Transcript presentation title here

Programme structure and function
and the facilitation of learning
David Bridges
eChange Solutions Limited
Programme structure and function
and the facilitation of learning
Goals
• What constitutes the “programme” level organization
in Pharmaceutical R&D
• How does Pharmaceutical R&D compare to other
industries
• What is the programme’s contribution to
organizational learning and how can it be optimised
Project
• Definition
– ‘a temporary endeavour undertaken to create a
unique product or service’ (PMI, 1996)
• Relevant Methodologies/Bodies of Knowledge
– PMI/PMBOK
– PRINCE 2
• Pharm R&D usage
– Candidate drug in Discovery
– A significant multi-centre clinical trial
Programme
• Definition
– The co-ordinated management of a portfolio of
projects to achieve a set of business objectives.
(CCTA, 1994)
• Relevant Methodologies/Bodies of Knowledge
– MSP
– PMI Program Management BOK (in draft)
• Pharm R&D usage
– Exploration of a scientific opportunity (Cytokine
receptor programme)
– Compilation of a regulatory submission
Portfolio
• Definition
– Very varied, no trans-industry standard meaning
• Relevant Methodologies/Bodies of Knowledge
– PMI Portfolio Management BOK (in draft)
• Pharm R&D usage
– The highest level of decision making at which
research and development goals are set and
resources allocated
The programme in Pharm R&D
• Purpose
– Responsible for achieving a defined strategic or
operational objective
• Achieved by
– Initiating, modifying, accelerating, slowing or
terminating projects
– Influencing line activities
The programme in Pharm R&D – broader context
Portfolio
Programme
Programme
Line
organization
External
org.s
Projects
Programme
Pharm R&D in context
Strategic
Operational
Making and
Delivering
Change of :
Typical
application
Modified from OGC, 2003
Process
Organization
External
environment
or Society
Specification led,
Output-driven,
High clarity/low ambiguity,
reactive adjustment to scope
Pharmaceutical R&D
Nature of programme
Product
Construction,
engineering,
IT
Vision-led, benefits-driven,
good clarity/some ambiguity,
reactive adjustment to scope,
clear levers
Research and
development
Vision-led, outcome-driven,
ambiguity and clarity co-exist,
proactive adjustment to scope,
loose levers
Process reengineering
Mergers,
acquisions,
Government
agencies
Pharm R&D in context
Full development
Cost
Pharmaceutical R&D
Regulations
External
collaborations
Discovery
Serendipidy
Programme value
• Resource management
This is the value added by the programme through :
– cross project resource management (budget,
manpower, equipment)
• Standardization
– Improved effectiveness of delivery achieved via
standard tools/methodologies, support groups
• Management control
– Control of project activity, alignment to goals
• Task interdependency
– Management of project interdependencies
Programme value (cont.)
• Benefits realization
This is the value added by the programme through :
– Focus on the desired outcome of the programme
rather than the successful deliver of projects
• Stakeholder management
– Improved stakeholder commitment
• Emergent strategy
– Adoption of new ideas / approaches and
modification of programme goals on ongoing bases
• Learning
– Exchange of learning and experience between
projects within the programme
Pharm R&D in context
Strategic
Operational
Making and
Delivering
Change of :
Product
Typical
application
Construction,
engineering,
IT
Research and
development
Process
Process reengineering
External
environment
or Society
Organization
Mergers,
acquisions,
Government
agencies
Benefit area
Resource management
Standardization
Management control
Tasks interdependency
Benefit realization
Stakeholders Management
Emergent strategy
Learning
Homogeneous
programmes
Heterogeneouss
programmes
Organizational learning
Programme management standards :
• Focus on
– Management of learnings relating to programme/project
conduct
– Promulgating best practice across projects within the
programme (particularly Homogenous programmes)
• Promote
– Use of knowledge bases to capture lessons learnt
– Production of project/programme closure reports
• No focus on :
– Management of broader process and scientific learnings
– Promulgation of best practice across programmes
Who owns learning ?
Strategic direction
Management
of delivery
Portfolio
Programme
Programme
Programme
Projects
Delivery
Line
organization
Resourcing + Capability
Creation + Operational
Management
The process of organizational learning
Organizational learning involves three processes :
• Knowledge acquisition
– Capture of tacit knowledge
– Trial and error
– Benchmarking etc etc
• Knowledge transfer
– Training
– Technology transfer etc etc
• Knowledge application
– Pilots
– Full adoption
Role of the programme in organizational learning
• Knowledge acquisition and transfer
– Shared responsibility.Responsibility for knowledge
management must be embedded within
organization (processes and culture).
– Programmes unlikely to take lead except where :
• Homogenous projects within programme
• Specific learning goal related to programme
• Knowledge application
– Unique and important role for programme
– Programmes control access to R&D activity
Introduction of new standard, system or process
Knowledge application – issues of pain
• Few new systems/tools/processes promise
overwhelming advantages, particularly to
initial adopters.
• Frequently costs in terms of resources, risk
and diversion of management attention
exceed anticipated benefit to programme !
• Performance of programmes measured in
terms of delivery against programme goals
not degree of innovation
Introduction of new standard, system or process
Knowledge application – issues of timing
Drugs in
Development
Time
Phase I
Phase I
Phase III
Knowledge application – stakeholder mapping
Interest/influence of stakeholders in application of new knowledge
(Based on authors experience of implementing new systems/process in full development)
Level of interest
Low
High
Power
Projects
Portfolio
(Senior management)
Programmes
High
Line
Management
“Satisfying” the Programme
Rolling Stones
How can these issues be addressed
•
•
•
•
Goal setting within programme
Positioning of knowledge application initiatives
Delivering ‘packaged’ solution to programme
Sponsorship/Communication
This can lead to :
• Knowledge application programmes in parallel to
R&D programmes
Take home messages
• Conceptual models exist which can classify drug R&D
programmes
• Drug R&D and knowledge application projects /
programmes are different.
• R&D programme managers have high influence but low
interest in knowledge management
• Knowledge application goals and metrics should be
incorporated in the objective of R&D programmes.
• Knowledge application Programmes can be
establishment in parallel to R&D programmes.
• Programme management methodologies/BOKs are useful
in Knowledge Application Programmes
Slides will be published on :
www.echangesolutions.com
within the week.
Thank you.