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November 2-3, 2015

Red Chess Large13th Annual

Enhanced R&D Productivity, Forecasting and Planning 

 

Monday, November 2

Registration and Morning Coffee


REALISTIC ENTERPRISE PLANNING, OPERATIONS AND RESOURCE MANAGEMENT

Organizer’s Welcome & Chairperson’s Opening Remarks

Micah Lieberman, Executive Director, Conferences, BioPharmaceutical Strategy Series, Cambridge Healthtech

Institute (CHI)

OPENING KEYNOTE: The Importance of Realistic Planning as a Foundational Element of an Enterprise Planning and Resource Management Framework that Informs Portfolio & Project Decisions

Jean Lee, M.D., Vice President, Portfolio Operations & Project Management, Pfizer R&D

Delivering the Promise: Operationalizing Innovation across the Organization

Mike Hess, Vice President, Bradycardia R&D, Medtronic

Networking Coffee Break


INNOVATIVE RESOURCING MODELS TO IMPROVE SCIENTIFIC PRODUCTIVITY

Redesigning the R&D Budget Management Process at Bristol-Myers Squibb

Aaron Salancy, Director, Portfolio & Asset Strategy, Bristol-Myers Squibb

Resource Management Case Study: Moving Beyond the Chaos of Spreadsheets to a Holistic Approach to Capacity Planning and Performance Tracking

Tony Dybicz, MBA, PMP, Associate Director, Business Consulting, Merck

Transforming R&D through Innovative Resourcing Models

Angelo Filosa, Ph.D., Global Head, Scientific Services, Life Sciences Solutions, PerkinElmer

Leveraging Resource Management to Drive Your Operating Plan

Phil Wolf, Senior Vice President, Enterprise and On Demand Products, PDWare

Luncheon Presentation (Sponsorship opportunity available, please contact Ilana Quigley

+1.781.972.5457, iquigley@healthtech.com ) or Lunch on Your Own


INTELLIGENT OUTSOURCING FOR IMPROVED RESOURCE MANAGEMENT, DEVELOPMENT AND DOWNSTREAM CLIN OPS

Chairperson’s Remarks

Tim LaCroix, Head, Strategic and Business Development, Strategic Development, PharPoint Research 

Adaptive Outsourcing Modalities for Improved Resource Management, Development and Downstream Clin Ops

Reb Tayyabkhan, MBA, Executive Director, Head, Central Clinical Services, Bristol-Myers Squibb

Talk Title to be Announced

Cindy Murray, Director, R&D Strategy and Portfolio, GlaxoSmithKline

Sponsored Presentation (Opportunity Available)

Refreshment Break in the Exhibit Hall


INTERACTIVE BREAKOUT DISCUSSIONS


Interactive Breakout Discussions

Concurrent breakout discussion groups are interactive, guided discussions hosted by a facilitator or set of co-facilitators to discuss some of the key issues presented earlier in the day’s sessions. Delegates will join a table of interest and become an active part of the discussion at hand. To get the most out of this interactive session and format please come prepared to share examples from your work, vet some ideas with your peers, be a part of group interrogation and problem solving, and, most importantly, participate in active idea sharing. Current topics to be discussed:

TABLE 1: Realistic Planning for Drug Development Projects: The Implications to Resource Forecasting and Overall Portfolio Delivery

Moderator: Jean Lee, M.D., Vice President, Portfolio & Project Management, Portfolio Operations & Project Management, Pfizer R&D

  • Understand and discuss how different groups manage the optimistic planning assumptions used during the early phases of drug development, which have downstream implications;
  • Discuss the different tools and processes that are being used to inform realistic planning.
  • How are these tools used to inform appropriate resource allocation or workforce planning?

TABLE 2: Portfolio Management Process Implementation: Success Factors

Moderator: Chami Karandana Evans, Global Strategic Portfolio Manager, Strategy, Indivior

  • What are the key success factors in implementing Portfolio Management Processes and ensuring sustainability?
  • Who are the key personal that contribute to the success in implementing Portfolio Management Processes and ensuring sustainability?
  • How do you identify and engage stakeholders?

TABLE 3: Quantification of Uncertainty, What Can we Quantify and What Not

Moderator: Daniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, UPenn; President, DZA, Inc.

  • Implication for portfolio management…what is a “portfolio” to start with?
  • Implications for decision making and funding levels required for "success"
  • What are the critical success factors for a thriving business environment?

TABLE 4: Optimizing Project Management Business Impact: Start, Stop, Continue

Moderator: Mark Lane, Ph.D., Assistant Vice President, PMO North American Medical Affairs, Sanofi

  • Are we relying too much on tools and processes without focusing on adding business value? What does this look like in an organization and in communication?
  • How do you increase the impact project and portfolio management can have on organizations?
  • What do we as project and portfolio managers need to start, stop, continue to maximize business value?
 

Welcome Reception in the Exhibit Hall

Close of Day

Tuesday, November 3


 ENABLING STRATEGIC AND TACTICAL DECISION MAKING THROUGH EFFECTIVE RESOURCE MANAGEMENT 

 

Breakfast Presentation (Sponsorship opportunity available, please contact Ilana Quigley

+1.781.972.5457, iquigley@healthtech.com ) or Morning Coffee

 

Chairperson’s Remarks

Tom Defay, Ph.D., Global Project Leader, Head of Informatics, Neuroscience iMed, AstraZeneca

CO-PRESENTATION: Beyond the Data: Driving to Action

Chris Beck, MBA, Vice President, Schedule and Resource Decision Analytics, Shire

Kevin Doyle, Resource Estimation and Planning Business Partner, Decision Analytics and Resource Planning, Shire

Resource Management: Its Role as an Organizational Ringmaster in the Project Management Process

Simon Hornby, Director, Capacity, Planning & Analytics, Clinical Biologics, MedImmune

Sponsored Presentation (Opportunity Available)

Coffee Break in the Exhibit Hall


THE IMPORTANCE OF GOVERNANCE AND CRITICAL CHAIN OPERATING STRATEGY 

Governance: The Key to Efficient Resource Management and Successful GO LIVEs

Thomas Riesenberg, Associate CIO, Office of the CIO, Penn Medicine

Bridging the Gap between Portfolio Planning and Operational Execution: How a Critical Chain Operating Strategy Can Help Your Organization Reach Its Potential

Jesse Conard, Director, Project Management, Janssen R&D’s Biotechnology Center of Excellence, Janssen

Sponsored Presentation (Opportunity Available)


JOINT KEYNOTE SESSION
Strategic Resource Management & Portfolio Management Forums 

Welcome Portfolio Management Conference Registrants & Joint Session Luncheon Announcements

Micah Lieberman, Executive Director, Conferences, BioPharmaceutical Strategy Series, Cambridge Healthtech Institute (CHI)

EnrichLUNCHEON PRESENTATION: Lessons From the Field: Presenting Your Assets for Effective Decision Making

Richard Sonnenblick, Ph.D., CEO, Enrich Consulting


INTEGRATING DECISION MAKING, RISK/REWARD MANAGEMENT AND BUSINESS VALUE INTO ORGANIZATIONAL THINKING

Chairperson’s Opening Remarks for Shared Keynote Session

Chris Beck, MBA, Vice President, Schedule and Resource Decision Analytics, Shire

Relevancy and Integration: Two Keys to Potentiating Decision-Impacting Strategic and Operational Portfolio Management in Resistant Organizations

Peter Ray, MBA, Vice President, Strategic & Operational Portfolio Management, Bristol-Myers Squibb

From Innovation to Impact: Bringing Best-In Class Investment and Portfolio Management Practices to Global Health

Alexandre Portet, MBA, Deputy Director, Strategy, Planning & Management, Global Health R&D, Bill & Melinda Gates Foundation

Does the Triple Constraint add Business Value, or Has Over-Reliance on Tools/Processes Lessened Impact of Project-Portfolio Management?

Mark Lane, Ph.D., Assistant Vice President, PMO North American Medical Affairs, Sanofi

Diversification Strategies in Pharmaceutical Portfolios: Hedging Downside and Upside Risk?

Jonathan Freeman, Ph.D., Senior Vice President, Global Portfolio Management, Global Strategy & Franchises, Merck Serono

 

 TRANSLATING INNOVATION INTO CUSTOMER VALUE: CULTURE, PARTNERSHIPS AND PIPELINE IMPACT 

 

INTERACTIVE PANEL: Translating Innovation into Customer Value: Culture, Partnerships and Pipeline Impact

There has been a lot of discussion in industry about addressing the R&D productivity crisis though alternative business models, pre-competitive collaboration, open innovation, public-private-academic partnerships, risk sharing and other approaches. There is no question that the desire to change our thinking and to do a better job at “innovating” is valid, but what does this actually mean? What exactly can we do as strategists, R&D leaders, investors, tech transfer and bus dev folks, portfolio managers and people in this room? This panel will bring together voices from pharma, academia, the investment community and attempt to address:

  • Driving innovation in R&D organizations: How do you alter the DNA of a company’s culture to be more entrepreneurial?
  • Evaluating all the data and internal/external opportunities to improve ROI: How do you take a systematic approach to evaluating the science and technology so you don’t get left out of the “innovation game”?
  • Understanding where to find innovation opportunities both within your organization and externally: Take the low hanging fruit
  • Moving beyond early stage licensing and internal process optimization to broader strategies: VC engagement, academic partnerships, risk-sharing
  • Impacting the pipeline: Maximizing value through innovative partnerships and external collaboration

Moderator: Chandra Ramanathan, Global Program Head, External Innovation - Life Sciences, Bayer AG

Panelists: Issi Rozen, Senior Director, Strategic Alliances, Broad Institute

Peter Ray, MBA, Vice President, Strategic & Operational Portfolio Management, Bristol-Myers Squibb

Mark Lane, Ph.D., Assistant Vice President, PMO North American Medical Affairs, Sanofi

Jonathan Freeman, Ph.D., Senior Vice President, Global Portfolio Management, Global Strategy & Franchises, Merck Serono

Brett Kleger, Chief Commercial Officer, DrugDev.org

EnrichRefreshment Break in the Exhibit Hall 


INTERACTIVE BREAKOUT DISCUSSIONS


Interactive Breakout Discussions

Concurrent breakout discussion groups are interactive, guided discussions hosted by a facilitator or set of co-facilitators to discuss some of the key issues presented earlier in the day’s sessions. Delegates will join a table of interest and become an active part of the discussion at hand. To get the most out of this interactive session and format please come prepared to share examples from your work, vet some ideas with your peers, be a part of group interrogation and problem solving, and, most importantly, participate in active idea sharing. Current topics to be discussed:

TABLE 1: Realistic Planning for Drug Development Projects: The Implications to Resource Forecasting and Overall Portfolio Delivery

Moderator: Jean Lee, M.D., Vice President, Portfolio & Project Management, Portfolio Operations & Project Management, Pfizer R&D

  • Understand and discuss how different groups manage the optimistic planning assumptions used during the early phases of drug development, which have downstream implications;
  • Discuss the different tools and processes that are being used to inform realistic planning.
  • How are these tools used to inform appropriate resource allocation or workforce planning?

TABLE 2: Portfolio Management Process Implementation: Success Factors

Moderator: Chami Karandana Evans, Global Strategic Portfolio Manager, Strategy, Indivior

  • What are the key success factors in implementing Portfolio Management Processes and ensuring sustainability?
  • Who are the key personal that contribute to the success in implementing Portfolio Management Processes and ensuring sustainability?
  • How do you identify and engage stakeholders?

TABLE 3: Quantification of Uncertainty, What Can we Quantify and What Not

Moderator: Daniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, UPenn; President, DZA, Inc.

  • Implication for portfolio management…what is a “portfolio” to start with?
  • Implications for decision making and funding levels required for "success"
  • What are the critical success factors for a thriving business environment?

TABLE 4: Optimizing Project Management Business Impact: Start, Stop, Continue

Moderator: Mark Lane, Ph.D., Assistant Vice President, PMO North American Medical Affairs, Sanofi

  • Are we relying too much on tools and processes without focusing on adding business value? What does this look like in an organization and in communication?
  • How do you increase the impact project and portfolio management can have on organizations?
  • What do we as project and portfolio managers need to start, stop, continue to maximize business value?
 

Close of Strategic Resource Management Executive Forum (Portfolio Management continues on through Wednesday, November 4)

Again this year, we will be running the meeting back to back with the Tenth Annual meeting focused on Portfolio Management, which takes place November 3-4, 2015, creating a three-day event (Nov. 2-4) covering the topics most important to you. There is also a Thurs-Friday Project Portfolio Management Certification Master Class this year, which gives attendees a five-day event option (see map below).

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