get valuable data from other company's lessons learned. The issue with the pharma industry is that it does not correlate closely with any other industry. When trying to evaluate and analyze the various risk areas of a pharma R&D portfolio, other industries can offer great lessons, but the correlation tends to be in finite areas. If Pharma R&D portfolio managers are attempting to understand their technical risk, they can learn lessons from oil and gas because the risk/reward rationale and process is similar. For commercial (market based), the analogy is the entertainment industry (i.e. HBO). For the regulatory risk, the defense industry has the same issues and for the life cycle length (Patent lengths), etc., the technology industry is most closely related. This session will offer an off-industry perspective of portfolio management from various industries to discuss the specific segment of risk that correlates to the pharma industry. 9:00 Chairperson’s Remarks Richard J. Heaslip, Ph.D., Vice President, Project & Portfolio Management, Wyeth Research 9:10 Learning from the Questions that Other Industries Ask While there are many common best practices in portfolio management, an examination of multiple industries shows differences in the path of inquiry. In the pharmaceutical industry, the characterization of risk and optionality at the individual project level is very high. However, other industries have placed more focus upon understanding the overall volatility of a portfolio and well as understanding important singular risks that can impact a large portion of the portfolio. This session will draw from dozens of portfolio engagements with clients from many industries. It will offer case vignettes to highlight some of the differences in how they respond to the different questions they are posed. For example, what can the pharmaceutical industry learn from: How one Oil & Gas company shifted their investment posture based upon the risk of OPEC-imposed production curtailments across one particular region How a US utility company dealt with increased volatility in the energy and gas markets that had increased the risk profile of their portfolio How a diversified energy company quantified the enterprise-wide risks and correlations in its business portfolio due to the decline of the merchant power sector Jeff Hewitt, Partner, Strategic Decisions Group 9:55 Making Better Decisions: Bridging the Gap Between Strategic Modeling and Operational Reality  A fundamental gap has developed between the strategic tools used to forecast, model, and set goals—and the operational tools that monitor and track the status of research and development pipelines and projects. Strategic tools like simulators and forecast models don't speak the same language as operational systems like enterprise resource planning (ERPM), project management, finance and clinical trial management software. The result is that organizations struggle to make decisions without a simple but rich unified picture of the operational R&D lifecycle from discovery to launch. Organizations have tried to use (BI) Business Intelligence and dashboards to bridge the gap, but the result has often fallen short of expectations. Having worked with multiple R&D organizations, Mark Schindler has learned both the impact of this problem and approaches to bridge the chasm. This presentation will cover the following topics: Explanation of the chasm problem The current state of reporting and analysis tools used for portfolio management Visibility challenges and issues faced by R&D managers  Case study of how a J&J operating unit evolved systems to overcome the chasm Demonstration of a sample interactive visual analysis system that integrates operational data into strategic views Mark Schindler, Chief Technology & Innovation Officer, Visual i|o, Inc. 10:40 Networking Refreshment Break (Sponsorship Available) 11:10 Assessing and Managing Risks of Portfolios: A View from the Telecon Industry Rüdiger Klein, CDMA Portfolio Manager, Mobility Solutions Product Management, Lucent Technologies INTERACTIVE PANEL DISCUSSION 11:55 How Can We Translate These Lessons Learned from Other Industries into Helpful Tools for Pharma? Moderator: Richard J. Heaslip, Ph.D., Vice President, Project & Portfolio Management, Wyeth Research Panelists will include session speakers and representatives from Pharma and Biotech.   12:40 Lunch on your Own  2:00 Chairperson’s Opening Remarks 2:05 Creating and Managing Successful Collaborations within Your Portfolio Product development collaborations between large Pharma/ Biotech companies and smaller start up companies are common. For these to be successful, effective project management is needed to: Manage expectations between the two companies Create team chemistry between the two organizations Defining best practices This talk will outline some processes that can be implemented to help in creating a successful collaboration. John Connelly, Associate Director, Program Management, Genzyme Corporation 2:50 Research Program Planning: How Research Innovation Coordinates with Project, Portfolio and Resource Management in a Biopharmaceutical Company Research Program Planning (RPP) is the branch of project management designed to manage research innovation that generates long term value. This talk will provide examples of these points and practical suggestions for how project management can contribute to research innovation. RPP provides the discipline that drives research to undertake well-defined and adequately resourced projects that deliver drug candidates that the organization truly wants to develop. RPP provides decision support and change management to the research teams and communication to the wider organization. RPP effectively links departmental (line function) strategy and operations with corporate goals.James Paterniti, Ph.D., Senior Director Research Program Planning, Project Management, Amylin Pharmaceuticals Inc. 3:35 Networking Refreshment Break (Sponsorship Available) 4:05 Creating a Balanced Portfolio - Can It be Done? Balancing the constant struggle between strategic considerations and financial valuation. How do we maximize the profitability or value of the portfolio How do we balance between short term return and long term sustainability? Teri Loxam, Associate Director, Strategic Planning and Portfolio Management, Bristol-Myers Squibb Company 4:50 Chairperson’s Closing Remarks 5:00 Close of Portfolio Management Summit Special Discount! Arrive Early and Attend  Strategic Resource Management: Sessions run November 13th up to the beginning of Portfolio Management Aligning Portfolio Decisions with Actionable Resource Management Using the Principles of Critical Chain Project Management (CCPM) to Engage Resource Management Linking Portfolio & Productivity to Corporate Strategy to Drive Strategic Resource Allocation Project and Portfolio Prioritization: Best Practices in Redesigning Stage Gate Management Criteria Moving to a More Integrated Approach to Project, Resource, Portfolio, and Performance Management Don't Miss Strategic Resource Management's Tutorial:  Dynamic Resource and Portfolio Management within the New Experimental Medicine Paradigm  Presented by Accreditation Available