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.