Current Event2008 Overview Pre-Conference TutorialDay 1Day 2PDF Download Press Pass Request Brochure
Current Event2008 Overview Pre-Conference TutorialDay 1Day 2PDF Download Press Pass Request Brochure
Complimentary White Paper
21st Century Pharma: Managing Current Challenges to Ensure Future Growth
Stay on for the Third AnnualPortfolio Management Executive Forum
November 18-19, 2008
Corporate Support Sponsor:
Lead Sponsoring Publications:
7:00 Pre-Conference Tutorial Registration and Early Conference Registration
* Separate registration is required.
Applications in Optimization of Strategic Planning – Portfolio Selection, Capacity Planning, and Scheduling of Portfolio of ProjectsVladimir Shnaydman, Ph.D., ORBee Consulting
The workshop will be focused on effective solutions to challenging problems in corporate strategic planning. Our solutions are based on optimization methodology because traditional planning approaches face serious limitations. Topics to be covered during the workshop:
7:30 PART I: Introduction to Optimization Methodology for Corporate Planning
Brief, intuitive introduction to optimization methodology will be provided with focus on benefits for corporate planning.
8:30 PART II: Strategic Portfolio Planning and Selection
Portfolio planning is crucial for developing long-term company strategy. The goal is to meet strategic objectives selecting the “best” portfolio of internal and external drug development programs for funding and balance company resources including money, manpower and manufacturing capacity. Without specific tools, portfolio planning process could be extremely slow and cumbersome process. We believe that one of most comprehensive solution could be derived using optimization modeling. Real life case studies will be discussed to illustrate benefits of optimization approach for portfolio planning.
9:00 Networking Coffee Break
9:40 PART III: Case Study in Optimization of Capacity Planning and Resource Allocation for Portfolio of Drug Delivery and Drug Development Programs
A Company pursuing technological and drug development business needs to develop long-term strategy. Taking into consideration severe resource limitations, both manpower and financial. Technology programs are planned to be out-licensed. In order to achieve the highest portfolio value, a company needs to address several critical issues, among others:
10:10 PART IV: Case Study in Optimization of Capacity Planning and Scheduling for Portfolio of Projects
Majority of biopharma project requires coordinated efforts of multifunctional teams. The project demand workload is highly dynamic. Typical bottlenecks are of high quality personnel, and headcount growth limitations. The ultimate goal is to optimize the rate of projects and improve operational efficiency. The model enables the analysis of resource bottlenecks and provides support for recommendations of resource allocations, scheduling of projects, and hiring strategies. Model implementation generated significant cost savings.
Workshop participants will be able:
10:45 End of Pre-Conference Tutorial
10:55 Organizer’s WelcomeMicah Lieberman, Executive Director, Conferences, Pharmaceutical Strategy Series, Cambridge Healthtech Institute
11:00 Chairperson’s Opening RemarksThe State of the Industry: Dynamics, Drivers and DirectionMurray L. Aitken, Senior Vice President, Healthcare Insight, IMS Health Inc.
The global pharmaceutical industry is under pressure from all quarters - including payers, regulators, policymakers, and investors. Greater uncertainty exists - both about the future commercial marketplace for pharmaceuticals, and the means by which companies can capture value. As critical strategic and operational decisions are addressed by pharmaceutical companies, it is imperative they reflect the new reality. We will frame the current state of the industry in three areas:
SPECIAL CO-PRESENTATION11:30 Strategic Resource Management: Go Beyond Fancy Charts and Truly Impact Strategic Business DecisionsMaureen Martini, Senior Project Manager, Global Strategic Planning and Program Management, Shire Pharmaceuticals
Christopher Beck, Vice President, Program Resources and Decision Support, Shire Pharmaceuticals
The challenges of implementing an enterprise wide project and resource management capability range from technology challenges to senior leadership leveraging information to make decisions. This presentation will walk through the steps required from organizational readiness through resource gap analysis in order to make deliberate resource allocations. It will also cover the pitfalls or lessons learned along the way. Another key topic is how project and resource management fits in with financial planning and portfolio management.
12:00 pm Developing Successful Project LeadersChad Nikel, Director of Business Development, Integrated Project Management
In many biotech organizations, there are two paths to success: a scientific/ technical hierarchy and a managerial hierarchy. At some point in his or her career, someone who has moved smoothly up the scientific hierarchy may be offered a chance or deliberately seek to enter the managerial hierarchy as a project manager. In fact, according to the American Society for Engineering Management, more than half of all engineers will make this shift. However, the transition from one hierarchy to the other can be rocky. Mastering standardized methods, developing rigid project technicians, and implementing complex software tools will not deliver long term, sustainable project and portfolio management value. We must move away from these types of tactical approaches toward a longer-term investment in the human and organizational capital necessary to lead successful projects in complex environments. Project managers not only need technical skills, but more importantly the leadership skills to improve the way projects are run. This session will offer insights into different types of leadership styles which, when used effectively, enables any individual to address the specific project situation he/she faces.
The session will do this by imparting:
12:30 Sponsored Luncheon Workshop (sponsorships available, please contact Arnie Wolfson +1.781.972.5431, firstname.lastname@example.org) or Lunch on Your Own
1:45 Chairperson’s Remarks
Matt Kiernan, Partner, Pharmica Consulting
2:00 Aligning Strategic Capacity Management with Business Development in Healthcare Product SafetyColin Cornhill, Senior Director, Strategic Planning, Benefit-Risk Management, a division of Johnson & Johnson Pharmaceutical Research and Development, LLC
The pharmaceutical industry faces well-known challenges in meeting public and regulatory demands for safe, effective therapies. There is also continuing pressure for change due to rising development costs and emerging technologies. As part of a broad-based healthcare company our drug safety business has for some time recognized the need to respond to these challenges by leveraging the emerging technologies, offering the potential for enhanced healthcare solutions. These changes have called for adaptations in our business model. By integrating strategic resource management with a long-range business development and technology plan we continue to evolve our product safety capability for high effectiveness in this dynamic environment. Attendees will learn:
2:30 Networking Refreshment Break
3:30 Evolution of Resource Management Capability at a Large Biotechnology CompanyMatthew Riddell, M.B.A., Associate Director, Research & Development Planning & Operations, Program & Alliance Management, Biogen Idec
In conjunction with a presentation of results from an in-depth industry survey on trends, lessons learned, and best practices regarding resource management hear how a large biotechnology company has tackled resource management challenges within its R&D organization. Specific challenges from the past will be used to demonstrate the rationale behind Biogen Idec’s current approach to resource management including an overview of its current system, processes, and governance model.
Participants will learn:
Table 1. Understanding the Why of Poor Resource Allocation Decisions: Taking into Account Culture, Leadership, Technology and the Impact of those Past DecisionsChristopher Beck, Vice President, Program Resources and Decision Support, Shire Pharmaceuticals
Table 2. Project Prioritization within the Portfolio: Best Practices in Redesigning Stage Gate Management CriteriaMarilyn Metcalf, Ph.D., Director, Quantitative and Decision Sciences, GlaxoSmithKline
Table 3. The Challenges of Current Resource Planning Practices and Potential New or Alternate ApproachesGrant Morgan, Ph.D., PMP, Leader of R&D Metrics and Capacity Management, Senior Global Project Manager, Allergan, Inc.
Table 4. The Intersection between Horizontal and Vertical Resource Management - Challenges and Possible SolutionsRichard M. Bayney, Ph.D., President & Founder, Project & Portfolio Value Creation, and Faculty, University of Pennsylvania
Table 5. The Influence of Human Factors on Resourcing DecisionsStephen A. Williams, Ph.D., Partner, Decisionability LLC; former-Vice President and Worldwide Head of Clinical Technology, Pfizer
Table 6. Pros and Cons to Various Resource Management Approaches in Alternative Operational StructuresJennifer Hirsch, Associate Director, R&D Operations, Johnson & Johnson Pharmaceutical R&D
Table 7. Is there R&D Overcapacity?James F. Resch, Ph.D., Director, Strategic Intelligence, Discovery Strategy and Performance, AstraZeneca Pharmaceuticals, Inc.
Table 8. Resource Allocation in Rapid Growth CompaniesColin Cornhill, Senior Director, Strategic Planning, Benefit-Risk Management, a division of Johnson & Johnson Pharmaceutical Research and Development, LLC
Table 9. Overcoming Obstacles to Portfolio Management Systems’ Acceptance by Senior ManagementRichard Lawson, Ph.D., Global Head of Discovery Decision Support, Discovery Strategy and Performance, AstraZeneca Pharmaceuticals, Inc.
Table 10. Where’s the Greatest Value from Portfolio Management; Is This Changing? – Perspectives From Pharma and from the Petroleum IndustryLillian Warren, Chief Operating Officer, Portfolio Decisions, Inc.
Table 11. Impact of Portfolio Management on Shareholder ReturnAnand Sanwal, Managing Director, Brilliont; Former VP, Investment Optimization & Strategic Business Analysis, American Express
Utilizing empirical data from a recently concluded Brilliont study of the S&P 500, this Roundtable will examine:
Table 12. The Challenges of Meeting Senior Management Expectations of Portfolio ManagementSabine Bernotat-Danielowski, PhD, MBA, Executive Director, Decision Analysis, Daiichi Sankyo
5:30-6:30 Networking Cocktail Reception
Overview | Tutorial | Day 1 | Day2
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