Programme structure and function and the facilitation of learning

1
Programme structure and function and the
facilitation of learning

• David Bridges
• eChange Solutions Limited

2
Goals
Programme structure and function and the
facilitation of learning

• What constitutes the programme level
  organization in Pharmaceutical RD
• How does Pharmaceutical RD compare to other
  industries
• What is the programmes contribution to
  organizational learning and how can it be
  optimised

3
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 RD usage
• Candidate drug in Discovery
• A significant multi-centre clinical trial

4
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 RD usage
• Exploration of a scientific opportunity (Cytokine
  receptor programme)
• Compilation of a regulatory submission

5
Portfolio

• Definition
• Very varied, no trans-industry standard meaning
• Relevant Methodologies/Bodies of Knowledge
• PMI Portfolio Management BOK (in draft)
• Pharm RD usage
• The highest level of decision making at which
  research and development goals are set and
  resources allocated

6
The programme in Pharm RD

• Purpose
• Responsible for achieving a defined strategic or
  operational objective
• Achieved by
• Initiating, modifying, accelerating, slowing or
  terminating projects
• Influencing line activities

7
The programme in Pharm RD broader context
Portfolio
Programme
Programme
Programme
Line organiz-ation
External org.s
Projects
8
Pharm RD in context
Strategic
Pharmaceutical RD
Modified from OGC, 2003
9
Pharm RD in context
Regulations
External collaborations
Full development
Discovery
Pharmaceutical RD
Cost
Serendipidy
10
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

11
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

12
Pharm RD in context
Typical application
Construction,engineering, IT
Research and development
Process re-engineering
Mergers, acquisions,
Government agencies
Benefit area Resource management Standardization
Management control Tasks interdependency Benefit
realization Stakeholders Management Emergent
strategy Learning
Homogeneous programmes
Heterogeneoussprogrammes
13
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

14
Who owns learning ?
Strategic direction
Management of delivery
Portfolio
Programme
Programme
Programme
Line organiz-ation
Resourcing Capability Creation
Operational Management
Delivery
Projects
15
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

16
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 RD activity

17
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

18
Introduction of new standard, system or process
Knowledge application issues of timing
Drugs in Development
Time
Phase I
Phase I
Phase III
19
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
Projects
Line Management
Portfolio (Senior management)
Power
Programmes
High
20
Satisfying the Programme
I can't get no .... satisfaction !
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
  RD programmes

21
Take home messages

• Conceptual models exist which can classify drug
  RD programmes
• Drug RD and knowledge application projects /
  programmes are different.
• RD programme managers have high influence but
  low interest in knowledge management
• Knowledge application goals and metrics should be
  incorporated in the objective of RD programmes.
• Knowledge application Programmes can be
  establishment in parallel to RD programmes.
• Programme management methodologies/BOKs are
  useful in Knowledge Application Programmes

22

• Slides will be published on
• www.echangesolutions.com
• within the week.
• Thank you.