10:45 Morning Coffee Break 

11:30 Close of Tutorial 
Facilitator: Tim Noffke, Vice President, Life Sciences, Integrated Project Management Company, Inc. 
Mr. Noffke leads IPM’s national operations dedicated to providing project management services to clients in the pharmaceutical, biotechnology, and medical devices industry. His team has tailored and successfully applied core project management practices to manage complex product development projects at all stages involving multiple partners collaborating in research, technology, and development; regulatory approvals and compliance; drug substance and product manufacturing; and clinical trials. Mr. Noffke has extensive experience in managing alliance relationships with IPM’s clients including measuring the value contribution that project management provides. His article, “Saving BioAlliances through Top-Notch Project Management,” was recently published in BioExecutive International, December 2005. Mr. Noffke is a certified Project Management Professional (PMP) and is in IPM’s Chicago office.

1 “Trial and Error: How Eli Lilly’s Monster Deal Faced Extinction - but Survived.” Wall Street Journal, April 27, 2005, page A1

Main Conference

11:30am Main Conference Registration 

12:30 Chairperson’s Opening Remarks
Dr. Kendra Eager, Assistant VP Global Business Development, Global Business Development, Wyeth Pharmaceuticals

12:45 The Importance of Alliances in FDA’s Critical Path Initiative
The FDA has a unique role in identifying common, serious problems in product development, in alerting the scientific community and industry, and in informing the conduct of applied research to resolve them. FDA’s Critical Path Initiative seeks to identify the most pressing problems and areas with the best chance of improvement. Toward these ends, the FDA is spearheading multiple collaborative efforts, with interested parties through numerous mechanisms and on many fronts, to create new generations of performance standards and predictive tools to reduce the uncertainty and increase the efficiency of bringing products to patients. Working under its Critical Path Initiative, and through public-private partnerships with collaborators sharing common goals, FDA hopes to address a multitude of challenges in the overall medical product development process.

• Priority areas for collaborations under FDA’s Critical Path Initiative
• Examples and models of successful projects and collaborations in various stages
  of development 
• How stakeholders can get involved and work with the FDA, with common goals 
  and shared agendas in mind
Dr. Wendy Sanhai, Senior Scientific Advisor, Office of the Commissioner, Food and Drug Administration

1:30		Sharing Lessons Learned in Building the Alliance Management Function at Merck
• Explore the strategic context of partnerships and their importance to big        pharma       • Learn the structure, processes & tools that are necessary to effectively        maximize a large portfolio of alliances       • Hear specific lessons learned through several case studies and recent        experiences about the challenges in building the alliance management          function       • How to be better prepared for a productive collaboration with a large        pharmaceutical company Joan Lasota, Senior Director, Alliance Management, Merck & Co., Inc.

2:15		One-on-One Meetings and Networking Refreshment Break
3:00		Role Alliances Have Played in Building a Successful European Biotech Company
• How the relationship between alliance partners changes through the deal           life-cycle       • How alliances develop as a company develops       • Small case studies and key discoveries made along the way will be shared         in determining what makes for a successful alliance Nigel Burns, Senior Vice President, Cambridge Antibody Technology
3:45		Making Smarter Strategic Decisions by Walking in Your “Partner’s Shoes”
An alliance management partnership can be significantly enhanced when an organization takes the time on its own to understand the partner’s objectives, priorities, and inherent biases, particularly prior to major strategic decisions or achievement of key milestones. By walking in the partner’s shoes, the company can avoid unproductive conflict, and improve the quality of the decision-making process. A case study will demonstrate how a brand team leveraged gaming techniques and scenario creation to better understand their partner’s position and help optimize the joint brand strategy.        • What was done to put the client into the shoes of the partner?       • How senior management concerns from both sides were incorporated?       • What alternative and creative ideas were generated that would not have        been considered otherwise? Waseem Noor, PhD, Partner, Strategic Decisions Group

5:30 Networking Cocktail Reception and One-to-One Meetings

6:45 Close of Day One