A client in the pharmaceutical field had a few pressing project management problems that were slowing productivity within their R&D group. The delays were negatively affecting their post-marketing support while also making everyone’s jobs harder than necessary. They needed to know…
- How could they integrate seven human health lines tools and processes into one seamless approach for project scheduling, resource management, and portfolio reporting, while still allowing the business to function efficiently?
- Would it be possible to improve management’s control of team drug development activities for both time and money spent, from initial concept through post-marketing support?
- How could they ensure that as the organization evolved the project management tools and processes would adapt to accommodate the changes?
After contacting us we assured them these targets were attainable if we followed this plan:
- First, we recommended a small set of key process definitions and methods that would address the primary business issues and lay the groundwork for current and future capacity planning.
- The second step was selecting a scalable tool that could evolve with the organization and reduce overall operating costs associated with resource management; the solution was an enterprise-wide implementation of Microsoft® Office Enterprise Project Management (EPM).
- Next, we used process automation tools wherever possible, freeing workers for critical thinking work and facilitating greater team collaboration. If tools needed customizations and extensions, we developed them.
- Lastly we facilitated system deployment to more than 400 project planners across their worldwide organization while also developing and supporting end user training.
This was a major business initiative for our client, involving many processes from R&D to post-marketing support. And it continues to require attention as the organization adapts to changing dynamics for drug development; economic pressures shape processes; and how the tool is used over time. But with a project management office (PMO) now in place, the company has the structure and resources to define and maintain standards for project management within the organization.