UNIVERSIDAD PARA LA COOPERACIÓN INTERNACIONAL (UCI)

Size: px
Start display at page:

Download "UNIVERSIDAD PARA LA COOPERACIÓN INTERNACIONAL (UCI)"

Transcription

1 UNIVERSIDAD PARA LA COOPERACIÓN INTERNACIONAL (UCI) PROJECT PLAN FOR THE CALL CENTER PROJECT FOR ROCHE COMPANY USING THE SUMMIT-D METHODOLOGY AND PMBOK 2004 SOFIA ROJAS CAMBRONERO DOMINGO ROJAS FERNÁNDEZ FINAL GRADUATION PROJECT PRESENTED AS A PARTIAL REQUIREMENT TO APPLY FOR THE MASTER DEGREE IN PROJECT MANAGEMENT San José, Costa Rica June, 2006

2 UNIVERSIDAD PARA LA COOPERACIÓN INTERNACIONAL (UCI) This final graduation project was approved by the University as a partial Requirement to apply for the Master degree in Project Management Adriana Ruiz PROJECT DIRECTOR Dr. Franklin Marin PROGRAM DIRECTOR Sofia Rojas Cambronero STUDENT Domingo Rojas Fernández STUDENT

3 3 Academic Authorities Miguel Vallejo Thesis Program Director Adriana Ruiz Tutor of this Dissertation

4 4 Copyright Sofia Rojas Cambronero. Domingo Rojas Fernández. All Rights Reserved. The reader of this document knows that the contained information is strictly confidential and for restricted used to the study of this project. The reader accepts to keep the confidentiality of the presented information, and not to use it, not to sell it, not to transfer it, not to copy it, not to reproduce it, not to reveal it, not to report it, not to publish it, no to present it, to any person, organization or entity without written previous consent of the authors.

5 5 Dedication to our Families. A goal without a plan is just a wish. Antoine de Saint-Exupery ( ) He who every morning plans the transaction of the day and follows out that plan, carries a thread that will guide him through the maze of the most busy life. But where no plan is laid, where the disposal of time is surrendered merely to the chance of incidence, chaos will soon reign. Victor Hugo ( )

6 6 Acknowledgements To Roche organization in Central America and Caribbean, specially to Ricardo Camacho who permitted us to do this work.

7 7 Table of Contents 1 Introduction Background information The problem Project justification Objectives General objective Specific objectives Theoretical Framework Referential Framework Historical information of Roche PRISA in Central America and the Caribbean PRISA Geographical Reference Roche Strategic Planning Roche Organization Project Management Theory Project Management in Roche Relevant Material - PMBOK Methodology Framework Development The Processes followed to achieve the objective... 54

8 8 4.2 Process Develop Project Management Plan Process Scope planning Deliverable One: Scope Management Plan Process Scope definition Deliverable two: Detailed Scope Statement Process Create WBS Deliverable three: Work Breakdown Structure Process Activity definition Process Activity sequencing Process Activity duration estimating Deliverable Four: Effort Estimation Process Activity resource estimating Process Human Resource Planning Deliverable Five: Roles and Responsibilities Process Schedule development Deliverable six: Total Chronogram Deliverable seven: Chronogram by Resource Process Cost Estimating Process Cost Budgeting Deliverable eight: Cost and Time Budget Process Quality Planning Deliverable Nine: Quality Plan The rest of the processes... 72

9 9 5 Conclusions Recommendations Bibliography Annex A Annex A Annex A Annex A Annex A Annex A Annex A Annex A Annex A

10 10 Table of Figures Figure 2. Executive Office Organization Chart Figure 3. Pharma Division Organization Chart Figure 4. PRISA Organization Chart Figure 5. SUMMIT-D Framework for Global Informatics Figure 6. Planning Process Group Figure 7. Project Management Process Groups Figure 8. Suggested Project Plan Contents - PMBOK vs. SUMMIT-D... 56

11 11 Index of Abbreviations PRISA Productos Roche Interamericana UCI Universidad para la Cooperación Internacional PMBOK Project Management Body of Knowledge CCPSP Call Center Patient Support Program WBS Work Breakdown Structure CV Cost Variance CPI Cost Performance Index SV Schedule Variance SPI Schedule Performance Index

12 12 Summary This document is a thesis made to apply for the master degree in Project Management at the Universidad para la Cooperación Internacional. The work took place in Roche, that is a transnational company based in Switzerland that is dedicated to the Health Care business. It has a company called PRISA that manage the distribution, sales and marketing of their pharmaceutical products in Central America and Caribbean region. To promote and be in touch with their customers PRISA is centralizing in Costa Rica its regional Call Center, and that became a key project for the year When the authors of this thesis asked Roche for a topic to research, it was assigned to them the main objective of this work: To create a Project Plan for the Call Center Project of Roche using the PMBOK 2004 best practices and SUMMIT-D recommendations. SUMMIT-D is the standard methodology in Roche for systems delivery and it includes a set of recommendations to built a Project Plan. However, the planning processes were not detailed enough in other projects, and for the Call Center the challenge was also to take in consideration the PMBOK 2004 best practices. To reach that objective, the work was divided in three ordered steps. The first one was a documental research where the authors began the inquiry into and study of Project Management literature, principally the PMBOK 2004, investigating also all the documentation provided by PRISA about the SUMMIT-D methodology. The principal information collected by this process is presented in the Theoretical Framework in section two. Then, the authors contrast the SUMMIT-D recommendations against the PMBOK 2004 best practices to define what suggestions are adequate to make a proper Project Plan. This information is presented at the beginning of the Development in section four of this document. The second step was the Field Research that was an experimental activity to create the Project Management plan for the Call Center project. Roche requested the authors make each of the deliverables that SUMMIT-D recommends completing by using PMBOK best practices in the process. Finally the third step was to present the Project Plan to Roche sharing their recommendations and conclusions.

13 1 Introduction 1 Con formato: Numeración y viñetas

14 14 This thesis is the final graduation project to apply for the Master s Degree in Project Management at the Universidad para la Cooperación Internacional. The title of the work is Project Plan for the Call Center Project for Roche Using the SUMMIT-D Methodology and PMBOK This section is a general introduction of what the thesis is all about. It is divided by background information, the problem, the justification, and the objectives of the project. 1.1 Background information The purpose of the graduation project is that the students apply their know-how about project management to a real life scenario, with a real company, solving a real need, and showing a useful contribution to project management knowledge. The authors of this thesis contacted one of the companies where they work to look for something to be used as their graduation project. The company selected was Roche, and the project of the selected company, Roche, was to create a project plan. Roche is one of the biggest transnational corporations dedicated to health care business. Its major division is committed to the research and production of pharmaceutical products. To manage the business in the Central America and Caribbean region, Roche has a company based in Costa Rica called Productos Roche Interamericana and abbreviated PRISA. PRISA gave the students a project to collaborate on a complete project plan using Roche standard methodology and PMBOK recommendations. The selected project was The Call Center. Its objective was to centralize PRISA s call center infrastructure in Costa Rica. During 2004 the PRISA organization began to implement the CCPSP (Call Center Patient Support Program), a new call support service for Central America and Caribbean Roche products. The first part of the program provided service to Guatemala, Honduras, El Salvador, Nicaragua, Costa Rica, Panama, and Dominican Republic, and the first product to be included in the program was Xenical (a special drug used to reduce weight). PRISA developed a small call center in each country and each call center could receive calls and generate calls. The portfolio of oncology products was included in

15 15 the CCPSP scope for 2006 planning, and other products such as Bonviva (a new product to help the patient fighting lung cancer) had been taken into consideration as well. 1.2 The problem Roche is committed to project management on a global scale, and uses a standard methodology called SUMMIT-D provided by PricewaterhouseCoopers and IBM. SUMMIT-D is a set of recommendations for systems delivery that includes most of the PMBOK 2000 best practices for project management. It does not make any reference to the PMBOK 2004, because the release of SUMMIT-D currently used by Roche was made before Even though Roche has a strong standard methodology for project management, the Central America and Caribbean regions do not use SUMMIT-D properly because the employees are not sufficiently trained, and know only part of the methodology. PRISA does not invest enough time planning small projects, and each project plan is usually a simple schedule of tasks. There are not enough examples of well-documented project plans that help the employees to plan their projects better. The lack of time in the planning phase of a project could affect the result of the project, and the achievement of the business goals. One of these goals in PRISA is to have a regional Call Center implemented by Here, all the calls to interact with clients are routed and answered in only one country. The Business Support department is preparing to manage the Call Center Patient Support Program (CCPSP) centralized in Costa Rica. The implantation is going to be in slow and moderate phases, where the first countries to be managed from Costa Rica will be El Salvador, Panama, and Dominican Republic. Because each country is now requiring training, support, and supervision, the distributed current structure is highly expensive and difficult to manage. This makes CCPSP is very important for the business.. This program is part of their tactic plan and aligns with their current strategic planning initiatives. This information proves that for Roche it is very important that the Call Center project succeed. Consequently, it is essential for Roche to have a well-documented project plan.

16 16 The opportunity and added value that the authors of this document are providing to Roche is in the application of the PMBOK 2004 best practices and the SUMMIT-D methodology at the same time to formulate the Project Plan of the Call Center project providing an example for future projects in PRISA. 1.3 Project justification This thesis was written to demonstrate the use of the SUMMIT-D methodology and PMBOK 2004 best practices in the elaboration of a project plan, using as an example the Call Center project that PRISA has to execute during Typically all of the projects of this kind require an authorization from several parts of the organization and that approval is given by signing the project charter. Usually it is found that the project charter is well documented to support the decision making process. However, the planning of a project once consisted of a simple Microsoft Project File which identified the list of tasks, the schedule, and sometimes the resources needed for the project. This is the case with the Call Center project and that s why PRISA is giving the writers of this document, the opportunity to make evident that a well documented project plan is helpful to achieve project success. because as the PMBOK says The Project Management Plan becomes the primary source of information for how the project will be planned, executed, monitored and controlled, and closed 1. If a project does not have a good project plan, several difficulties may occur. These include, the need for resources with no planned tasks to accommodate them, or incomplete tasks because it wasn t clear who s task it was. A well-documented project plan gives the project manager more efficient control of the project because it permits him to visualize how the project is planned to be and how to reduce the impact of any unexpected change that may happen. It is important for the PRISA organization to have an 1 A guide to the Project Management Body of Knowledge. Third Edition. Project Management Institute, Inc.

17 17 example of a well managed project, following their standards and the PMBOK practices, because that example will be used by PRISA employees to manage future successful projects. 1.4 Objectives General objective Create a Project Plan for the Call Center project for Roche Company using the SUMMIT-D methodology and PMBOK 2004 best practices before April 30 th The components of the project plan are: Deliverables Identification Work Breakdown Structure Effort Estimation Total Chronogram Chronogram by Resource Roles and Responsibilities Cost and Time Budget Quality Plan Specific objectives Develop a correct WBS for the project assuring that 100% of the work package level items have a deliverable and an assigned responsible.

18 18 Improve the accuracy of the activity duration estimate, using the Three Point Estimates technique in 100% of the tasks of the project. Reduce the gap between the schedule time estimates planned, and the real execution times of the project, by having a calendar specifying the availability for each one of 100% of the resources. Make an exacter budget for the project by defining a cost for each item at work package level. Guarantee a good service level of project management by shaping a quality plan that includes for scope, time and cost, at least 2 quality metrics for each.

19 2 Theoretical Framework

20 20 This section of the document is about the theory that will be used in the development of this thesis. It presents the Referential Framework to the reader containing the historical, geographic, strategic and organizational information that describes the context of the project. This section also shows the Theory of Project Management that will be use to build the deliverable of this graduation project that is the project plan for PRISA s Call Center project. 2.1 Referential Framework To produce a project plan for a company as successful as Roche, it is necessary to investigate some historical, geographic, strategic and organizational information about the company. This information will be considered to facilitate the interaction of the authors of this thesis with Roche project team members. This is because analyzing this information serves as an induction process to understanding how PRISA began in Central America and the Caribbean and the scope of the Call Center project. In this section the Strategic Planning is presented for Roche in the world. It is going to be used as a reference to develop the project plan because the Call Center project is part of the strategic plan for the region Historical information of Roche Roche was one of the world s first pharmaceutical manufacturers. Originally founded in Basel in 1896, by Swiss entrepreneur Fritz Hoffmann-La Roche, Roche has grown into one of the world s leading healthcare companies. Roche was founded at a time when the Industrial Revolution was changing the face of Europe. This was a time rich in inventions, social advances and progress in medical science, which marked a trend towards meeting the needs of a global healthcare market. Against this background, Fritz Hoffmann-La Roche realized his plans for the industrial manufacture of drugs of uniform strength and quality. Roche expanded this business over Europe rapidly, and in

21 , the first subsidiary in New York City, Hoffmann-La Roche Chemical Works Inc. was established as Roche's first office in the US 2. In 1920, Fritz Hoffmann died and the company began a new era with Emil Barell. In 1933, Tadeusz Reichstein (Nobel Prize winner 1950) offered Roche a workable method of synthesizing vitamin C. When vitamin C proved a commercial success, the process for full production was scaled up. Over a period of 32 years, Roche saw a steady growth of its international business. By 1938 Roche was using the furst synthesis process for vitamin C, vitamins had become the company's mainstay, and Roche had joined the ranks of the world's leading vitamin producers. Corporate growth took place in Europe, North and South Americas and the Far East, creating an ever larger trading and production network upon which Roche would build its global presence. Between the 1950 s and mid-1960 s pharmaceutical research at Roche was extremely diverse, with a portfolio ranging from antidepressants and antimicrobials to agents for cancer chemotherapy and inflammatory and cardiovascular diseases. To this day these have remained in core therapeutics areas, but they were to be eclipsed for a time by sensational development in the field of tranquillizers. Roche scientists had come across the benzodiazepine class, which proved to be the base for many milestone drugs to be marketed over the years to come. During this period Roche was also busily pursuing a course of acquisitions, entering new business fields like flavors and fragrances. In 1963, Givaudan S.A., one of the world s leading manufacturers of fragrances and flavors, was acquired. In 1964 Roche acquires the renowned French Fragrance Company Roure Bertrand Dupont. Between 1965 and 1978, propelled by the tremendous success of the benzodiazepines, Roche branched out into markets spanning the whole spectrum of health care, with a large variety of ventures. Bioelectronic departments developed electronic medical instruments; physicists at Roche helped to develop the liquid crystal displays now found in countless watches, calculators, computers, automobiles and television sets. Roche also invested in plant protection, reflecting the growing 2 Roche global Intranet site. This site could only be accessed from Roche network.

22 22 involvement in the agrochemical sector. Both in Switzerland as well as the United States, development teams were assembled to work on diagnostic tests and analytical systems, thus establishing the diagnostic arm of Roche. This period was also the starting point of Roche's involvement in basic biomedical research, creating the Roche Institute of Molecular Biology in Nutley and the Basel Institute for Immunology. The time saw also negative impact on Roche - the major chemical accident that occurred in Seveso and a product-pricing dispute in Great Britain. The move towards creating separate business units, that had begun in the mid- 70s, continued over the years and resulted in the creation of autonomous divisions. Accounting and reporting practices were standardized group wide, and comprehensive reorganization, rationalization, and modernization measures were implemented in all areas. The sale of Maag in 1990 and the spin-off of Givaudan in 2000 left Roche with three divisions: pharmaceuticals, vitamins and fine chemicals, and diagnostics. A wide range of pharmaceutical products were introduced over the years to come, and some represented real medical breakthroughs. The acquisition in 1990 of a majority interest in Genentech, a leader in the field of genetic engineering, and the takeover of Syntex Corporation, a strong research-oriented company, were part of a strategy for strengthening Roche's position in the global healthcare market. Roche strengthened its portfolio of over-the-counter medicines with the purchase of Nicholas, a non-prescription drug producer. This had become an increasingly important area because of the growing trend towards self-medication. By acquiring Boehringer Mannheim, Roche became the world leader in the area of diagnostic market in terms of a unique range of innovative products, depth and breadth of technologies as well as overall geographical presence. With the start of the new millennium, Roche has consistently continued to focus its strategy on being prepared for future growth. The alliance with Chugai in Japan, creating a leading research driven pharmaceutical company, produced a very good foothold in Asia that it is today's second largest healthcare market. The acquisition of Amira by Roche Diagnostics and the separation of the vitamins business reflects the concentration on the core pharmaceuticals and diagnostics businesses. Roche intends to continue developing innovative and cost-effective solutions in prevention, diagnosis, and drug therapy to the ultimate benefit of patients.

23 PRISA in Central America and the Caribbean During the Presidential period of Albert Caflisch ( ), an expansion of Roche occurred 3 with the creation of new companies in countries in where, it had previously worked mainly with agents. Although Roche considered that the most profitable choice was to make all the products in one place, the pressure that exerted the authorities by means of strong tariffs and refusal of import permissions made the transfer of the manufacture to the different branches inevitable. In the area of Central America and the Caribbean, branches of Roche were created in Havana (1955), Nicaragua (1965) and Guatemala (1969). The Revolution of Fidel Castro and the confiscation of the warehouses of Roche in Havana caused in 1959 the liquidation of the Cuban branch. In 1962, the increasing agitation of Central America finally motivated Roche to transfer the seat of the area from Panama to Canada. Roche gradually created a balance between the production of drugs or active chemical substances and the pharmaceutical formulation of medicines or specialties. This second task would be partially assigned to the branch in Nicaragua, from where it was planned to supply the Central American market. This was the scenario from 1968 to As a result of an earthquake in Managua in 1972, the buildings were considerably damaged. This fact, combined with the political agitation that reigned in Central America, caused a reconsideration of future investments in the area. Supplying the Central American market from the host house in Switzerland, where Roche had previously taken care of the necessities of the region, became impossible. On the 23 rd of December of 1972, as a result of the earthquake of Nicaragua, the plant and offices of Roche were forced to close their doors and to suspend their production. The personnel of each Division were transferred to the personal houses of the Financial, Pharmaceutical, Vitamins and General Manager to work there during the emergency. 3 PRISA Intranet site. This site could be accessed only from Roche network.

24 24 Meanwhile, it was decided to transfer the marketing functions, of Pharma and Vitamins, to Costa Rica. The first person who mobilized was Mr. Dieter Garbade (Vitamins Manager). In March of 1973, Garbade looked for a building for Pharma, Vitamins and the General Management. In June of that year, the furniture and certain personnel of the divisions of Pharma, Vitamins and General Management were transferred to Costa Rica. In 1982 Central America acquired the new denomination: Productos Roche Interamericana, S.A. (PRISA). In 1992 one quick operation was made to integrate the area of the Caribbean, increasing the territory to a total of 23 countries: Guatemala Costa Rica Honduras El Salvador Nicaragua Panama Dominican Republic Haiti Jamaica Aruba Curacao Suriname Guyana Antigua & Bermuda Bahamas Barbados Cuba Grenada St. Martin St. Kits Grenada Belize Trinidad y Tobago

25 PRISA Geographical Reference To understand the scope of the Call Center project, it is necessary to observe the geographic area covered by PRISA. The next figure illustrates the scope of Productos Roche Interamericana S.A. and the different countries they have to manage. PRISA Figure 1. PRISA Geographic Scope PRISA operates in Spanish and English speaking countries, which represents serious challenges to be considered for a project like the Call Center.

26 Roche Strategic Planning The deliverable of this graduation project is a Project Plan for a very important project for Roche, because it is part of a Roche strategic plan for PRISA s region. The Call Center project is one of many steps that PRISA plans to take in 2006 and 2007 to accomplish their goals. Below is a description of he components of Roche strategy THE GLOBAL STRATEGY According to Roche s Global Intranet site, at its core, Roche strives to be an industry leading innovator; not believing in innovation for innovation s sake 4, but providing real value to the customers. It will enhance their capability to create and commercialize medically differentiated products and services that lead to a tangible improvement to the health, quality and length of life of patients. The capabilities in diagnostics and pharmaceuticals enable Roche to innovate across the entire healthcare spectrum, from identifying disease susceptibilities and disease screening in populations at risk to prevention, diagnosis, therapy and treatment monitoring. Roche strategy focuses on building and exploiting distinctiveness to remain a winner in 2015 and beyond. To achieve this, it will be: Operating an advantaged, in-house innovation organization and an industry-leading network of partnerships and alliances. Securing access to the most promising emerging step change technologies, which will enhance its ability to deliver sustained innovation beyond Establishing a truly leading position in Personalized Healthcare as a central tenet of the focus on medically differentiated products. 4 Roche global Intranet site. This site could only be accessed from Roche network.

27 27 In addition, Roche will continue to build key enabler assets and capabilities, including: World-class scientific and managerial talent pool, and a leading talent development capability. Superior ability to meet the needs of key stakeholders (e.g., patients, customers, payers & physicians). Industry-leading bio-manufacturing capacity and capability advantage. Strong operational culture focused on continuous productivity. Strength in healthcare information management in specific areas of our business ROCHE CORPORATE MISSION Con formato: Numeración y viñetas Our aim as a leading healthcare company is to create, produce and market innovative solutions of high quality for unmet medical needs. Our products and services help to prevent, diagnose and treat diseases, thus enhancing people's health and quality of life. We do this in a responsible and ethical manner and with a commitment to sustainable development respecting the needs of the individual, the society and the environment ROCHE CORPORATE VALUES Con formato: Numeración y viñetas Service to patients and customers A prime objective of Roche is to meet the patient s and customer s needs for high quality products and services. This includes identifying and solving their problems, anticipating their future needs, 5 Roche global Intranet site. This site could only be accessed from Roche network.

28 28 maintaining close contacts with them, and listening to what they say. Roche s commitment includes full respect for patients individual rights. Respect for the individual Roche believes that the success of their company depends on the combined talents and performance of dedicated employees. For this reason, they want: To build respect for the individual into all work by ensuring that all members of the organization understand their responsibility to respect each other s rights and dignity Their people to develop their talents and make optimal use of their abilities and potential and to encourage information sharing and open dialogue; To provide recognition based on performance and contribution to Roche's success; To promote diversity and equal opportunities; Everyone in the organization to work under optimal conditions of health and safety. Commitment to responsibility We want to meet high standards of performance and corporate responsibility in all our activities and we apply our Corporate Principles in our dealings with business partners. We are committed to selecting, developing and promoting employees and managers with self-drive and empathy who: Combine professional competence with a leadership style that motivates people to high performance; Have an open mind and a sense of urgency, understand the needs of the company and have the courage to question conventional wisdom; Have the flexibility required to broaden their experience;

29 29 Live these corporate principles in their decisions and actions. Commitment to performance Roche aims to continuously create value for stakeholders and to achieve sustainable, high profitability. They do this in order to maintain a commitment to research, to ensure growth and independence, to provide employment opportunities, to cover risks, and to pay an attractive return on invested capital. Commitment to society Roche wants to maintain high ethical and social standards in all business dealings, in approaches to medical science, in efforts to protect the environment and ensure good citizenship. They will maintain these standards by adherence to local, national and international laws and co-operating with authorities and in proactively communicating with the public. Roche supports and respects the human rights within the sphere of their influence. Roche recognizes the need to work in partnership with stakeholders, regularly seeking their views and taking them into account. Commitment to the environment As part of the commitment towards sustainable development Roche proactively seeks to employ new, more sustainable technologies and processes and to minimize the impact on the environment. Commitment to innovation Innovation across all aspects of business is key to Roche s success. Being active in high technology fields, they must recognize new trends at a very early stage and be open to unconventional ideas. They see change as an opportunity and complacency as a threat. They encourage everywhere in the company the curiosity needed to be open to the world and new ideas.

Preventing through education

Preventing through education Ministerial Declaration Preventing through education The Ministerial Declaration Preventing through Education, was approved in Mexico City in the framework of the 1st Meeting of Ministers of Health and

More information

SUBCOMMITTEE ON PLANNING AND PROGRAMMING OF THE EXECUTIVE COMMITTEE

SUBCOMMITTEE ON PLANNING AND PROGRAMMING OF THE EXECUTIVE COMMITTEE PAN AMERICAN HEALTH ORGANIZATION WORLD HEALTH ORGANIZATION SUBCOMMITTEE ON PLANNING AND PROGRAMMING OF THE EXECUTIVE COMMITTEE 31st Session, 23-24 November 1998 Provisional Agenda Item 8 SPP31/8, Rev.1

More information

The future of application outsourcing: making the move from tactical to strategic

The future of application outsourcing: making the move from tactical to strategic IBM Global Business Services White Paper The future of application outsourcing: making the move from tactical to strategic Application Services Page 2 Contents 2 Introduction 2 Success brings new challenges

More information

Diagram. Microsoft Dynamics Sure Step Methodology

Diagram. Microsoft Dynamics Sure Step Methodology Diagram Microsoft Dynamics Sure Step Methodology Designed to enable you to better serve your customers by helping reduce their Microsoft Dynamics total cost of ownership, the Sure Step Methodology can

More information

Taking Strategic Partnerships to the Next Level: An Alternative Approach to Licensing Your Development Asset

Taking Strategic Partnerships to the Next Level: An Alternative Approach to Licensing Your Development Asset Taking Strategic Partnerships to the Next Level: An Alternative Approach to Licensing Your Development Asset Introduction In this era of strategic development deals, inventiv Health has significantly broadened

More information

BEST PRACTICES RESEARCH

BEST PRACTICES RESEARCH 2013 Frost & Sullivan 1 We Accelerate Growth Entrepreneurial Company of the Year Award Pharmaceutical Knowledge Process Outsourcing North America, 2013 Frost & Sullivan s Global Research Platform Frost

More information

Strategic solutions to drive results in matrix organizations

Strategic solutions to drive results in matrix organizations Strategic solutions to drive results in matrix organizations Copyright 2004-2006, e-strategia Consulting Group, Inc. Alpharetta, GA, USA or subsidiaries. All International Copyright Convention and Treaty

More information

REPORT OF THE KNOWLEDGE TRANSFER NETWORK*

REPORT OF THE KNOWLEDGE TRANSFER NETWORK* Distr. LIMITED LC/L.3379(CEA.6/7) 19 October 2011 ENGLISH ORIGINAL: SPANISH Sixth meeting of the Statistical Conference of the Americas of the Economic Commission for Latin America and the Caribbean Bávaro,

More information

APPENDIX X1 - FIFTH EDITION CHANGES

APPENDIX X1 - FIFTH EDITION CHANGES APPENDIX X1 FIFTH EDITION CHANGES The purpose of this appendix is to give a detailed explanation of the changes made to A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition

More information

PROJECT MANAGEMENT METHODOLOGY SECTION 3 -- PLANNING PHASE

PROJECT MANAGEMENT METHODOLOGY SECTION 3 -- PLANNING PHASE PROJECT MANAGEMENT METHODOLOGY SECTION 3 -- PLANNING PHASE Table of Contents Introduction...3-1 Overview...3-1 The Process and the Project Plan...3-1 Project Objectives and Scope...3-1 Work Breakdown Structure...3-1

More information

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended.

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended. Previews of TDWI course books offer an opportunity to see the quality of our material and help you to select the courses that best fit your needs. The previews cannot be printed. TDWI strives to provide

More information

Obtaining Finance in Latin America and the Caribbean 1

Obtaining Finance in Latin America and the Caribbean 1 Obtaining Finance in Latin America and the Caribbean 1 World Bank Group latin America and the Caribbean Series Note No. REV. 8/14 Basic Definitions Countries surveyed in and how they are grouped for analysis:

More information

Presentation. Dear Reader:

Presentation. Dear Reader: Dear Reader: Presentation It is with great satisfaction that we present the results of the Coordinated Audit by the Federal Court of Accounts Brazil (TCU) on Information Technology (IT) Governance. This

More information

STATUS OF WWW IMPLEMENTATION AND OPERATIONS. Availability of SYNOP, TEMP, CLIMAT and CLIMAT TEMP reports at MTN centres

STATUS OF WWW IMPLEMENTATION AND OPERATIONS. Availability of SYNOP, TEMP, CLIMAT and CLIMAT TEMP reports at MTN centres WORLD METEOROLOGICAL ORGANIZATION REGIONAL ASSOCIATION IV (NORTH AMERICA, CENTRAL AMERICA AND THE CARIBBEAN) WORKING GROUP ON PLANNING AND IMPLEMENTATION OF THE WWW IN REGION IV RA IV/WG-PIW-04/Doc. 4(1)

More information

Project Management Support

Project Management Support Project Management Support Project management is the discipline of planning, organizing, securing, managing, leading, and controlling resources to achieve specific goals. A project is a temporary business

More information

Overview of CAAM-HP and its Achievements

Overview of CAAM-HP and its Achievements Overview of CAAM-HP and its Achievements Presented at the 10 th Anniversary Conference of the CAAM-HP July 28-30, 2014 Montego Bay, JAMAICA Lorna Parkins Executive Director The Caribbean GULF OF MEXICO

More information

EiCon G.m.b.H. Diagnostic Healthcare Consulting. Amtsgericht Lörrach : HRB-Nr.3002. E-Mail : info@eiconnet.de. Home page: http://www.eiconnet.

EiCon G.m.b.H. Diagnostic Healthcare Consulting. Amtsgericht Lörrach : HRB-Nr.3002. E-Mail : info@eiconnet.de. Home page: http://www.eiconnet. EiCon G.m.b.H. Diagnostic Healthcare Consulting Amtsgericht Lörrach : HRB-Nr.3002 Unterbaselweg 55 D -79576 Weil am Rhein Germany Phone : (49) - 7621-798373 Fax : (49) - 7621-798374 Hauptstrasse 160 D-79576

More information

INTERNATIONAL FACTORING

INTERNATIONAL FACTORING INTERNATIONAL FACTORING November 3, 2011 1 L. Gabriel Segura President and founding officer of CVCredit Inc, a Miami-based company which focuses in USA-domestic and international factoring services. Nine

More information

The Business Case for Using Big Data in Healthcare

The Business Case for Using Big Data in Healthcare SAP Thought Leadership Paper Healthcare and Big Data The Business Case for Using Big Data in Healthcare Exploring How Big Data and Analytics Can Help You Achieve Quality, Value-Based Care Table of Contents

More information

Develop Project Charter. Develop Project Management Plan

Develop Project Charter. Develop Project Management Plan Develop Charter Develop Charter is the process of developing documentation that formally authorizes a project or a phase. The documentation includes initial requirements that satisfy stakeholder needs

More information

High-Performing Information Systems Aligned With Utility Business Strategy [Project #4316]

High-Performing Information Systems Aligned With Utility Business Strategy [Project #4316] High-Performing Information s Aligned With Utility Business Strategy [Project #4316] ORDER NUMBER: 4316 DATE AVAILABLE: June 2013 PRINCIPAL INVESTIGATORS: David W. Harris, Esteban Azagra, Rod van Buskirk,

More information

How To Change Medicine

How To Change Medicine P4 Medicine: Personalized, Predictive, Preventive, Participatory A Change of View that Changes Everything Leroy E. Hood Institute for Systems Biology David J. Galas Battelle Memorial Institute Version

More information

DEVELOPING AN EFFECTIVE INTERNAL AUDIT TECHNOLOGY STRATEGY

DEVELOPING AN EFFECTIVE INTERNAL AUDIT TECHNOLOGY STRATEGY DEVELOPING AN EFFECTIVE INTERNAL AUDIT TECHNOLOGY STRATEGY SEPTEMBER 2012 DISCLAIMER Copyright 2012 by The Institute of Internal Auditors (IIA) located at 247 Maitland Ave., Altamonte Springs, Fla., 32701,

More information

U.S. Department of the Treasury. Treasury IT Performance Measures Guide

U.S. Department of the Treasury. Treasury IT Performance Measures Guide U.S. Department of the Treasury Treasury IT Performance Measures Guide Office of the Chief Information Officer (OCIO) Enterprise Architecture Program June 2007 Revision History June 13, 2007 (Version 1.1)

More information

Understanding Software Project Management PMI fundamentals, Project Selection, Initial documents Emanuele Della Valle http://emanueledellavalle.

Understanding Software Project Management PMI fundamentals, Project Selection, Initial documents Emanuele Della Valle http://emanueledellavalle. Planning and Managing Software Projects 2011-12 Class 3 Understanding Software Project Management PMI fundamentals, Project Selection, Initial documents Emanuele Della Valle http://emanueledellavalle.org

More information

PROJECT SCOPE MANAGEMENT

PROJECT SCOPE MANAGEMENT 5 PROJECT SCOPE MANAGEMENT Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully

More information

Manufacturing CUSTOM CHEMICALS AND SERVICES, SUPPORTING SCIENTIFIC ADVANCES FOR HUMAN HEALTH

Manufacturing CUSTOM CHEMICALS AND SERVICES, SUPPORTING SCIENTIFIC ADVANCES FOR HUMAN HEALTH Manufacturing CUSTOM CHEMICALS AND SERVICES, SUPPORTING SCIENTIFIC ADVANCES FOR HUMAN HEALTH VWR enables the advancement of science by providing high-quality chemicals and services, customized to your

More information

Recognition of Judgments 2016

Recognition of Judgments 2016 The United Nations High Commissioner for Refugees, Sin Fronteras, the Inter-American Commission on Human Rights, and the Asociación Mexicana de Impartidores de Justicia A.C. CALL FOR PROPOSALS Recognition

More information

Description of Program Management Processes (Initiating, Planning) 2011 PROGstudy.com. All rights reserved

Description of Program Management Processes (Initiating, Planning) 2011 PROGstudy.com. All rights reserved Description of Program Management Processes (Initiating, Planning) Topics Covered Program Management Process Groups salient features Description of all processes in Initiating Process Group: Initiate Program

More information

ECLAC Economic Commission for Latin America and the Caribbean

ECLAC Economic Commission for Latin America and the Caribbean 1 FOR PARTICIPANTS ONLY REFERENCE DOCUMENT DDR/2 22 June 2012 ENGLISH ORIGINAL: SPANISH ECLAC Economic Commission for Latin America and the Caribbean Eleventh meeting of the Executive Committee of the

More information

Table 1. Growth of Latin American and Caribbean Medical Schools

Table 1. Growth of Latin American and Caribbean Medical Schools Table 1. Growth of Latin American and Caribbean Medical Schools Country 1969 1975 1988 1992 2004 Argentina 9 9 9 13 24 Antigua and Barbuda 1 Bolivia 3 3 3 7 10 Belize 2 Brazil 30 75 78 80 112 Chile 4 10

More information

DEADLINE: 01 April 2015, 4:30PM (AST) CARIBBEAN EXPORT DEVELOPMENT AGENCY REQUEST FOR PROPOSALS NOTICE

DEADLINE: 01 April 2015, 4:30PM (AST) CARIBBEAN EXPORT DEVELOPMENT AGENCY REQUEST FOR PROPOSALS NOTICE DEADLINE: 01 April 2015, 4:30PM (AST) CARIBBEAN EXPORT DEVELOPMENT AGENCY REQUEST FOR PROPOSALS NOTICE TITLE: Lead generation, pre-qualification and short-listing of foreign companies identified as potential

More information

Comparing PMBOK Guide 4 th Edition, PMBOK Guide 5 th Edition and ISO 21500

Comparing PMBOK Guide 4 th Edition, PMBOK Guide 5 th Edition and ISO 21500 Project Training Company Comparing PMBOK Guide 4 th Edition, Edition and STS Sauter Training & Simulation S.A. Avenue de la Gare 10 1003 Lausanne Switzerland Web: www.sts.ch E-mail: office@sts.ch Phone:

More information

Integrated Risk Management:

Integrated Risk Management: Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)

More information

Network Consulting Engineer

Network Consulting Engineer Brochure Network Consulting Engineer February, 2012 2012 Cisco and/or its affiliates. All rights reserved. This document is Cisco Public Information. Page 1 of 7 The Cisco Support Center in Krakow To understand

More information

Setting smar ter sales per formance management goals

Setting smar ter sales per formance management goals IBM Software Business Analytics Sales performance management Setting smar ter sales per formance management goals Use dedicated SPM solutions with analytics capabilities to improve sales performance 2

More information

EUCERD RECOMMENDATIONS QUALITY CRITERIA FOR CENTRES OF EXPERTISE FOR RARE DISEASES IN MEMBER STATES

EUCERD RECOMMENDATIONS QUALITY CRITERIA FOR CENTRES OF EXPERTISE FOR RARE DISEASES IN MEMBER STATES EUCERD RECOMMENDATIONS QUALITY CRITERIA FOR CENTRES OF EXPERTISE FOR RARE DISEASES IN MEMBER STATES 24 OCTOBER 2011 INTRODUCTION 1. THE EUROPEAN CONTEXT Centres of expertise (CE) and European Reference

More information

Preparing Tomorrow's Teachers with Web 2.0 Tools and 21st Century Skills 1

Preparing Tomorrow's Teachers with Web 2.0 Tools and 21st Century Skills 1 Professional Development Scholarship Program Preparing Tomorrow's Teachers with Web 2.0 Tools and 21st Century Skills 1 OAS/DHDEC/CIR.031/2012 1) Study venue: The course will be delivered entirely online

More information

The Project Planning Process Group

The Project Planning Process Group 3 The Project Planning Process Group............................................... Terms you ll need to understand: Activity Activity attributes Activity list Activity on arrow diagram (AOA) Activity

More information

A SUGGESTED HARMONIZATION OF DMAIC WITH PMBOK PROJECT LIFE CYCLES FOR PHARMACEUTICAL LEAN SIX SIGMA PROJECTS

A SUGGESTED HARMONIZATION OF DMAIC WITH PMBOK PROJECT LIFE CYCLES FOR PHARMACEUTICAL LEAN SIX SIGMA PROJECTS Abstract: With the increased emphasis within the pharmaceutical industry on business productivity through the dual application of Lean Six Sigma and disciplined project management methodologies, there

More information

The 7 Attributes of a Good Software Configuration Management System

The 7 Attributes of a Good Software Configuration Management System Software Development Best Practices The 7 Attributes of a Good Software Configuration Management System Robert Kennedy IBM Rational software Benefits of Business Driven Development GOVERNANCE DASHBOARD

More information

Brand Development and Packaging Workshop/Webinar

Brand Development and Packaging Workshop/Webinar Appendix 1: TERMS OF REFERENCE Brand Development and Packaging Workshop/Webinar 1. BACKGROUND INFORMATION 1.1. Beneficiary/Eligible countries CARIFORUM Region: Antigua and Barbuda, The Bahamas, Barbados,

More information

STRATEGIC AND OPERATIONAL PLAN

STRATEGIC AND OPERATIONAL PLAN STRATEGIC AND OPERATIONAL PLAN 2013-2015 2 3 Table of Contents Introduction Corporate Balanced Scorecard Revitalized... 5 Reorganizing Corporate Structure... 8 The Planning Process The Planning Process...

More information

Partnering for Project Success: Project Manager and Business Analyst Collaboration

Partnering for Project Success: Project Manager and Business Analyst Collaboration Partnering for Project Success: Project Manager and Business Analyst Collaboration By Barbara Carkenord, CBAP, Chris Cartwright, PMP, Robin Grace, CBAP, Larry Goldsmith, PMP, Elizabeth Larson, PMP, CBAP,

More information

Project Management Guidebook

Project Management Guidebook METHOD 12 3 empowering managers to succeed Project Management Guidebook ISBN 0-473-10445-8 A bout this e-book This e-book was created by Method123 (see www.method123.com) to help provide you with a simple

More information

Introduction to OpenPPM

Introduction to OpenPPM 0 Introduction to OpenPPM Content Table Introduction to OpenPPM... 1 0.1. OpenPPM: A tool thought by and for Project Managers... 2 0.2. Project, Program and Portfolio Management... 3 0.3. What is not OpenPPM?...

More information

ITIL Service Lifecycles and the Project Manager

ITIL Service Lifecycles and the Project Manager 1 ITIL Service Lifecycles and the Project Manager The intersection of IT Service and Project Delivery Presented to: Kansas City Mid-America PMI Chapter Mark Thomas January 17, 2011 1 Agenda 2 Introduction

More information

2011-2016 Strategic Plan. Creating a healthier world through bold innovation

2011-2016 Strategic Plan. Creating a healthier world through bold innovation 2011-2016 Strategic Plan Creating a healthier world through bold innovation 2011-2016 STRATEGIC PLAN Table of contents I. Global direction 1 Mission and vision statements 2 Guiding principles 3 Organizational

More information

CARIBBEAN EXPORT DEVELOPMENT AGENCY REQUEST FOR PROPOSALS NOTICE CONSULTANT

CARIBBEAN EXPORT DEVELOPMENT AGENCY REQUEST FOR PROPOSALS NOTICE CONSULTANT CARIBBEAN EXPORT DEVELOPMENT AGENCY REQUEST FOR PROPOSALS NOTICE TITLE: INVESTOR PERCEPTION SURVEY AND ANALYSIS FOR CARIFORUM CONSULTANT 1. Caribbean Export Development Agency (Caribbean Export), in collaboration

More information

Basic Unified Process: A Process for Small and Agile Projects

Basic Unified Process: A Process for Small and Agile Projects Basic Unified Process: A Process for Small and Agile Projects Ricardo Balduino - Rational Unified Process Content Developer, IBM Introduction Small projects have different process needs than larger projects.

More information

Overview of: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition

Overview of: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition Overview of A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition Overview of: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition 1 Topics for Discussion

More information

The 10 Knowledge Areas & ITTOs

The 10 Knowledge Areas & ITTOs This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading

More information

Lowering business costs: Mitigating risk in the software delivery lifecycle

Lowering business costs: Mitigating risk in the software delivery lifecycle August 2009 Lowering business costs: Mitigating risk in the software delivery Roberto Argento IBM Rational Business Development Executive Valerie Hamilton IBM Rational Solution Marketing Manager and Certified

More information

Chapter 6. (PMBOK Guide)

Chapter 6. (PMBOK Guide) Chapter 6 Project Time Management (PMBOK Guide) Mohammad A. Rajabi Dept. of Geomatics Eng., University it of Th Tehran Tel: +98 21 8833 4341, Cell: +98 912 132 5823 Email: marajabi@ut.ac.irac ir Homepage:

More information

Chapter 4 SUPPLY CHAIN PERFORMANCE MEASUREMENT USING ANALYTIC HIERARCHY PROCESS METHODOLOGY

Chapter 4 SUPPLY CHAIN PERFORMANCE MEASUREMENT USING ANALYTIC HIERARCHY PROCESS METHODOLOGY Chapter 4 SUPPLY CHAIN PERFORMANCE MEASUREMENT USING ANALYTIC HIERARCHY PROCESS METHODOLOGY This chapter highlights on supply chain performance measurement using one of the renowned modelling technique

More information

Creating the Strategy that Drives Your CRM Initiative. Debbie Schmidt FIS Consulting Services

Creating the Strategy that Drives Your CRM Initiative. Debbie Schmidt FIS Consulting Services Debbie Schmidt FIS Consulting Services 1 800 822 6758 Table of Contents More Than an IT Project...2 One Size Does Not Fit All...2 Moving Toward an Effective CRM Strategy...3 The Process...4 The Technology...4

More information

With Our Products & Services

With Our Products & Services What We Believe: With Our Products & Services What We Believe: With Our Products & Services Products & Services: will always listen to our customers desires and is committed to meeting and exceeding their

More information

FCPA and Anti-Corruption in Latin America

FCPA and Anti-Corruption in Latin America FCPA and Anti-Corruption in Latin America May 2011 FCPA Enforcement "FCPA enforcement is stronger than it's ever been and getting stronger. We are in a new era of FCPA enforcement; and we are here to stay."

More information

THE ANALYTICS HUB LEVERAGING A SHARED SERVICES MODEL TO UNLOCK BIG DATA. Thomas Roland Managing Director. David Roggen Director CONTENTS

THE ANALYTICS HUB LEVERAGING A SHARED SERVICES MODEL TO UNLOCK BIG DATA. Thomas Roland Managing Director. David Roggen Director CONTENTS THE ANALYTICS HUB LEVERAGING A SHARED SERVICES MODEL TO UNLOCK BIG DATA David Roggen Director Thomas Roland Managing Director CONTENTS Shared Services Today 2 What Is an Analytics Hub? 3 Analytics Hub

More information

TD Bank Group gains cohesion with social business software

TD Bank Group gains cohesion with social business software TD Bank Group gains cohesion with social business software IBM Connections helps enable a more engaged, productive workforce and a more cohesive enterprise Overview The need TD Bank Group needed to improve

More information

Great Expectations: Why Pharma Companies Can t Ignore Patient Services

Great Expectations: Why Pharma Companies Can t Ignore Patient Services Accenture Life Sciences Rethink Reshape Restructure... for better patient outcomes Great Expectations: Why Pharma Companies Can t Ignore Patient Services Accenture Research Note: Key findings from a survey

More information

Revealing the Big Picture Using Business Process Management

Revealing the Big Picture Using Business Process Management Revealing the Big Picture Using Business Process Management Page 1 of 20 Page 2 of 20 Introduction In today s business environment, change is inevitable. Changes in technology, organizational structure,

More information

IMCPM04 Project Scheduling and Cost Control. Course Outline

IMCPM04 Project Scheduling and Cost Control. Course Outline IMCPM04 Project Scheduling and Cost Control Course Outline January 2012 Project Scheduling and Cost Control Course Aim Project Scheduling and Cost Control is a five-day (5 day) course which provides participants

More information

F. Hoffmann-La Roche AG chooses enteo NetInstall to manage software packaging and distribution

F. Hoffmann-La Roche AG chooses enteo NetInstall to manage software packaging and distribution enteo I success story GLOBAL DISTRIBUTION F. Hoffmann-La Roche AG chooses enteo NetInstall to manage software packaging and distribution Global structures require global management. Central administration

More information

TIBCO Spotfire Helps Organon Bridge the Data Gap Between Basic Research and Clinical Trials

TIBCO Spotfire Helps Organon Bridge the Data Gap Between Basic Research and Clinical Trials TIBCO Spotfire Helps Organon Bridge the Data Gap Between Basic Research and Clinical Trials Pharmaceutical leader deploys TIBCO Spotfire enterprise analytics platform across its drug discovery organization

More information

Best Practices Statement Project Management. Best Practices for Managing State Information Technology Projects

Best Practices Statement Project Management. Best Practices for Managing State Information Technology Projects State of Arkansas Office of Information Technology 124 W. Capitol Ave. Suite 990 Little Rock, AR 72201 501.682.4300 Voice 501.682.4020 Fax http://www.cio.arkansas.gov/techarch Best Practices Statement

More information

How Technology Supports Project, Program and Portfolio Management

How Technology Supports Project, Program and Portfolio Management WHITE PAPER: HOW TECHNOLOGY SUPPORTS PROJECT, PROGRAM AND PORTFOLIO MANAGEMENT SERIES 4 OF 4 How Technology Supports Project, Program and Portfolio Management SEPTEMBER 2007 Enrico Boverino CA CLARITY

More information

Solutions to Optimize Your Supply Chain Operations

Solutions to Optimize Your Supply Chain Operations Solutions to Optimize Your Supply Chain Operations Executive Summary Strategic optimization of your end-to-end supply chain produces significant savings and improves your operational service levels. Effecting

More information

Agile Master Data Management A Better Approach than Trial and Error

Agile Master Data Management A Better Approach than Trial and Error Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are

More information

Mapping COBIT 5 with IT Governance, Risk and Compliance at Ecopetrol S.A. By Alberto León Lozano, CISA, CGEIT, CIA, CRMA

Mapping COBIT 5 with IT Governance, Risk and Compliance at Ecopetrol S.A. By Alberto León Lozano, CISA, CGEIT, CIA, CRMA Volume 3, July 2014 Come join the discussion! Alberto León Lozano will respond to questions in the discussion area of the COBIT 5 Use It Effectively topic beginning 21 July 2014. Mapping COBIT 5 with IT

More information

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Project Management Self-Assessment Contents Introduction 3 User Guidance 4 P3M3 Self-Assessment Questionnaire

More information

Key Drivers of Analytical Maturity Among Healthcare Providers

Key Drivers of Analytical Maturity Among Healthcare Providers Key Drivers of Analytical Maturity Among Healthcare Providers January, 2015 Written by: International Institute for Analytics Sponsored by: Executive Summary Firms of all shapes and sizes today are confronted

More information

The Economic Impact of a U.S. Slowdown on the Americas

The Economic Impact of a U.S. Slowdown on the Americas Issue Brief March 2008 Center for Economic and Policy Research 1611 Connecticut Ave, NW Suite 400 Washington, DC 20009 tel: 202-293-5380 fax:: 202-588-1356 www.cepr.net The Economic Impact of a U.S. Slowdown

More information

[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy

[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy 2016 Beaumont Health Physician Leadership Academy [BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Engagement. Entrepreneurialism. Effectiveness. Better Care. Improved Partnerships. Enhanced Organizational

More information

Education Goals in the Latin American and Caribbean Region. Compiled by Lorecia Roland LAC Education and Human Resources Technical Services Project

Education Goals in the Latin American and Caribbean Region. Compiled by Lorecia Roland LAC Education and Human Resources Technical Services Project Education Goals in the Latin American and Caribbean Region Compiled by Lorecia Roland LAC Education and Human Resources Technical Services Project 1994 Acknowledgements In preparation for the December

More information

TABLE OF CONTENTS. Introduction...1. Chapter1 AdvancesinTreatment...2. Chapter2 MedicinesinDevelopment...11. Chapter3 ValueandSpending...

TABLE OF CONTENTS. Introduction...1. Chapter1 AdvancesinTreatment...2. Chapter2 MedicinesinDevelopment...11. Chapter3 ValueandSpending... CANCER TABLE OF CONTENTS Introduction...1 Chapter1 AdvancesinTreatment...2 Chapter2 MedicinesinDevelopment......11 Chapter3 ValueandSpending......15 Chapter4 Conclusion...22 INTRODUCTION Researchers and

More information

PRINCE2, the PMBOK Guide and ISO 21500:2012. Klas Skogmar. AXELOS.com

PRINCE2, the PMBOK Guide and ISO 21500:2012. Klas Skogmar. AXELOS.com PRINCE2, the PMBOK Guide and ISO 21500:2012 Klas Skogmar AXELOS.com White Paper September 2015 Contents Introduction 3 Relationships between PRINCE2, the PMBOK Guide and ISO 21500 4 Major differences between

More information

Health Data Analytics. Data to Value For Small and Medium Healthcare organizations

Health Data Analytics. Data to Value For Small and Medium Healthcare organizations Health Data Analytics Data to Value For Small and Medium Healthcare organizations HEALTH DATA ANALYTICS WHITE PAPER JULY 2013 GREENCASTLE CONSULTING Abstract This paper is targeted toward small and medium

More information

Job list - Research China

Job list - Research China Job list - Research China Job # Job Title Page 010499 Scientist for Mechanical Engineering P2-3 002590 Senior Scientist for Biomedical Engineering P4-5 022831 Research Scientist for MRI P6-7 010501 Scientist

More information

How the Information Governance Reference Model (IGRM) Complements ARMA International s Generally Accepted Recordkeeping Principles (GARP )

How the Information Governance Reference Model (IGRM) Complements ARMA International s Generally Accepted Recordkeeping Principles (GARP ) The Electronic Discovery Reference Model (EDRM) How the Information Governance Reference Model (IGRM) Complements ARMA International s Generally Accepted Recordkeeping Principles (GARP ) December 2011

More information

Project Management Professional (PMP ) Exam Preparation

Project Management Professional (PMP ) Exam Preparation Project Management Professional (PMP ) Exam Preparation Learn the most effective methods of delivering projects within cost, schedule and resource constraints April 10 14, 2011 American University of Sharjah

More information

Survey of LAC agricultural research institutes on technical information management.

Survey of LAC agricultural research institutes on technical information management. Survey of LAC agricultural research institutes on technical information management. FORAGRO Technical Secretariat Area of Technology and Innovation Directorate of Technical Leadership and Knowledge Management,

More information

A financial plan that s right for you. NAABA General Meeting March 20, 2014

A financial plan that s right for you. NAABA General Meeting March 20, 2014 A financial plan that s right for you. NAABA General Meeting March 20, 2014 Agenda Scotiabank Global Footprint Financial Solutions Aboriginal Relations Small Business Banking Commercial Banking Wealth

More information

<Company Name> <Project Name> Software Development Plan. Version <1.0>

<Company Name> <Project Name> Software Development Plan. Version <1.0> Version [Note: The following template is provided for use with the Rational Unified Process. Text enclosed in square brackets and displayed in blue italics (style=infoblue)

More information

Project Managing to Support Change. Cathryn Stam, PMP Tina Salaris, RN, PMP

Project Managing to Support Change. Cathryn Stam, PMP Tina Salaris, RN, PMP Project Managing to Support Change Cathryn Stam, PMP Tina Salaris, RN, PMP Project Managing to Support Change Change is a constant in life People by nature do not like change Whether redesigning processes

More information

Services for the CFO Financial Management Consulting

Services for the CFO Financial Management Consulting IBM Global Business Services Services for the CFO Financial Management Consulting Financial Management Chief financial officers (CFOs) are currently in a highly visible, highly influential position. They

More information

Work Breakdown Structure (WBS)

Work Breakdown Structure (WBS) Work Breakdown Structure (WBS) The building blocks of a schedule start with a Work Breakdown Structure (WBS). The WBS is a hierarchical reflection of all the work in the project in terms of deliverables.

More information

Goal 4. Reduce child mortality

Goal 4. Reduce child mortality Goal 4. Reduce child mortality 4.1. Introduction Target 4.A of MDG 4 reads: Reduce by two-thirds, between 1990 and 2015, the under-five mortality rate. Monitoring of this Goal consists of three indicators

More information

National Center for Healthcare Leadership SUMMARY. Health Leadership Competency Model

National Center for Healthcare Leadership SUMMARY. Health Leadership Competency Model National Center for Healthcare Leadership Health Leadership Competency Model SUMMARY The NCHL Health Leadership Competency Model was created through research by the Hay Group with practicing health leaders

More information

DoQuP project. WP.1 - Definition and implementation of an on-line documentation system for quality assurance of study programmes in partner countries

DoQuP project. WP.1 - Definition and implementation of an on-line documentation system for quality assurance of study programmes in partner countries DoQuP project WP.1 - Definition and implementation of an on-line documentation system for quality assurance of study programmes in partner countries Deliverable 1.3 - Methodologies and procedures of definition,

More information

ILA Strategic Plan 2012 2017

ILA Strategic Plan 2012 2017 ILA Strategic Plan 2012 2017 If you practice, study, or teach leadership; If you seek a community of people who share your passion for leadership; We invite you to be a vital part of the continued growth

More information

Driving Your Business Forward with Application Life-cycle Management (ALM)

Driving Your Business Forward with Application Life-cycle Management (ALM) Driving Your Business Forward with Application Life-cycle Management (ALM) Published: August 2007 Executive Summary Business and technology executives, including CTOs, CIOs, and IT managers, are being

More information

Appendix A of Project Management. Appendix Table of Contents REFERENCES...761

Appendix A of Project Management. Appendix Table of Contents REFERENCES...761 Appendix A Glossary Terms of Project Management Appendix Table of Contents REFERENCES...761 750 Appendix A. Glossary of Project Management Terms Appendix A Glossary Terms of Project Management A Activity

More information

Minnesota Health Insurance Exchange (MNHIX)

Minnesota Health Insurance Exchange (MNHIX) Minnesota Health Insurance Exchange (MNHIX) 1.2 Plan September 21st, 2012 Version: FINAL v.1.0 11/9/2012 2:58 PM Page 1 of 87 T A B L E O F C O N T E N T S 1 Introduction to the Plan... 12 2 Integration

More information

Oncology Spotlight Early Commercialization Case Study. Susie Newton RN, MS, AOCN, AOCNS: Senior Director Quintiles Health Management Solutions

Oncology Spotlight Early Commercialization Case Study. Susie Newton RN, MS, AOCN, AOCNS: Senior Director Quintiles Health Management Solutions Oncology Spotlight Early Commercialization Case Study Susie Newton RN, MS, AOCN, AOCNS: Senior Director Quintiles Health Management Solutions Objectives Demonstration of the need for early commercialization

More information

output: communications management plan

output: communications management plan Q1. (50 MARKS) A. List the nine PMBOK knowledge areas and give a one sentence description of the purpose of each knowledge area along with at least one output (document etc.) and its purpose. 1.Project

More information

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,

More information

Business Intelligence

Business Intelligence Transforming Information into Business Intelligence Solutions Business Intelligence Client Challenges The ability to make fast, reliable decisions based on accurate and usable information is essential

More information

Putting IBM Watson to Work In Healthcare

Putting IBM Watson to Work In Healthcare Martin S. Kohn, MD, MS, FACEP, FACPE Chief Medical Scientist, Care Delivery Systems IBM Research marty.kohn@us.ibm.com Putting IBM Watson to Work In Healthcare 2 SB 1275 Medical data in an electronic or

More information