programme structure and function and the facilitation of learning david bridges echange solutions...
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Programme structure and function and the facilitation of learning
David Bridges
eChange Solutions Limited
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
Programme structure and function and the facilitation of learning
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
Line organiz-ation
ProgrammeProgramme Programme
Projects
External org.s
Nat
ure
of p
rogr
amm
e
Construction,engineering,
IT
Product Process Organization
Making and Delivering
Vision-led, outcome-driven, ambiguity and clarity co-exist, proactive adjustment to scope,
loose levers
Vision-led, benefits-driven, good clarity/some ambiguity, reactive adjustment to scope,
clear levers
Specification led, Output-driven,
High clarity/low ambiguity, reactive adjustment to scope
Research and development
Process re-engineering
Mergers, acquisions,
Government agencies
Typicalapplication
Operational
External environment or Society
Change of :
Pharm R&D in context
Strategic
Modified from OGC, 2003
Pharm
ace
uti
cal R
&D
Pharm R&D in context
Pharm
ace
uti
cal R
&D
Full development Discovery
External collaboratio
ns
Serendipidy
Regulations
Cost
Programme value
• Resource managementThis 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
Construction,engineering,
IT
Research and development
Process re-engineering
Mergers, acquisions,
Government agencies
Typicalapplication
Benefit areaResource managementStandardization Management controlTasks interdependencyBenefit realizationStakeholders Management Emergent strategy
LearningHomogeneous programmes
Heterogeneoussprogrammes
Product Process Organization
Making and Delivering
Operational Strategic
External environment or Society
Change of :
Pharm R&D in context
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 ?
Portfolio
Line organiz-ation
ProgrammeProgramme Programme
Projects
Strategic direction
Delivery
Resourcing + Capability Creation +
Operational Management
Management of
delivery
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
Drugs in Developme
nt
Phase I Phase I Phase III
Time
Knowledge application – issues of timing
Knowledge application – stakeholder mapping
Level of interest
Pow
er
Low
High
High
Interest/influence of stakeholders in application of new knowledge
(Based on authors experience of implementing new systems/process in full development)
Projects
Programmes
Portfolio (Senior management)
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
• 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
Take home messages
Slides will be published on :
www.echangesolutions.com
within the week.
Thank you.