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PROBLEM STATEMENT
How do I develop Project Managers with the appropriate skills to work on the right Projects at the right time and provide the desired quality within the triple constraint of scope, time, and cost?
PREFERRED SOLUTION
Rigorous general and customized training by PMP-certified staff in the 9 Knowledge Area Processes and 5 Process Groups as set forth by the Project Management Institute as a basis for their continued growth and development.
DELIVERABLES & RESULTS
Projects Managers develop and refine both management and leadership skills to harness the collective knowledge and motivation of team members and create High Performance Project Teams. Teams become more aware of the strategic implications of their Projects, improve their analytic skills in critical areas including risk, uncertainty, and asset valuation, and aid Governance decision-making proactively at stage gate reviews.
PORTFOLIO MANAGEMENT
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PROBLEM STATEMENT
Given constrained $ and FTE resources, how can I best prioritize my Projects, attain balance across my Portfolio, and optimally position my Portfolio to meet my short-, mid-, and long-term strategic and financial goals?
PREFERRED SOLUTION
Intensive general and customized training in Decision Analysis, integrated asset valuation, prioritization, simulation, and optimization techniques including instruction in the use of Tree Plan, Premium Solver, and Crystal Ball software. Given stated strategic and financial goals, an organization's Portfolio of Projects can be prioritized using either a single-objective or multiple-objective (MOPPSM) methodology while optimization techniques allow Portfolio combinations that best satisfy the organization's goals and constraints to be generated for selection.
DELIVERABLES & RESULTS
Organizations develop highly trained staff capable of organizing and analyzing data, generating insights, and making objective recommendations to Governance for decision-making. MOPPSM is a robust prioritization methodology that enables the creation of an analytic model that can be updated seamlessly as Project information changes over time. Optimization ensures that $ and FTE constraints are not violated and moreover, that non-discretionary and mandatory Projects are always selected. Portfolio balance is achieved via an iterative sequence of trade-off analyses derived from the optimization frame.
RISK MANAGEMENT
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PROBLEM STATEMENT
How can I better understand the magnitude and potential impact of Project risks within my Portfolio and what can I do to mitigate those risks that are within my control?
PREFERRED SOLUTION
Comprehensive customized training in Risk Management, especially in the areas of risk decomposition and quantification, with instruction in the use of Tree Plan software. Risk mitigation and risk resolution strategies are also taught in the context of acquiring sample information for Bayesian revision.
DELIVERABLES & RESULTS
Participants become skilled in the art of risk analysis and develop risk assessment templates that can be utilized routinely to tackle problems of any level of complexity involving both controllable and uncontrollable risks. By using effective risk resolution tools, organizations are able to terminate low quality Projects earlier and build higher quality into Projects that survive into the later and more expensive phases of development.
RESOURCE CAPACITY MANAGEMENT
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PROBLEM STATEMENT
How can I utilize my constrained FTE resources to their fullest by ensuring that I account for changes in scope, duration, and cost as Projects fail or move on to their next phase of development throughout the year?
PREFERRED SOLUTION
Detailed customized training in ranged FTE demand forecasting at the Work Breakdown Structure level followed by aggregation at the Project level. A templated risk-adjusted methodology is employed and, where necessary, simulation and optimization techniques using Crystal Ball are used. Maintenance of a temporal inventory of Projects with projected and risk-adjusted FTE demand is described.
DELIVERABLES & RESULTS
A forward looking inventory of all Project decisions and their risk-adjusted demand estimates can be projected over a calendar year, or longer, so that critical bottlenecks can be identified and careful contingency planning executed. With the right level of analytic discipline, FTE demand estimates are not revised continually to satisfy the needs of various planning activities.
ASSET VALUATION
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PROBLEM STATEMENT
How can I maximize the value of my assets by altering their critical components - risk, cost, and time - in a manner that enables me to execute effectively?
PREFERRED SOLUTION
Broad training in a suite of skills including strategy generation, forecasting and financial analysis in pursuit of one or more Target Product Profiles to generate transparent risk-adjusted valuations.
DELIVERABLES & RESULTS
Generation of multiple strategic alternatives for an asset from which 1 may be selected for Portfolio inclusion; having multiple strategies enables an organization to upgrade or downgrade its options to develop assets as time and resource availability evolve.
LICENSING & BUSINESS DEVELOPMENT
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PROBLEM STATEMENT
How do I decide on whether to in- or out-License an asset and what are the implications to my Portfolio health and sustainability of doing so?
PREFERRED SOLUTION
Extensive training in a range of techniques, including forecasting and Decision Tree analysis to create options for partial or full acquisition, divestiture, and co-development. Portfolio trade-off analyses facilitate decision-making regarding the types of deal term structures that should be crafted.
DELIVERABLES & RESULTS
Depending on the risk attitude of an organization, skilled personnel can use Decision Tree analysis to create options whose risk-adjusted value can be readily quantified and updated as new information about the asset emerges. Options analysis also informs an organization of the extent to which it should acquire or divest an asset leading to the creation of an actionable set of deal term structures.
EXECUTIVE SEMINARS
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PROBLEM STATEMENT
How do I get a quick overview of how to solve some of the issues that are most pertinent to my organization's ability to pursue its ongoing strategic and financial goals?
PREFERRED SOLUTION
Short customized seminars in areas such as Risk and Portfolio Management, Planning initiatives, and opportunities to improve R&D productivity. These seminars are specifically tailored for off-site events to enhance the theme of such events.
DELIVERABLES & RESULTS
Current industry overviews and specific recommendations to pursue leadership positions in one or more desired areas. State of the art processes and methodologies are discussed, to the extent that they can inform an organization of how to best position itself for success.
DRUG DISCOVERY, DEVELOPMENT & COMMERCIALIZATION
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PROBLEM STATEMENT
How do I provide sufficient grounding in Drug Discovery, Development & Commercialization to enable my employees from diverse backgrounds to understand and appreciate the depth of the challenges facing the industry?
PREFERRED SOLUTION
Comprehensive general and customized training in all major areas across the R&D and Commercial value chain in which participants from R&D and Commercial learn to speak each other's language.
DELIVERABLES & RESULTS
Participants from R&D and Commercial emerge from training better able and willing to interact with each other so that Project Teams can be transformed into High Performance Teams. These Teams are better able to challenge each other and raise the productivity bar. Participants will also become familiar with many of the challenges facing the Drug industry's R&D Productivity model as well as potential points of intervention.
PROJECT, PROGRAM, & PORTFOLIO MANAGEMENT AND LEADERSHIP DEVELOPMENT
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PROBLEM STATEMENT
How can I provide the necessary skills and development opportunities to aspiring Project, Program, and Portfolio Managers to enable them to excel in an environment that requires them to apply an increasing breadth of technical and leadership attributes?
PREFERRED SOLUTION
Project and Program Managers undergo detailed technical and leadership training in a variety of skills necessary to create High Performance Teams. Portfolio Managers are expected to develop critical skills in presentation and stakeholder relationship management to influence decision-making.
DELIVERABLES & RESULTS
Highly trained personnel who are driven to embrace opportunities for learning and development in technical, management, and leadership areas. Participants understand that similar but non-identical requirements exist for success at the Project, Program, and Portfolio Management and moreover, that effective Project Management skills are insufficient platforms for successful careers in Program and Portfolio Management.
ENTERPRISE RESOURCE & PORTFOLIO MANAGEMENT
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PROBLEM STATEMENT
What are the necessary pre-requisites to institutionalizing enterprise-wide Resource & Portfolio Management and how do I measure the value created by these investments?
PREFERRED SOLUTION
Customization of a holistic solution that integrates both new and legacy data systems with a robust analytic engine such that the feeds from separate databases are channeled to a centralized data warehouse to support data integrity and timely analysis.
DELIVERABLES & RESULTS
A flexible, customizable, scalable, and secure system based on a centralized database fed with Project level metrics e.g. $, FTEs, risk, and time, from disparate data sources that in turn, supports a robust analytic engine.
PLANNING FUNCTION INTERDEPENDENCE
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PROBLEM STATEMENT
How do I create the right processes and methodologies to fulfill the needs of the 4 primary annual Planning functions without burdening my organization with data collection and analysis throughout the year?
PREFERRED SOLUTION
Given stated objectives of each Planning initiative, creation of a temporally dependant and systematic master plan of processes, methodologies, and events that drives interdependence between these Planning initiatives in fulfillment of the different needs of Governance for decision-making. Ultimately, for each Planning initiative, one must answer the question "Who generates and provides what to whom, how, and when?"
DELIVERABLES & RESULTS
Generation and execution of interdependent annual Strategic, Scenario, Portfolio and Business plans, with their own outputs that serve as inputs to each other, and tied together by transparent processes and methodologies. This avoids the continual churn of data gathering and analysis that are often redundant and sometimes lead to conflicting recommendations for decision-making.
STRATEGIC ORIENTATION
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PROBLEM STATEMENT
As I strive to create organizational value that is aligned with my Corporate Objectives, how do I ensure that my Portfolio Strategy and R&D Investment Strategy are oriented in a manner that ensures adherence to my Mission, Vision, and Values?
PREFERRED SOLUTION
To ensure that the articulated business strategy is continuously reinforced, creation of Corporate Objectives that are supported by an actionable Portfolio Strategy that, in turn, is fed by a viable R&D Investment Strategy. Any substantive alterations in Corporate Objectives should be reflected, without ambiguity, by concomitant changes in Portfolio and R&D Investment Strategies.
DELIVERABLES & RESULTS
A robust and flexible Portfolio Strategy that delivers in accordance with Corporate Objectives and is supported by an explicit R&D Investment Strategy. This differentiates great from good organizations in enabling them to remain aligned with their overarching Mission, Vision, and Values.
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