Enabling Portfolio Management Value Realization A BioPharma PMO Imperative. Roger E. Williams & Fergus Delappe Bristol-Myers Squibb PMO15BR23

Transcription

1 Enabling Portfolio Management Value Realization A BioPharma PMO Imperative Roger E. Williams & Fergus Delappe Bristol-Myers Squibb PMO15BR23

2 Agenda & Goals Background and understanding the complexity of deploying a global PMO in a BioPharma company Journey to value realization Key tools and processes in portfolio planning and management Approach to strategic alignment and coordinated approach PMO value realization 2

3 Background & understand complexity of deploying a global PMO in a BioPharma company 3

4 Our Strategic Foundation Best of BIOTECH Best of PHARMA Diversified Specialty BioPharma I N N O VAT E I N T E G R AT E I M P R O V E Speed to Patient External Focus People Strategy NOT FOR PRODUCT PROMOTIONAL USE 4

5 Innovation in Manufacturing supporting 102 products in portfolio supplying 57 worldwide markets 12 internal network sites ~90 external supply network of contract mfgs 6,300 colleagues worldwide NOT FOR PRODUCT PROMOTIONAL USE 5

6 Our Manufacturing Network MEXICO Tlalpan UNITED STATES Devens, MA Mt. Vernon, IN Syracuse, NY (R&D) PUERTO RICO Humacao Manati FRANCE Agen IRELAND Swords Cruiserath ITALY Anagni Pharmaceutical (9) Biological (3) API Plant (Active Pharmaceutical Ingredient) Finishing Plant JAPAN Aichi CHINA SASS-Shanghai NOT FOR PRODUCT PROMOTIONAL USE 6

7 Keys to Delivering Future Growth Win in Immuno-Oncology Diversify for long-term, sustainable growth NOT FOR PRODUCT PROMOTIONAL USE 7

8 PMO & Portfolio Management - Crucial to Our Success 8

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10 What does the elephant look like? 10 10

11 BMS Confidential Pharm Ops PMO Global Meeting March 2015 PMO Maturity Milestones Network Established PMO at 12 manufacturing sites Monthly PMO Forum Annual global meetings Rationalized project volume Focused on priority projects Tools Dashboard Training requirements & solutions Holistic suite of metrics Portfolio budget game-changer Process Project intake Chartering Closure Site audits

12 Key tools and processes in portfolio planning and management 12

13 PMO Hierarchy GMS PMO Includes representatives from BU PMOs & supporting functions Aligns on harmonized tools & processes across GMS Facilitates cross-functional portfolio planning / charter alignment Conducts GMS Portfolio performance reporting Business Unit PMO Site/ Function PMO Project Teams Input to harmonized tools / processes Facilitates issue escalation and resolution Conducts BU performance monitoring & reporting Project management (selected strategic projects) Site/function portfolio prioritization Site/function project monitoring & reporting Intake of GMS cross-functional projects impacting the site/function Conduit / interface with Business Unit PMO Project Management Track progress and milestones / identify risks Interface with site / function PMO Deliver to scope, schedule, budget 13

14 SharePoint site Repository for templates & processes. Note: Partial screenshot. Additional elements contained within SharePoint site 14 14

15 Portfolio Planning Process To achieve alignment in principle for planned cross-functional projects 1) Sites / functions identify the projects planned for following year o Including supporting sites / functions & resource estimate 2) Supporting functions indicate alignment in principle / not aligned (Green/Red) 3) Dialog / escalation to resolve projects not supported o Incl. trade-off decisions / re-prioritization / rescheduling Allows high level resource planning for future year Informs charter review during intake process BMS Confidential Pharm Ops PMO Global Meeting March

16 Portfolio Planning Tool Project Information Supporting sites / functions & resources est. 16

17 Project Intake Process Planning continues for individual projects Further definition of Objective / Scope / Milestones / Budget Stakeholder engagement conducted & charter generated Charter circulated for review & approval Reference data from Portfolio Planning process Project endorsed and uploaded to PMO Dashboard 17 17

18 PMO Dashboard Tool Project Data Risk Indicators Charter Link Key Milestones 18 18

19 Portfolio Performance - Metrics Metric A B C D E F G H Title Open Projects Closed on time within month Closed on time YTD Open Projects with RED risk Open Projects with AMBER or RED risk Projects due to close in 60 days Projects closed in month, more than 60 days early Projects with close date rebaselined Note: List above represents a subset of metrics tracked. Additional data available incl. on-budget completions etc

20 Questions? Does your organization conduct a discrete annual portfolio planning process & can you share your experiences? Others questions? 20 20

21 2015 and Beyond Hoshin Kanri Tech Transfer Governance Life Cycle Management BMS Confidential Pharm Ops PMO Global Meeting March

22 Hoshin Kanri A Strategic Planning Alignment Tool 22

23 Plans are NOTHING. Planning is EVERYTHING. Dwight D. Eisenhower 23

24 Hoshin Kanri Hoshin = Direction Needle, i.e. Compass Kanri = Control Logic, i.e. Management Hoshin Planning is a management process that: Points Selects aspirational targets to aim for Aligns Helps us to agree to, and keep our focus on, the same goals Adjusts Provides a check of our annual strategy so we can make changes Strategy Deployment is a process that identifies and aligns all resources of the business to accomplish our overall strategic goals 24

25 A3 Strategy Tool Source: Liker, The Toyota Way Field Book 25

26 Catch-Ball Process Group Goals & Priorities Division Objectives Department Objectives Section Objectives Frontline Objectives 26

27 Hoshin Kanri: The X-Matrix Step 3: How? Which key processes? Step 2: How Far? This Year? Objectives Annual Improvement Priorities 3-Year Breakthrough Objective Target to Improve Step 4: How Much and When? Measures Step 5: Who? Resource Deployment Step 1: What? Breakthrough Thinking Project Name Owner Timing Hoshin Planning is a systematic and disciplined process to align, communicate and execute business strategy by focusing on those vital few breakthrough objectives that give you competitive advantage. 27

28 Develop Action Plans for Priority Projects Action plans consist of: 1. Actions 2. Ownership and timing 3. Current status of the action (color code red for past due) 4. Identify impact on the improvement priority and top level aspirational objectives PMO measures actions and progress 28

29 Questions? Is anyone using Hoshin Kanri? What have been the positives and negatives of the process? Who is using A3 approach? What are your experiences? 29 29

30 Technology Transfer Governance

31 Development to Launch Discovery Exploratory Development Full Development Marketed Product Development Pharmaceutical Development Global Manufacturing & Supply PD GMS Collaborate Development to Launch Pharma Biologics 31

32 Interface Governance Redesign Tech Transfer Governance Simplification Cooperation Decision making Project Teams Shared Objectives Empowerment Acceleration Tech Transfer Governance Team one integrated development & launch streamlines governance (multiple committees merged into single body) Membership is kept to a minimum; core, flex, and invited member concept Project decisions pushed down to tech transfer team level Teams report into a single governance body at all phases of project life cycle Governance occurs by exception ; no mandatory team check-in 32

33 PMO Support for Tech Transfer Governance Provide project management rigor and support for: Governance structure Define roles and responsibilities Establish and implement best ways of working with teams at interface Governance operations Schedule and facilitate governance meetings Coach presenters to facilitate effective decision making Charter and track Tech Transfer Teams (dashboard) Set-up and maintain a central repository for project information, meeting minutes, action logs, decisions made, FAQs, etc. Communicate decisions, track and report on actions taken Coordinate with R&D PMO 33 33

34 Maturity Development Life Cycle Management Growth Launch 34

35 Value Product Life Cycle Management Value Proposition LIFT & SHIFT the Lifecycle Curve Collaboratively develop and actively manage product supply strategy across the lifecycle to leverage well-defined inputs and clear communications to ensure informed and robust joint decision- making. Time WHY? EARLY MIDDLE LATE Typical industry curve Potential curve with active LCM management Ensure successful global launches Enable Long-term supply continuity & Optimize asset value throughout the product lifecycle 35

36 LCM-Teams: Run the Brand as a Business Key Accountabilities Set Supply Strategy Prioritize & Assure Priority Priority Project Project Execution Execution Ensure Supply & Achieve Product Operating Metrics Develop aligned product strategy to ensure supply continuity, reduce costs, and manage risk Identify and frame key brand strategic choices, develop recommendations, and secure governance approval Identify and sponsor key projects to delivery strategy Ensure priority projects setup to succeed Provide execution oversight, as appropriate, to deliver Own brand performance and operating metrics Manage escalated issues through resolution Achieve year-over-year improvement targets Manage Brand Risks & Opportunities Active risk management and mitigation Incorporate business continuity into brand strategy BMS Confidential. Internal Use Only. 36

37 Life Cycle Team Program Management LCM Team PM supports meetings (agenda, minutes, risk register, etc.) Technical Product Team (TPT) Chaired by PM or Technical Lead Analytical Drug Substance Drug Product Packaging Sites Quality Regulatory Change Management Change Approved Charter Business Case Technical Product Roadmap Monitor Health Authority Requirements Product Supply Business Continuity Strategy PM accountable for changeportfolio Regulatory & Supply Team Project Execution / Change Implementation (PMs as assigned) 37

38 Value Enablers for Strategic & Execution Excellence LCM Team empowered with productaccountable functional leaders PMO enables aligned prioritization and change portfolio control Integration & Cooperation for Brand and Network success RUN THE BUSINESS while we CHANGE the BUSINESS to drive Benchmark Performance Levels across our Product Life Cycles! 38

39 Questions? How do you engage your PMO in Technology Transfer? How is Program Management involved in Life Cycle Management at your company? 39 39

40 Value Realization * Aspect Result a) Portfolio rationalization Focus on priority projects b) Hoshin Kanri Alignment of projects to strategy c) Portfolio Planning Support of projects across functions / sites d) Standard processes /tools/templates Effective intake & execution - eliminating duplicate effort e) Leadership visibility Project status / risks available in one tool f) Tech Transfer governance & Life Cycle Mgmt Leadership in portfolio development & change Mgmt g) Project closure process Sponsor alignment on deliverables h) Tangible cost savings CI projects utilize same PMO tools / governance i) Metrics - % projects closed on time Measurable increase/improvement j) Value realization process post closure Ensures value sustained & processes maintained 40 40

41 What have we become? 41 41

42 We have certainly grown up! 42 42

43 Thank you Name: Roger Williams & Fergus Delappe Web: