Tuesday, November 14, 2006

8:00 Registration and Morning Coffee

8:30 Chairperson’s Remarks
Rob Neufelder, Director, Life Sciences, Integrated Project Management Company 

8:45 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
Moderated by the session chairperson

9:45 Building Partnerships Between Project Management, Resource Management, Functional Management, and Finance
Christine Cioffe, Ph.D., Vice President, R&D Portfolio Management, Merck & Co.

10:30 Networking Refreshment Break

11:00 Putting the “Strategic” into Strategic Resource Management
The speaker will describe the use of template based models to build scenarios which support decisions about the 10-year shape and structure of R&D and which provide the contextual framework for program & portfolio management. 

Topics covered will include:

• Disease area strategy described by templates that quantify resource, attrition, and sales profiles
• Drivers (external environment, company strategy, productivity) that describe changes to templates over time
• Stories of success and failure in gaining commitment from R&D leadership teams in using template based models to support strategic decision making.

Mellor Hennessy, Ph.D., Global Portfolio and Productivity Strategist, AstraZeneca UK

11:45 Projects, Portfolios & Programs; Professional Education at Penn and elsewhere 
Joel Adler, Ph.D., Project Leader, Organizational Directions, University of Pennsylvania

2:00 The Critical Role of Project Leaders in Ensuring Optimal Portfolio and Resource 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 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 Refreshment Break

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 Critical Chain Project Management (CCPM) 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 Close of Executive Forum
(Portfolio Management continues on through Wednesday)